1. Working Paper Series
Re-thinking Marketing Structures in the Fast Moving Consumer Goods
Sector: An Exploratory Study of UK Firms
Belinda Dewsnap
David Jobber
Working Paper No 03/06
February 2003
The working papers are produced by the Bradford University School of Management and are to be circulated for
discussion purposes only. Their contents should be considered to be preliminary. The papers are expected to be
published in due course, in a revised form and should not be quoted without the author’s permission.

2. W O R K I N G PA P E R S E R I E S
RE-THINKING MARKETING STRUCTURES ABSTRACT
IN THE FAST MOVING CONSUMER In response to increasing retailer power, fast
GOODS SECTOR: AN EXPLORATORY moving consumer goods (FMCG) companies are
STUDY OF UK FIRMS reported to have implemented organisational
structures designed to integrate retailer-focused
Belinda Dewsnap* sales and brand-focused marketing departments.
Lecturer in Marketing However, no research to date has investigated
Business School, Loughborough University, these new forms. Based on in-depth interviews
Loughborough, UK, and with sales and marketing managers in UK-based
FMCG companies, this paper presents the results
David Jobber of an exploratory study of organisation structures
Professor of Marketing for FMCG marketing. It is part of a broader
Bradford University School of Management, exploratory study of the antecedents and
Bradford, UK consequences of sales-marketing relations
(integration) in which methods of organising for
* To whom correspondence should be addressed. marketing are investigated as a determinant of
Telephone: +44 (0) 1509 223137 sales-marketing integration.
Fax: +44 (0) 1509 223961
E-mail: b.dewsnap@lboro.ac.uk
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3. W O R K I N G PA P E R S E R I E S
INTRODUCTION Trade marketing roles and departments have been
The successful marketing of branded fast moving implemented in many firms as a device to
consumer goods (FMCG) depends on satisfying integrate sales and marketing, and to ensure their
the needs of increasingly powerful, sophisticated collaborative working (e.g., Cespedes 1993). As a
and demanding multiple retailers (e.g., Corstjens process to integrate sales and marketing
and Corstjens 1995). This drives the highest strategies, trade marketing is designed to ensure
levels of interdependence between all functions in that the retailer’s basic needs are met by the
the supplying company, and in the case of brand marketing mix co-ordinated by the
relations within the marketing function, high supplier’s marketing personnel (e.g., Davies 1993;
levels of interdependence mandate close and Harlow 1994). At the level of the individual
collaborative relations between retailer-focused retailer this could for example necessitate the
sales personnel and brand-focused consumer translation of national promotions strategy into
marketing personnel (e.g., Cespedes 1993). trade promotions tailored to each retailer’s
However, in contrast to marketing’s relations with individual requirements.
other major business functions, academic research
has to date neglected marketing’s intra-functional Category management could also act as an
relations (Dewsnap and Jobber 1998). integrating mechanism between sales and
marketing. In its definition and its deployment it
The purpose of this study therefore is to explore can be seen as strategic trade marketing (Harlow
the FMCG sales-marketing relationship via a 1994). The literature identifies how category
qualitative study of UK firms where, following the management has been operationalised in one
convention set in existing cross-functional studies, major FMCG company on two levels: firstly at the
relations are conceptualised in terms of the internal level of the brand, and secondly at the
perceived degree of integration achieved at the external level of the retailer (George et al. 1997).
interface. The framework for the study is provided Internal-focused category management marks an
by the Dewsnap and Jobber (2000) evolution from the classic brand management
conceptualisation of the antecedents and effects structure where - it is argued - each brand
of sales-marketing integration. The singular aim competes for organisational resources and market
of this present paper is to offer insights into how share to a model based on category business
marketing organisation structures act as an directors who lead cross-functional teams.
antecedent to integration. The relevant interface Externally-focused category management is
is that between brand management and those described as a role that supports the key account
sales personnel referred to by Cespedes (1992) as manager to develop retailer-specific, long-term
“headquarters key account managers”. For the category trade plans (q.v., Basuroy et al. 2001),
sake brevity, however, ‘sales and marketing’ is and the category manager forms part of a
used as the proxy term for the dyad. “customer business team” led by the customer
business manager (- termed a “customer
BACKGROUND AND RESEARCH OBJECTIVES integrator”). In another example of where the
Lawrence and Lorsch’s (1967) seminal study on externally-focused category management model
differentiation and integration reports that has been implemented (Mitchell 1994), the
integrating mechanisms (e.g., integrating teams structure is described as comprising two parallel
and departments) are required to provide the teams, a Consumer Marketing team focused on
requisite degree of integration between consumer/brand marketing and a category
specialised (differentiated) functional groups. By management team called Category Marketing
way of response to increasing retailer strength, that is charged with integrating the individual
FMCG companies have implemented new brands plans to best meet the needs of individual
organisational designs and philosophies for retailers. The third strand in this structure is the
marketing that explicitly integrate sales (retailer) traditional key accounts sales function whose
and marketing (consumer and brand) perspectives change of name to Customer Development is
(e.g., Mitchell 1994; Lehmann and Winer 1997; meant to signify a more proactive stance in
IGD 1999; Dhar et al. 2001). The most prevalent developing business with the retailer.
new structures for marketing are trade marketing
and category management. However, there is The literature summarised here provides only
very limited empirical evidence on exactly how preliminary evidence of how new structures for
these new structures have been implemented and marketing have been operationalised, and the
how they act as integrating devices. A summary diversity of job titles has the potential to confuse
of this evidence now follows. rather than to clarify. As part of the wider
4

4. W O R K I N G PA P E R S E R I E S
exploratory study of sales-marketing integration, companies; that is, the study’s focal sales-
the objective of this paper is to explore how and marketing dyad represented at headquarters level
why new marketing structures have been by a key accounts management structure on the
implemented in a broad base of FMCG one hand, and a brand management structure on
companies, and importantly, to investigate how the other. However, every company in the study
new marketing structures are designed to support had supplemented key accounts and brand
sales-marketing integration. management with an additional structural unit.
In all cases the additional structural mechanism
METHODOLOGY had two remits, the one and longer-established,
Given that exploratory research is appropriate trade marketing-focused and the other category
when little is known of a phenomenon (Churchill management-focused. In two cases this
1995) and also when no reliable and valid differentiation was represented by separate trade
quantitative measures of a construct exist (Patton marketing and category management
1980), in-depth qualitative interviews were departments; in other words, by two separate,
conducted in order to gain preliminary insights additional structural units. With respect to line of
into the subject of sales-marketing integrating reporting, in all but one company the additional
mechanisms. Interviews were conducted with 18 structural unit(s) reported to the sales function.
‘key informants’ (Seidler 1974) in 7 UK-based
FMCG companies operating across a range of Sales-marketing integration was a role attributed
product sectors. Respondents were selected from to all of the additional structural units. This is
this convenience sample so as to achieve reflected in the phrases used by respondents to
representation from director to middle manager describe their role; for example, “linking the two
level in all relevant sales and marketing together”; “customer marketing is about
departments, including any ‘new’ sales-marketing managing the interface”; “it sits between sales
functions. The preliminary nature of the and marketing to make the interface work”. As
investigation justifies the small sample size (e.g., can be seen from the description below of the
Guba and Lincoln 1994). way in which trade marketing and category
management has been operationalised,
As part of a flexible, semi-structured interview integration subsumes responsibilities relating to
process, respondents were asked to describe and planning, coordination, facilitation,
explain sales-marketing structures in their own implementation, and influencing.
organisation. All of the interviews lasted for
approximately one hour and were tape-recorded. Trade marketing (also called customer marketing
Subsequently, each interview was transcribed and and customer planning) is the original integrating
then coded. Following the strategy suggested by mechanism, designed to acknowledge trade
Miles and Huberman (1994), a combination of customer needs in the brand planning process
within- and cross-case analysis was undertaken. and the design of the marketing mix; in essence,
The within-case analysis provided a preliminary to operationalise the trade marketing philosophy.
descriptive understanding of the nature and Trade Marketing is tasked with managing the
rationale for marketing structures. Cross-case trade promotional plan and associated budgets,
comparisons were then conducted to provide and where required, is responsible for improving
insights into how activities and issues relating to planning and sales-marketing meeting processes;
marketing structure varied across companies. At for example specifying the promotions process so
both stages matrices were used to display the data. as to avoid duplication by the brand management
team, and facilitating joint meetings. Trade
KEY FINDINGS marketing plays a key interfacing role in acting as
This section examines the marketing organisation a conduit for information between sales and
structures in place in the study’s respondent marketing and as such, the department influences
companies, with a particular focus on reviewing how the brand plan is translated into trade
more recent structural initiatives. In line with the channel plans and trade customer plans.
paper’s objectives, this review explains how such Responsibility for the execution of activity
initiatives have been implemented as devices to involved (1) managing the execution of trade
integrate sales and marketing departments. promotions activity (even to the point of ‘chasing’
up promotions agencies); (2) managing the
The traditional FMCG sales-marketing structure of budget/plan ongoing; and in two cases, (3)
separate sales and marketing functions (e.g, managing the promotional evaluation process.
Cespedes 1992) operated in all respondent
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5. W O R K I N G PA P E R S E R I E S
As outlined above, the literature describes merchandising, range, and promotion strategies
category management operating at two levels: the (cf. Gruen and Shah 2000). Three respondent
internal level of the brand, and the external level companies had developed and demonstrated the
of the trade customer. Although all of the requisite skills to enable them to work in
companies interviewed deployed brand marketing partnership with their retail customers as
structures that recognise the management of “category captains”, and therefore to take a lead
product groups, none of these companies used in co-developing category strategy. These
the term ‘category’ to describe these product companies had instituted category management
groups. By contrast, all companies had structures - variously termed category
implemented or were in the process of development, category planning, and retail
implementing the externally-focused category category management - to support the key
management model. Category management was accounts function. The remaining companies
described as a role “that’s about strategy, about were in the process of setting up the
understanding the consumer, understanding the infrastructure for category management; for
shopper”, and as a process that involves “working example, on the merchandising side, developing
with customers, defining strategies that deliver a space planning expertise. Respondents
change in the performance of the category in acknowledged how retailers are now focused on
their business”. Category management takes the maximising the profitability of product categories.
trade marketing philosophy of delivering retailer Until now trade marketing has worked with sales
satisfaction, but actually starts with the and marketing to translate the brand plan into
traditional brand marketing domain: the retailer-focused promotional plans. In the move
consumer. In this way it represents, as Harlow to category management, the a priori focus is not
(1994) points out, “an evolved form of trade the supplying company’s brand, but the retailer’s
marketing”, and in terms of integrating sales and category. The companies who reported that they
marketing perspectives could be viewed as the were setting up category management
apotheosis of trade marketing (Dewsnap and emphasised the need for their sales teams to be
Jobber 1999). With category management, the armed with category/insight expertise or what
actual start point is marketing’s consumer- was termed the “category story”.
heartland, and in addition, the retailer as trading
partner is brought directly into the strategic CONCLUSIONS AND RESEARCH NEXT STEPS
planning process for the category. From a This study has revealed how FMCG companies
planning perspective, the distinction between have instituted additional structural mechanisms
trade marketing and category management is also to integrate their sales and marketing functions.
one of time horizon. Based on its link with the Trade marketing has been deployed to deliver
one-year promotional plan, trade marketing short-term and operationally-focused integration,
embraces the shorter-term; category management category management to work with retail partners
by contrast focuses on the longer-term. This on longer-term, consumer-led category strategy.
distinction was made by all respondent Given the exploratory nature of the study, the
companies, and aptly described by one as a results are merely preliminary and require further
continuum, with category management closer in empirical verification. As part of the broader
orientation to marketing than to sales (see Figure study of the antecedents and consequences of
1). Based on this idea it was surprising to learn sales-marketing integration, the next step should
that with the exception of only one company, be the use of rigorous measures development
marketing had a distinct lack of involvement in, procedures for the development of reliable scales
and knowledge of, the company’s category for all of the study’s constructs (Churchill, 1979).
management processes. Finally, to the extent that relations between sales
and marketing could affect FMCG company
In the category management process, consumer performance, all empirical contributions in this
and shopper insight is used to drive optimal area would be of immense value to the sector.
FIGURE 1
Planning
Base: Channel + Account Category Brand
Trade Category
Sales Marketing
Marketing Management
Planning Shorter-term Longer-term
Horizon:
6

6. W O R K I N G PA P E R S E R I E S
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7. W O R K I N G PA P E R S E R I E S
LIST OF WORKING PAPER TITLES 02/15 – Christopher Pass
2003 Long-Term Incentive Schemes, Executive Remuneration and Corporate
03/06 – Belinda Dewsnap & David Jobber Perfomance
Re-thinking Marketing Structures in the Fast Moving Consumer Goods 02/14 – Nicholas J Ashill & David Jobber
Sector: An Exploratory Study of UK Firms An Empirical Investigation of the Factors Affecting the Scope of
03/05 – Mohamed Zairi & Samir Baidoun Information Needed in a MkIS
Understanding the Essentials of Total Quality Management: 02/13 – Bill Lovell, Dr Zoe Radnor & Dr Janet Henderson
A Best Practice Approach – Part 2 A Pragmatic Assessment of the Balanced Scorecard: An Evaluation use in
03/04 – Deli Yang & Derek Bosworth a NHS Multi-Agency Setting in the UK
Manchester United Versus China: The “Red Devils” Trademark Problems 02/12 – Zahid Hussain & Donal Flynn
in China Validating the Four-Paradigm Theory of Information Systems Development
03/03 – Mohamed Zairi & Samir Baidoun 02/11 – Alexander T Mohr & Simone Klein
Understanding the Essentials of Total Quality Management: The Adjustment of American Expatriate Spouses in Germany –
A Best Practice Approach – Part 1 A Qualitative and Quantative Analysis
03/02 – Alexander T Mohr 02/10 – Riyad Eid & Myfanwy Trueman
The Relationship Between Trust and Control in International Joint Ventures The Adoption of The Internet for B-to-B International Marketing
(IJVs) – An Emprical Analysis of Sino-German Equity Joint Ventures 02/09 – Richard Pike & Nam Cheng
03/01 – Mike Tayles & Colin Drury Trade Credit, Late Payment and Asymmetric Information
Explicating the Design of Cost Systems 02/08 – Alison J Killingbeck & Myfanwy M Trueman
Redrawing the Perceptual Map of a City
2002
02/07 – John M T Balmer
02/34 – Alexander T Mohr Corporate Brands: Ten Years On – What’s New?
Exploring the Performance of IJVs – A Qualitative and Quantitative
Analysis of the Performance of German-Chinese Joint Ventures in the 02/06 – Dr Abdel Moniem Ahmed & Professor Mohamed Zairi
People’s Republic of China Customer Satisfaction: The Driving Force for Winning Business
Excellence Award
02/33 – John M T Balmer & Edmund Gray
Comprehending Corporate Brands 02/05 – John M T Balmer & Stephen A Greyser
Managing the Multiple Identities of the Corporation
02/32 – John M T Balmer
Mixed Up Over Identities 02/04 – David Philip Spicer
Organizational Learning & The Development of Shared Understanding:
02/31 – Zoë J Douglas & Zoe J Radnor Evidence in Two Public Sector Organizations
Internal Regulatory Practices: Understanding the Cyclical Effects within
the Organisation 02/03 – Tamar Almor & Niron Hashai
Configurations of International Knowledge-Intensive SMEs:
02/30 – Barbara Myloni, Dr Anne-Wil Harzing & Professor Hafiz Mirza Can the Eclectic Paradigm Provide a Sufficient Theoretical Framework?
A Comparative Analysis of HRM Practices in Subsidiaries of MNCs and
Local Companies in Greece 02/02 – Riyad Eid, Myfanwy Trueman & Abdel Moniem Ahmed
The Influence of Critical Success Factors on International Internet
02/29 – Igor Filatotchev Marketing
”Going Public with Good Governance’’: Board Selection and Share
Ownership in UK IPO Firms 02/01 – Niron Hashai
The Impact of Distance Sensitivity and Economics of Scale on the
02/28 – Axele Giroud Output and Exports of Israel and its Arab Neighbours
MNEs in Emerging Economies: What Explains Knowledge Transfer to
Local Suppliers 2001
02/27 – Niron Hashai 01/18 – Christopher M Dent
Industry Competitiveness – The Role of Regional Sharing of Distance- Transnational Capital, the State and Foreign Economic Policy:
Sensitive Inputs (The Israeli – Arab Case) Singapore, South Korea and Taiwan
02/26 – Niron Hashai 01/17 – David P Spicer & Eugene Sadler-Smith
Towards a Theory of MNEs from Small Open Economics – Static and The General Decision Making Style Questionnaire:
Dynamic Perspectives A Comfirmatory Analysis
02/25 – Christopher Pass 01/16 – David P Spicer
Corporate Governance and The Role of Non-Executive Directors in Large Expanding Experimental Learning: Linking Individual and
UK Companies: An Empirical Study Organisational learning, Mental Models and Cognitive Style
02/24 – Deli Yang 01/15 – E Grey & J Balmer
The Development of the Intellectual Property in China Ethical Identity; What is it? What of it?
02/23 – Roger Beach 01/14 – Mike Talyes & Colin Drury
Operational Factors that Influence the Successful Adoption of Internet Autopsy of a Stalling ABC System: A Case Study of Activity Based Cost
Technology in Manufacturing Management and Performance Improvement
02/22 – Niron Hashai & Tamar Almor 01/13 – N Esho, R Zurbruegg, A Kirievsky & D Ward
Small and Medium Sized Multinationals: The Internationalization Law and the Deminants of International Insurance Consumption
Process of Born Global Companies
01/12 – J Andrews Coutts & Kwong C Cheug
02/21 – M Webster & D M Sugden Trading Rules and Stock Returns: Some Preliminary Short Run Evidence
A Proposal for a Measurement Scale for Manufacturing Virtuality from the Hang Seng 1985-1997
02/20 – Mary S Klemm & Sarah J Kelsey 01/11 – D McKechnie & S Hogarth-Scott
Catering for a Minority? Ethnic Groups and the British Travel Industry Linking Internal Service Encounters and Internal Transactions: Unravelling
02/19 – Craig Johnson & David Philip Spicer Internal Marketing Contract Workers
The Action Learning MBA: A New Approach Management Education 01/10 – M Webster & D M Sugden
02/18 – Lynda M Stansfield Operations Strategies for the Exploitation of Protected Technology: Virtual
An Innovative Stakeholder Approach to Management Education: Manufacture as an Alternative to Outward licensing
A Case Study 01/09 – Axèle Giroud
02/17 – Igor Filatotchev, Mike Wright, Klaus Uhlenbruck, Buyer-Supplier Transfer and Country of Origin: An Empirical Analysis of
Laszlo Tihanyi & Robert Hoskisson FDI in Malaysia
Privatization and Firm Restructuring in Transition Economies: 01/08 – Damian Ward
The Effects of Governance and Organizational Capabilities Do Independent Agents Reduce Life Insurance Companies’ Free Cash Flow?
02/16 – Mike Tayles, Andrew Bramley, Neil Adshead & Janet Farr 01/07 – Daragh O’Reilly
Dealing with the Management of Intellectual Capital: The Potential Role Corporate Images in ‘Jerry Maguire’: A Semiotic Analysis
of Strategic Management Accounting
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8. W O R K I N G PA P E R S E R I E S
01/06 – Tony Lindley & Daragh O’Reilly 0006 – Eric Lindley & Frederick Wheeler
Brand Identity on the Arts Sector The Learning Square: Four Domains that Impact on Strategy
01/05 – M Trueman, J Balmer & D O’Reilly 0005 – K K Lim, P K Ahmed & M Zairi
Desperate Dome, Desperate Measures! Managing Innovation at London’s The Role of Sharing Knowledge in Management Initiatives
Millennium Dome 0004 – C De Mattos & S Sanderson
01/04 – M Trueman, M Klemm, A Giroud & T Lindley Expected Importance of Partners’ Contributions to Alliances in
Bradford in the Premier League? A Multidisciplinary Approach to Emerging Economies: A Review
Branding and Re-positioning a City 0003 – A Harzing
01/03 – A Harzing Acquisitions Versus Greenfield Investments: Both Sides of the Picture
Self Perpetuating Myths and Chinese Whispers 0002 – Stuart Sanderson & Claudio De Mattos
01/02 – M Webster Alliance Partners’ Expectations Concerning Potential Conflicts and
Supply Systems Structure, Management and Performance: Implications Relative to Trust Building
A Research Agenda 0001 – A Harzing
01/01 – A Harzing An Empirical Test and Extension of the Bartlett & Ghoshal Typology of
Acquisitions Versus Greenfield Investments: Exploring the Impact of the Multinational Companies
MNC’s International Strategy
1999
2000 9922 – Gerry Randell & Maria del Pilar Rodriguez
0031 – John Ritchie & Sue Richardson Managerial Ethical Behaviour
Leadership and Misleadership in Smaller Business Governance 9921 – N Y Ashry & W A Taylor
0030 – Mary Klemm Requirements Analysis as Innovation Diffusion: A Proposed
Tourism and Ethnic Minorities in Bradford: Concepts and Evidence Requirements Analysis Strategy for the Development of an Integrated
0029 – (not available) Hospital Information Support System
0028 – (not available) 9920 – C Hope
My Way’s The Right Way! Or, With Particular Reference to Teaching on
0027 – Axèle Giroud Tourism Courses, is ‘Best Practice’ in Operations Management
Determinant Factors of the Degree of Supply-Related Technology Transfer: Dependent Upon National Culture?
A Comparative Analysis Between Asian Affiliates
9919 – A Harzing
0026 – A Cullen, M Webster & A Muhlemann Of Bumble-Bees and Spiders: The Role of Expatriates in Controlling
Enterprise Resource Planning (ERP) Systems: Definitions, Functionality and Foreign Subsidiaries
the Contribution to Global Operations
9918 – N Y Ashry & W A Taylor
0025 – B Chennoufi & M Klemm Who will take the Garbage Out? The Potential of Information
Managing Cultural Differences in a Global Environment Technology for Clinical Waste Management in the NHS
0024 – (not available) 9917 – D O’Reilly
0023 – Simon Best & Devashish Pujari Nice Video(?), Shame about the Scam… Paedagogical Rhetoric Meets
Internet Marketing Effectiveness: Commercial Reality at Stew Leonard’s
An Exploratory Examination in Tourism Industry 9916 – A Harzing
0022 – Dr Myfanwy Tureman The European Monolith: Another Myth in International Management?
Divided Views, Divided Loyalties: Changing Customer Perceptions by Design 9915 – S MacDougall & R Pike
0021 – Yasar Jarrar The Influence of Capital Budgeting Implementation on Real Options:
Becoming World Class Through a Culture of Measurement A Multiple-Case Study of New Technology Investments
0020 – David Spicer & Eugene Sadler-Smith 9914 – C Pass, A Robinson & D Ward
Cognitive Style & Decision Making Performance Criteria of Corporate Option and Long-Term Incentive
0019 – Z J Radnor & R Boaden Plans: A Survey of 150 UK Companies 1994-1998
A Test for Corporate Anorexia 9913 – R Beach, A P Muhlemann, D H R Price, J A Sharp & A Paterson
0018 – (not available) Strategic Flexibility and Outsourcing in Global networks
0017 – Peter Prowse 9912 – H M stewart, C A Hope & A P Muhlemann
Public Service Union Recruitment Workplace Recovery or Stagnation in The Legal Profession, Networks and Service Quality
a Public Services Union? Evidence From a Regional Perspective 9911 – J F Keane
0016 – Yasar F Jarrar & Mohamed Zairi Design and the Management Paradigms of Self-Organisation
Best Practice Transfer for Future Competitiveness: 9910 – D O’Reilly
A Study of Best Practices On the Precipice of a Revolution with Hamel and Prahalad
0015 – Mike Tayles & Colin Drury 9909 – S Cameron & D Ward
Cost Systems and Profitability Analysis in UK Companies: Selected Abstinence, Excess, Success?: Alcohol, Cigarettes, Wedlock & Earnings
Survey Findings 9908 – M Klemm & J Rawel
0014 – B Myloni & A Harzing Eurocamp – Strategic Development and Internationalisation in a
Transferability of Human Resource Management Practices Across European Context
Borders: A European Reflection on Greece 9907 – M Webster & R Beach
0013 – (not available) Operations Network Design, Manufacturing Paradigms
0012 – Nick J Freeman and the Subcontractor
Asean Investment Area: Progress and Challenges 9906 – D Ward
0011 – Arvid Flagestad & Christine A Hope Firm Behaviour and Investor Choice: A Stochastic Frontier Analysis of
A Model of Strategic Success in Winter Sports Destinations: UK Insuramce
the Strategic Performance Pyramid 9905 – D Ward, C Pass & A Robinson
0010 – M Poon, R Pike & D Tjosvold LTIPS and the Need to Examine the Diversity of CEO Remuneration
Budget Participation, Goal Interdependence and Controversy: 9904 – C Smallman
A Study of a Chinese Public Utility Knowledge Management as Risk Management: The Need for Open
0009 – Patricia C Fox, John M T Balmer & Alan Wilson Corporate Governance
Applying the Acid Test of Corporate Identity Management 9903 – R Beach, D Price, A Muhlemann & J Sharp
0008 – N Y Ashry & W A Taylor The Role of Qualitative Research in the Quest for Strategic Flexibility
Information Systems Requirements Analysis in Healthcare: 9902 – N Hiley & C Smallman
Diffusion or Translation? Predicting Corporate Failure: A Literature Review
0007 – T Lindley, D O’Reilly & T Casey
An Analysis of UK Television Advertisements for Alcohol
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9. W O R K I N G PA P E R S E R I E S
9901 – M Trueman 9803 – C Singleton
Designing Capital: Using Design to Enhance Quantitative and Qualitative – Bridging the Gap Between Two
and Control Technological Innovation Opposing Paradigms
9802 – R McClements & C Smallman
1998 Managing in the New Millennium: Reflections on Change, Management and
9826 – A Harzing the Need for Learning
Cross-National Industrial Mail Surveys: Why do Response Rates Differ 9801 – P Eyre & C Smallman
Between Countries? Euromanagement Competencies in Small and Medium Sized Enterprises:
9825 – B Dewsnap and D Jobber A Development Path for the New Millenium
The Sales-Marketing Interface: A Synthesis of Theoretical Perspectives
and Conceptual Framework 1997
9824 – C De Mattos 9729 – C Smallman
Advantageous Exectutives’ Characteristics in Establishing Biotechnology Managerial Perceptions of Organisational
Alliances in an Emerging Economy: The Case of Brazil Hazards and their Associated Risks
9823 – C A Howorth 9728 – C Smallman & D Weir
An Empirical Examination of the Usefulness of the Cash Conversion Cycle Managers in the Year 2000 and After: A Strategy for Development
9822 – A Harzing 9727 – R Platt
Who’s in Charge? An Empirical Study of Executive Staffiing Practices in Ensuring Effective Provision of Low Cost Housing Finance in India:
Foreign Subsidiaries An In-Depth case Analysis
9821 – N Wakabayashi & J Gill 9726 – (not available)
Perceptive Differences in Interorganizational Collaboration and 9725 – (not available)
Dynamics of Trust
9724 – S Estrin, V Perotin, A Robinson & N Wilson
9820 – C Smallman Profit-Sharing Revisited: British and French Experience Compared
Risk Perception: State of the Art
9723 – (not available)
9819 – C Smallman
The Breadth of Perceived Risk: Why Integrated Risk Management of 9722 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp
Health, Safety & Environmental Risks is only the End of the Beginning Facilitating Strategic Change in Manufacturing Industry
9818 – P S Budhwar, A Popof & D Pujari 9721 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp
Evaluating Sales Management Training at Xerox in Greece: The Strategy Options in Manufacturing Industry: Propositions Based on
An Exploratory Study Case Histories
9817 – W A Taylor 9720 – A Giroud
An Information-Based Perspective on Multinational Firms Backward Linkages in Malaysia: A Comparison
Knowledge Capture in Business Processes between European and Asian Firms in the Electrical and Electronics Sector
9816 – S Hogarth-Scott 9719 – L Kening
Category Management Relationships: Foreign Direct Investment in China: Performance, Climate and Impact
Is it Really Trust Where Choice is Limited? 9718 – H Mirza
9815 – W A Taylor Towards a Strategy for Enhancing ASEAN’s Locational Advantages for
Sustaining Innovation in Organisations: Managing the Intangibles Attracting Greater Foreign Direct Investment
A Study of TQM Implementation in Northern Ireland Organisations 9717 – B Summers & N Wilson
1991-1996 An Empirical Study of the Demand for Trade Credit in UK
9814 – M Webster, A Muhlemann and C Alder Manufacturing Firms
Subcontract Manufacture in Electronics Assembly: 9716 – R Butler & J Gill
A Survey of Industry Practice Reliable Knowledge and Trust in Partnership Formation
9813 – M J S Harry 9715 – R Butler
Is Object-Orientation Subject-Oriented?: Conflicting and Stories and Experiments in Organisational Research
Unresolved Philosophies in Object-Oriented Information 9714 – M Klemm & L Parkinson
Systems Development Methodology British Tour Operators: Blessing or Blight
9812 – J Jackson 9713 – C A Hope
The Introduction of Japanese Continuous Improvement Practices to a What Does Quality Management Mean for
Traditional British Manufacturing Site: The Case of RHP Bearings Tourism Companies and Organisations?
(Ferrybridge)
9712 – S Hogarth-Scott & P Dapiran
9811 – C De Mattos Do Retailers and Suppliers Really have Collaborative Category
A Comparative Study Between Perceptions of British and German Management Relationships?: Category Management Relationships in
Executives, in the Biotechnology Sector, Relative to Potential Future the UK and Australia
Contributions of Greatest Importance to and from Transnational
9711 – C De Mattos
Alliance Partners in Emerging Economies
The Importance of Potential Future Contributions from/to Transnational
9810 – J Martin-Hirsch & G Wright Joint Venture Partners: Perception of Brazilian Managing Directors and
The Cost of Customer Care – A Value Analysis of Service Delivery Specialists Linked to Biotechnology
Approaches
9710 – N T Ibrahim & F P Wheeler
9809 – J Martin-Hirsch & G Wright Are Malaysian Corporations Ready for Executive Information Systems?
A Service Provider’s View of Success Factors in Alternative Service
9709 – F P Wheeler & A W Nixon
Stategies
Monitoring Organisational Knowledge in Use
9808 – J Martin-Hirsch & G Wright
9708 – M Tayles & C Drury
A Professional’s Evaluation of Alternative Service Delivery Regimes for
Scoping Product Costing Research: A Strategy for Managing the Product
Customer Care and Satisfaction
Portfolio – Cost System Design
9807 – J Martin-Hirsch & G Wright
9707 – N Wilson, B Summers & C Singleton
A User’s Perspective of Alternative Service Delivery: A Comparative
Small Business Demand for Trade Credit, Credit Rationing and the Late
Study of the Evaluation of Service Strategies
Payment of Commercial Debt: An Empirical Study
9806 – J Martin-Hirsch & G Wright
9706 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp
The Case for Choice in Health Care: A Comparison of Traditional and
The Management Information Systems as a Source of Flexibility:
Team Midwifery in Effective Service Provision
A Case Study
9805 – M Woods, M Fedorkow amd M Smith
9705 – E Marshall
Modelling the Learning Organisation
Business Ethics: The Religious Dimension
9804 – W A Taylor
An Action Research Study of Knowledge Management in Process Industries
10

10. W O R K I N G PA P E R S E R I E S
9704 – M Wright, N Wilson & K Robbie 9501 – M Uncles & A S C Ehrenberg
The Longer Term Effects of Management-Led Buy-Outs Direchlet-Type Markets: A Review, Part 1: Patterns and Theory
9703 – G Hopkinson & S Hogarth Scott
Quality of Franchise Relationships: The Implications of Micro Economic 1994
Theories of Franchising 9411 – R A Rayman
9702 – G C Hopkinson & S Hogarth-Scott The Real-Balance Effect Fallacy and The Failure of Unemployment Policy
Channel Conflict: Critical Incidents or Telling Tales. 9410 – R A Rayman
Methodologies Compared The Myth of ‘Says’ Law
9701 – K Watson, S. Hogarth-Scott & N Wilson 9409 not issued
Marketing Success Factors and Key Tasks in Small Business Development 9408 not issued
1996 9407 not issued
9619 – B Summers & N Wilson 9406 not issued
Trade Credit Management and the Decision to use Factoring: 9405 – F Bartels & N Freeman
An Empirical Study Multinational Enterprise in Emerging Markets: International Joint
9618 – M Hiley & H Mirza Ventures in Côte D’Ivoire Vietnam
The Economic Prospects of ASEAN : The Role of AFTA in the Future 9404 – E Marshall
Development of the Region The Single Transferable Vote – A Necessary Refinement Abstract
9617 – A Brown 9403 – G R Dowling & M Uncles
Prospects for Japanese Foreign Direct Investment in Thailand Customer Loyalty programs: Should Every Firm Have One?
9616 – H Mirza, K H Wee & F Bartels 9402 – N Wilson, A Pendleton & M Wright
The Expansion Strategies of Triad Corporations in East Asia The impact of Employee Ownership on Employee Attitudes:
9615 – M Demirbag & H Mirza Evidence from UK ESOPS
Inter-Partner Reliance, Exchange of Resources & Partners’ Influence on 9401 – N Wilson & M J Peel
J’V’s Strategy Working Capital & Financial Management
9614 – R H Pike & N S Cheng Practices in the Small Firm Sector
Motives for Investing in Accounts Receivable: Theory and Evidence
1993
9613 - R H Pike & N S Cheng
Business Trade Credit Management: Experience of Large UK Firms 9310 – R Butler, L Davies, R Pike & J Sharp
Effective Investment Decision-Making: The Concept and its
9612 – R Elliott, S Eccles & K Gournay Determinants no longer available
Man Management? Women and the Use of Debt to Control
Personal Relationships 9309 – A Muhlemann, D Price, M Afferson & J Sharp
Manufacturing Information Systems as a Means for Improving
9611 – R Elliott, S Eccles & K Gournay the Quality of Production Management Decisions in Smaller
Social Support, Personal Relationships & Addictive Consumption Manufacturing Enterprises
9610 – M Uncles & A Manaresi 9308 – F P Wheeler, R J Thomas & S H Chang
Relationships Among Retail Franchisees and Frachisors: Towards Effective Executive Information Systems
A Two-Country Study
9307 – F P Wheeler, S H Chang & R J Thomas
9609 – S Procter The Transition from an Executive Information System to Everyone’s
Quality in Maternity Services: Information System: Lessons from a Case Study
Perceptions of Managers, Clinicians and Consumers’
9306 – S H Chang, F P Wheeler & R J Thomas
9608 – S Hogarth-Scott & G P Dapiran Modelling Executive Information Needs
Retailer-Supplier Relationships: An Integrative Framework Based on
Category Management Relationships 9305 – S. Braga Rodrigues & D Hickson
Success in Decision Making: Different Organisations,
9607 – N Wilson, S Hogarth-Scott & K Watson Differing Reasons for Success.
Factors Contributing to Entrepreneurial
Success in New Start Small Businesses 9304 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Ideology, Technology and Effectiveness
9606 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp
The Evolutionary Development of the Concept Manufacturing Flexibility 9303 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Strategy, Structure and Technology
9605 – B Summers
Using Neural Networks for Credit Risk Management: 9302 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
The Nature of the Models Produced Competitive Strategies and New Technology
9604 – P J Buckley & M Carter 9301 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
The Economics of Business Process Design: Motivation, Information & Investing in New Technology for Competitive Advantage
Coordination Within the Firm
9603 – M Carter Copies of the Proceedings of the Arab Management Conferences are
Is the Customer Always Right? available for purchase at a cost of £40.00 per volume.
Information, Quality and Organisational Architecture
9602 – D T H Weir Copies of the above papers can be obtained by contacting the Research
Why Does the Pilot Sit at the Front? And Does it Matter? Secretary at the address below:
9601 – R A Rayman Bradford University School of Management
A Proposal for Reforming the Tax System Emm Lane
Bradford
1995 West Yorkshire
9506 – A L Riding & B Summers BD9 4JL
Networks that Learn and Credit Evaluation Tel: 01274 234323 (mornings only)
9505 – R A Rayman Fax: 01274 546866
The Income Concept: A Flawed Ideal?
9504 – S Ali & H Mirza
Market Entry Strategies in Poland: A Preliminary Report
9503 – R Beach, A P Muhlemann, A Paterson, D H.R Price & J A Sharp
An Adaptive Literature Search Paradigm
9502 – A S C Ehrenberg & M Uncles
Direchlet-Type Markets: a Review, Part 2: Applications & Implications
11