98
foreigTi markets and how to implement company policy
under difFerent environmental conditions.
The authors apply this "global" approach in organiz-
ing the book. It is divided into three parts. The first
part deals with decisions to enter foreign markets and
information requirements for such decisions; the second
covers the development of a global marketing strategy
in the functional areas of product, promotion, and dis-
tribution channels; and the third is composed of articles
describing various aspects of marketing systems of
different countries.
The articles in the first section range considerably in
depth and scope. Based primarily on examination of
previous experiences of U.S. companies abroad, they
indicate some of the pitfalls to be avoided and some of
the keys to success in entering foreign markets. It is
however, evident that we are still far from under-
standing what are the crucial variables in predicting
marketing response in different environments and hence
in assessing marketing opportunities overseas.
The second part is concerned with the development
of the global marketing mix. Some notable gaps are
apparent; for example, in relation to distributive prob-
lems, personal selling, and the level and programming
of marketing effort. In particular the subsection on
channels is devoted to articles describing the institu-
tional structure of marketing in certain countries, rather
than dealing with problems in desigrning appropriate
distribution policies.
SALES MANAGEMENT: DECISIONS, POLICIES AND CASES
by Richard R. Still and Edward W. Cundiff
(Englewood Cliffs. N. J.: Prentice-Hall, Inc.. 1969. Pp. 698. $10.50.)
Why are most textbooks in marketing, sales manage-
ment, and salesmanship confined almost entirely to the
marketing and selling of consumers' goods? Industrial
products are sold many times during their progress
from raw materials to finished goods. A wider variety
and higher order of salesman is required to sell these
products, and personal selling plays the major role in
their marketing. Why, in addition, do most of these
textbooks almost completely ignore the marketing and
selling of services?
Again, why must these textbooks be concerned almost
entirely with the marketing and selling operations of
the large corporation? There are many many more small
companies with marketing and sales problems which
are just as complex, if not more so. These small com-
panies do not have the manpower and capital resources
to do what is recommended for the large corporation.
This book sidesteps answers to all these critical ques-
tions. It provides, however, a fairly complete and sound
coverage of the management of the selling force for
the large consumer goods manufacturer, though it fails
in two areas in which many sales managers fail. (1) The
SALES FORCE MANAGEMENT
by Kenneth R. Davis and Frederick E. Webster, Jr.
(New York: The Ronald Press Co., 1968. Pp. 764. $5.50.)
This book treats the traditional areas of sales man-
agement in a way that attempts to integrate recent
knowledge from the behavioral sciences with current
practice in the field. The authors acknowledge that there
will be changes in the future, but contend that these
Journal of Marketing, July, 1970
It is perhaps most difficult to justify the inclusion of
the articles in the third section of the book. While
awareness of, and sensitivity to, environmental factors
is essential to successful marketing on a global scale,
most of the articles are limited to a description of
these differences. Little attempt is made to indicate the
implications of such differences for marketing strategy,
or to interpret and select the more pertinent facts for
the marketing manager.
In sum the book provides a survey of the current
state of knowledge about marketing to foreign coun-
tries. It emphasizes environmental factors, which pre-
vious experience of U.S. companies suggests are of
considerable importance in developing global marketing
strategy. Although understanding of precisely how these
differences affect marketing response is not yet adequate
to permit the development of normative principles for
global marketing, the book shows that progress is being
made toward a better understanding of these issues.
The book provides a valuable service to both practi-
tioner and academician with its collection of attempts
to develop an improved understanding of global market-
ing problems. It will no doubt find widespread use in
international marketing management courses. In this
context it appears best suited as a supplement to tradi-
tional texts, adding a broad environmental approach
to international marketing problems.
SUSAN P. DOUGLAS
Temple University
book does not provide explicit instruction in the tech-
niques of conducting a face-to-face selling interview;
and (2) it does not empbasize that one of the prime
responsibilities of the sales manager is to have exjjerts
create the selling aids needed by salesmen for making
their selling interviews clear, informative, interesting,
and convincing. Too often sales managers expect sales-
men to devise their own selling presentations and aids.
One questions who the authors visualized as the read-
ers and users of their book. It seems to contain subject
matter too difficult for most college students to under-
stand. If, on the other hand, readers of the book are
visualized as experienced sales managers, much of its
doctrine will seem quite elementary and axiomatic.
The material of the book is well organized for the
latter group. The book is divided into four parts: "Sales
Management—the Setting," "Sales Force Management,"
"Information for Sales Management," and "Sales Man-
agement and Marketing Decision Making." A large
number of cases pertinent to each part of the book
is provided.
L. MERCER FRANCISCO
University of California, Berkeley
changes can best serve those who have an understanding
of current thinking. To give the student practice in
applying this thinking, each chapter is followed by
several short cases.
Chapter headings clearly outline the areas that con-
 Book Reviews
tinue to concern sales managers; for example, "Recruit-
ing and Selecting Salesmen," "Sales Training," and
"Compensating Salesmen." The subheadings list many
of the major problems within an area; also this out-
lined format makes the book a handy reference as well
as a textbook.
While all chapters draw on material from the behav-
ioral sciences, some chapters emphasize behavioral find-
ings. In "The Communication Process" and "Group
Influences and Personal Selling" many recent works
are quoted and integrated into the field of selling. The
process of appljing findings from other disciplines to
salesmanship is important both to maintain an interest-
MARKETING RESEARCH AND ANALYSIS, Fourth Edition
by Lyndon O. Brown and Leiand L. Beik
(New York: The Ronald Press Co.. 1969. Pp. vi, 624. $10.00.)
The durability of this introductory text (since 1937)
alone merits respect. Its late senior author. Professor
Lyndon Brown, extended through the three preceding
editions his dedication to scientific analysis of the mar-
keting problem. Those editions also reflected his ex-
pertise as an executive in a large advertising agency.
In this edition, the junior author keeps pace with the
emerging concept.
In seven sections the book guides one across a
spectrum of concept and method but also touches some
of the realities of marketing. The opening section
focuses on problem and scientific method. In the first
chapter General Mills and United Airlines supply in-
stances of how a large corporation organizes the market
research function. Like the other chapters, it closes
with questions for review and discussion. Succeeding
chapters deal with basic notions: What are typical
problems for research in marketing? How does the
scientific method relate to marketing? What is a clear
way to analyze and define a marketing problem?
The second section centers around problem analysis
and conceptual planning—model building, hypothesis-
making, and data collecting.
The section on functional planning covers: How does
one plan a market research study? What is coding?
How is a research proposal developed (including cost
estimates, budget estimates, master control form, and
project proposal)? How is a questionnaire developed?
What are guides for testing questions? What is scaling?
What is a depth interview? A focused group interview?
What are projective techniques?
RESEARCH FOR PROFIT
by Paul W. Bachman
(New York: The Ronald Press Company. 1969. Pp. viii. 197. $10.00.)
Industry spends over $5 billion annually on research
and development to increase profits. The author ad-
vances a belief that in no field of endeavor other than
research does industry so readily spend such an amount
without determining the value of those expenditures.
The focus of the book is upon the problem of evaluating
the profitability of research. The selection of research
projects and methods of conducting researeh are specifi-
cally excluded by the author.
Several possible reasons for management's lack in
analyzing the profitability of research are presented and
include neglect in not demanding information relating
to the profitability of researeh. Despite the various rea-
99
ing subject and to allow the field to advance.
The cases in the text are generally quite short. As a
result they may not always contain sufficient detail for
comprehensive analysis. On the other hand, their num-
ber and breadth of subject matter allows great flexibility
in their use. They are useful in that they allow the
student to apply the lessons of the chapter in a realistic
setting.
I would recommend Sales Farce Management as a
good classroom text, particularly for an undergraduate
course.
ROBERT P. BRODY
University of Washington
A section on data analysis defines and gives examples
of such concepts as error (Type I, Type II), decision
theory, control and experimental design, Latin square,
analysis of variance, and a variety of models (compu-
tational, inventory queuing, Monte Carlo simulation,
brand-share, and linear programming).
The closing pages describe how to collect and organize
data, handle field work, relate findings to recommenda-
tions, and coordinate a study report with management
goals.
Black-and-white photographs and charts add to the
book's interest. One-page summaries of 25 research
applications support the instructional effort.
The book ranks below articles in the Journal of
Marketing Research in sophistication and difficulty. This
text will continue to fill a need in undergraduate courses.
It has several strengths. It stands alone, most students
can comprehend it; it is problem-centered; and it can
aid a business generalist who stops short of graduate
study.
The book lacks cases, short and long; it can be used
with a case book. This text offers an elementary survey
of what to expect in starting to do research about
marketing problems. The careful reader can learn the
vocabulary of research. Whether most readers will be
motivated and able to apply the words at once to solve
marketing problems in real life is, to this reviewer,
debatable.
CHARLES E. SWANSON
Fresno State College
sons for lack of follow-up, the author insists that
management has the responsibility for aggressively
evaluating the profitability of research.
The author's emphasis can be determined, to some
degree, by the proportions of his book devoted to the
main sections. The first two sections entitled "The
Problem" and "The Solution" constitute 35'"r of the
book's length, while the remaining 65'^f is devoted to
"A Case History." These proportions appear to reflect
the author's desire to present a technique and its appli-
cation, rather than dwelling on the theoretical possi-
bilities of evaluating research.
The principle followed in appraising research for