Alfred Kuß: „Marketing-Theorie: Eine Einführung“

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Alfred Ku?: „Marketing-Theorie: Eine Einführung“     

Interactive Multiple Objective Decision Support for Sales Force Sizing and Deployment*

An interactive decision aid is introduced for the deployment of two sales resources: salespeople and sales support staff. The aid consists of a normative sales resource allocation model with five objectives and an interactive multiple objective programming solution procedure. The specific decision problem addressed involves the assignment of salespeople and sales support people to customer accounts and the allocation of the time they spend on these accounts. The authors contribute to the existing sales resource modeling literature by dealing with the deployment of two sales resources and interactively solving this problem with respect to five short-run and long-run objectives of the firm. This approach differs from existing sales force modeling efforts in which the solution is found noninteractively by optimizing a single sales resource model with respect to a single objective, often short-run sales. An application of the decision aid to the deployment problem of an industrial sales force manager is presented. Furthermore, useful extensions of the basic sales resource allocation model are discussed.     

Curricula and State of the Profession

Most of us have encountered problems in developing an effective quantitative analysis program for our business schools in the United States. We have often found managers very reluctant to adopt QA techniques; on the other hand, students, although not reluctant, lacked the necessary mathematical background. During the academic year 1970–71, the authors assisted in the development of a QA department in the business school of a developing nation which offers both resident coursework for graduate students and executives seminars for businessmen. Both the students and the executives had the necessary mathematical background for rapid understanding of QA techniques. The executives appeared eager to use QA in their business operations and the students were highly motivated toward the application of QA to business problems. Our purpose in this article is not to convince all the QA professors to teach in underdeveloped nations, but to furnish information which is likely to be useful to those who attempt to establish similar QA programs in other developing countries.     

Confidence in the economy in times of crisis: Social representations of experts and laypeople

This study investigates experts’ and laypeople's social representations of the financial and economic crisis, as widely discussed in the media after the fall of Lehman Brothers in 2008. Financial experts (n = 156) and laypeople (n = 153) with low versus high confidence in the economic recovery spontaneously associated thoughts and beliefs about the crisis and to economic and political stakeholders. Following a mixed-methods approach, they evaluated economic stakeholders with regard to six trust items. The study was conducted in March 2010 in Austria, which was moderately affected by the crisis. The results indicate that economic variables (e.g., unemployment) were central to the social representations of the crisis, while underlying feelings of unfairness and egoism surfaced during the ongoing process of association. The social representation did not comprise a general criticism of the economic system. The differences between the subgroups depended on identification-based self-protection and economic knowledge. Experts and laypeople tended to attribute the economic crisis to specific stakeholders in a self-protecting way: experts blamed the media, laypeople blamed the managers, and both blamed the politicians. Interestingly, the subgroups tended to evaluate the banks as being relatively neutral. Expertise and differentiated economic knowledge was related to confidence in the economic recovery. Thus, the perceived capability of politicians in terms of competence and morality seems crucial for regaining public confidence in the economy.     

Do labour market reforms reduce labour productivity growth? A panel data analysis of 20 OECD countries (1960–2004)

Based on comprehensive regression analysis, the authors find that weak wage growth and a smaller labour share of national income significantly reduce labour productivity growth. They conclude that supply‐side labour market reforms have contributed to reducing labour productivity growth: this cannot be explained by a deregulation‐induced inflow of low‐productivity labour as proposed by OECD researchers. They also discuss why deregulation, easier firing and higher labour turnover may damage learning and knowledge accumulation in companies, notably by weakening the functioning of the “routinized” innovation model (“Schumpeter II”). Finally, their findings raise doubts about the relevance of Baumol's law and Verdoorn's law.     

Editorial

Ohne Zusammenfassung

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Editorial

     

Virtuelle Teams — Geringe Kosten,geringer Nutzen? Zur Leistungsverbesserung von Kleingruppen beim Problemlösen durch elektronische Moderation

Problem solving and strategic decision-making is frequently delegated to groups of experts because there is a hope that their performance will bring more advantages compared to single working individuals as a result of their cooperation. It is however a fact that process loss is a characteristic of naturally interacting groups. Facilitation-techniques like PROMOD (PROzedurale MODeration or procedural facilitation) have been developed to reduce these difficulties (Lecher, &; Witte, 2003). The goal of this study was to investigate whether PROMOD can also improve performance of teams and individuals in a virtual setting (N = 180). Subjects had to solve an interpolation-problem (see Dörner, 1976) under facilitated and non-facilitated conditions while using a chat-program and electronic forms. Improvements were found to be significant in one of two performance-measures (p =.0245).