PERCEPTUAL MAPPING: A TOOL FOR

INDUSTRIAL MARKETING:
A CASE STUDY
Steven A. Sinclair

Edward C. Stalling

Perceptual mapping, a consumer-based mod-

eling technique, is shown to have diagnostic and
strategic applications for industrial products
and product classes. The technique is especially
useful for evaluating the threat of substitute
products and in developing strategies for suc-
cessful competition. This can be accomplished
through new product developments and product
positioning with information gained from the
perceptual map. Information displayed on a
perceptual map can be easily translated into
actions by managers.
Introduction
Many companies in mature, old-line manu-
facturing industries such as steel, forest prod-
ucts and metal mining, see their future in
switching from basic commodities into higher
margin, "value-added" products and moving
into faster growing and less cyclical market
segments. 3, 15 For these industries, require-
ments for success are typically noted as tech-
nological skill, scale economics, and produc-
tion know-how.9, 11 But in the "value-added"

Steven A. Sinclair is Professor of Forest Products Marketing at Virginia Polytechnic Institute and State University. He
is on the Editorial Policy Board of Wood and Fiber Science and serves as contributing editor to the Forest Products
Research Society's Marketing and Economics Newsletter. Dr. Sinclair is currently writing a forest products marketing text
for McGraw-Hill.
Edward C. Stalling is Project Manager at Weyerhaeuser Forest Products Company. He holds a B.S. in Forestry from
Colorado State University and an M.S. in Wood Products Marketing from Virginia Tech. Dr. Stalling's graduate work in
residential siding products won him the prestigious Wood Award from the Forest Products Research Society in June of
1988 in Quebec City, Canada.

Vol. 5 No. 1 Winter/Spring 1990

55
 THE JOURNAL OF BUSINESS AND INDUSTRIAL MARKETING
markets, success more often depends on cre-
ating a package of products and services bet-
ter tailored to the customers 2 . Others have
noted that firms in basic, mature industries
can prosper only by embracing a marketing
approach, as opposed to the production orien-
tation that has historically characterized
many of these industries. 13, 27
Information displayed on a percep-
tual map can be easily translated
into actions by managers.
The classic article "Marketing Myopia" dis-
cussed the importance of viewing an industry
as a customer-satisfying process rather than a
goods-producing process, and it related the
failures of many mature industries to their
being overly product-oriented instead of cus-
tomer-oriented.16 Catering to customer prefer-
ences has more recently become popularized
by many writers. Many of these pundits, how-
ever, are less able to translate the need to cater
to customer preferences into usable informa-
tion for executive decision making, and unfor-
tunately, skills in analyzing customer desires,
market segmentation and product positioning
are rarely present in old-line manufacturing
industries. 7 This ability is especially critical
because product positioning, segmentation,
and promotional strategies are key marketing
variables necessary to successful competition
in a mature industrial market.
Many manufacturers of mature industrial
goods face strong competition from substitute
products. Substitute products have been noted
as one of five competitive forces that deter-
mine the ultimate profit potential of an indus-
try.21 Even if not directly stealing market share,
substitutes can limit profit potential by placing
a ceiling on prices.
In order to evaluate the threat that a substi-
tute poses to a given product, it is necessary to
understand how customers perceive a given
product vis-a-vis its competitors. Too frequent-
ly, assessments of strengths and weaknesses of
competing products are limited to tangible
characteristics such as price and physical
attributes, and they disregard the intangibles
such as customer perceptions and attitudes 5 .
56
Customer perceptions do not always corre-
spond to what manufacturers believe about
their own products, yet it is precisely these
perceptions that determine success in the mar-
ketplace. Perceptions result in beliefs about
products (or materials), which combine as the
basis for an attitude, which ultimately directs
buying behavior.
Analyzing these perceptions in an objective
manner for informed decision making can be
difficult. A modeling technique which has
received wide use in consumer-related fields,
but much less use in industrial marketing, is
available to solve this problem—perceptual
mapping. Perceptual mapping has been used
in new product design, promotional strategy
decisions, and many other marketing applica-
tions where the marketing manager wants to
know: (1) the basic attributes customers use to
evaluate the products and (2) the comparative
positions of current and potential products
with respect to these attributes. 10 Perceptual
mapping has received considerable use in
examining the relative position of competing
brands of consumer products, such as beer and
autos. However, it can also be used in industri-
al markets to develop a map showing the com-
petitive position of competing product classes
on key dimensions or attributes.
We will explore the usefulness of perceptual
mapping in industrial marketing through a
case study of the residential siding market, but
these same methods can be used to evaluate
other product classes and markets. This article
will not serve as a primer on the
statistical/mathematical techniques used to
generate a perceptual map. There are numer-
ous methods available to the analyst (multidi-
mensional scaling, factor analysis, discrimi-
nant analysis, etc.); some now even come in
software packages for personal computers.
The Real World Problem
Siding demand, like other industrial goods,
is a derived demand. Because siding is a com-
ponent material for residential homes, demand
is derived from the demand for housing and
remodeling. Siding comprises only a small
component of the final product; home buyers
purchase a home, not pieces of cedar siding,
hardboard, bricks, or vinyl.
 PERCEPTUAL MAPPING: A TOOL FOR INDUSTRIAL MARKETING: A CASE STUDY
Siding is most often purchased by the builder
or contractor. Rarely does the final consumer
(the home buyer) purchase siding and only
slightly more often do they specify which siding
product to use. Since most decisions are in the
hands of the builder or contractor, a company
that wants to develop a customer orientation to
the siding market must understand the percep-
tions and attitudes of the residential
builder/contractor. This type of information was
gathered for the study (see Appendix for details)
and the data used to develop perceptual maps.
Overview of Wood-Based Siding
Residential siding has been and continues to
be an important product for the forest products
industry, in the form of hardboard, plywood,
lumber, shakes, shingles and the newer prod-
ucts such as oriented strandboard. Wood-based
siding manufacturers, especially producers of
plywood and hardboard panels, are typically
large-scale, mature producers of commodity
products and have traditionally relied on a
production-oriented marketing approach com-
bined with a widely accepted system of volun-
tary product standards, low degree of product
differentiation and an auction-like manner of
pricing.24 Most siding materials for use in the
residential market are sold through whole-
salers of building materials to construction
contractors, and price bargaining takes place
within these limits.29
Substitute products have been noted
as one of five competitive forces
that determine the ultimate
profit potential of an industry.
Wood-based siding products, along with brick,
historically held the lion's share of the residential
siding market. In 1986, for example, wood prod-
ucts accounted for 51 percent of the 4.7 billion
square feet of residential siding consumed. 18
However, recent technological advances in new
products have caused an erosion of the wood-
based products' market share.
Increase in Nonwood Substitute Siding
Products
The residential siding market is character-
ized by many substitute products and strong
competition. Competition for market share
among wood products is intense, but the
strong gains of aluminum in the 1970's and
then vinyl siding in the 1980's have raised the
ante in this market.
The projected slowing of growth or even
decline in this market26 coupled with advance-
ments in plastics technology has recently creat-
ed a rapid shifting of market shares and
increased competition. The Vinyl Siding
Institute calls its industry's dramatic growth
"one of the biggest success stories in the history
of the building products industry," 1 and one
study predicts that vinyl will increase its market
share from 13 percent in 1983 to more than 30
percent in the mid-1990's.26 Advertisements for
vinyl directly attack wood with copy such as
"doesn't flake or blister and never needs paint-
ing." Wood-based siding producers, particularly
hardboard manufacturers, are under increasing
competitive pressure. From 1984 to 1986, hard-
board lost a 1.4 percent share of the siding mar-
ket (22.9% to 21.5%) while vinyl gained 3.7
percent (15.1% to 18.8%). 23 Measured from
1983 to 1986, vinyl has gained an additional 5.8
percent of the residential siding market.
Perceptual Mapping
Perceptual mapping results in a geometric
comparison of how competing products are
perceived. It has been used to assist in the
development of product positioning strate-
gies and as a tool to generate new product
ideas. 8 - 23 Product positions are typically rep-
resented by a circle or dot placed on a two-
or t h r e e - d i m e n s i o n a l grid. The d i m e n -
sions/axis of the geometric grid represent
key attributes of the product. An example is
shown in Figure 1, where pain relievers are
positioned on attributes of gentleness and
effectiveness. A product's position on the
grid is determined by the amount of the key
attribute it possesses. In Figure 1, Tylenol is
the gentlest of the pain relievers. Empty
spaces on the grid can represent opportuni-
ties for new products that possess the correct
amount of attributes to be positioned in that
area. Clearly, in Figure 1 there is an opportu-
nity for a product that is gentle and effective.
The closer products are positioned to each
other, typically the more intense the compe-
57
 THE JOURNAL OF BUSINESS AND INDUSTRIAL MARKETING
tition, and the further apart, the less the
competition.
Perceptual mapping is a useful tool in pre-
dicting which products customers regard as
potential and actual substitutes and why.-4
Substitute products usually show up on a per-
ceptual map as being very close to each other.
Competition can be very intense on certain
attributes, such as price, if the products rate
similarly on the attribute.
Multiple Discriminant Analysis (MDA) was
used to generate the perceptual map in this
case study. This technique has been widely
used in consumer behavior research for this
purpose 8 , 14, 20 and to identify differences
among various marketing segments.19, 17, 27 In
58
the case study, customers gave their percep-
tions of eleven siding attributes and the dif-
ferences in these attributes among seven sid-
ing p r o d u c t s (Figure 2). MDA finds the
weighted combination of attributes which dis-
criminates most among products based on
customer perceptions.
For the perceptual map to be pragmatically
useful to management, perceptions must be
linked to behavior or intended behavior. This is
often accomplished by super-imposing onto the
model "ideal points," which represent the posi-
tion on the model that an "ideal" product would
occupy, should such a product exist.12 Ideal
points serve as a reference point, indicating how
much of an attribute is desired, since "more" of
 PERCEPTUAL MAPPING: A TOOL FOR INDUSTRIAL MARKETING: A CASE STUDY
any given attribute is not necessarily better.
In this case study, the product ratings for the
customer's preferred product were used as an
indirect measure of the ideal point. When mul-
tiple preferences were indicated, the average
rating for each attribute was used. The func-
tions derived in the discriminant analysis were
then used to fit the ideal points into the same
space as the products.12
Case Study Discussion
Figure 3A and 3B show two two-dimension-
al perceptual maps of siding products. On
Figure 3A, products are positioned vertically
on the attributes of Appearance/Status and
horizontally on Maintenance/Weathering. In
Figure 3B, the vertical and horizontal axes rep-
resent Application Economy and Dent
Resistance, respectively. The axes are scaled
from 0 in the center to +2 at the outer arrows.
Positioning of a product along an axis to the
right or up (positive direction) indicates that it
possesses more of the attributes represented by
the axis. For example, in Figure 3A brick has
slightly less Appearance/Status than cedar, but
has much more of the Maintenance/
Weathering attribute.
As was noted earlier, distance between two
products may be loosely interpreted as mea-
sures of perceived substitutability. Though the
eventual decision must necessarily be judg-
mental, the perceptual map facilitates that
judgment.4 Further, the closer a product is to
an ideal point(s), the larger its market share
should be.
Ideal points in Figure 3 are fine-tuned to
four home price categories and are represented
by the numerals 1 to 4 connected by lines. By
comparing the relative position of the siding
products to the ideal points, much information
about the competitive situation in the siding
market can be gained. Vinyl and aluminum in
Figure 3A are clearly substitutes and are close
to the ideal points. In Figure 3B, however, alu-
minum is clearly perceived as performing
poorly in Dent Resistance. Confirming this per-
ception, Figure 4 shows the market share of
59
 THE JOURNAL OF BUSINESS AND INDUSTRIAL MARKETING
vinyl increasing and aluminum decreasing.
Similarly, Figure 3A shows plywood and hard-
board to be substitutes while Figure 3B shows
plywood in an advantaged position compared
with hardboard on the Application/Economy
attribute. Again, Figure 4 confirms a decline in
hardboard share and an increase in the market
share of plywood.
Wood Composites*
Hardboard, plywood, vinyl, and aluminum
occupy the negative half of the Appearance/
Status dimension or axis (Figure 3A) and the
60
positive half of the Application/ Economy
dimension (Figure 3B). Builders feel these prod-
ucts are economical to apply but lack a status
image and thus are most competitive in the
lower home price ranges.
What is the competitive advantage of the
wood composite products? Plywood and hard-
board occupy the undesirable negative-negative
*Wood composites are wood-based siding materials made
by manufacturer's forming veneer, wood chips, flakes, or
fibers into the final shape of the siding product using
heat, pressure and glue.
 PERCEPTUAL MAPPING: A TOOL FOR INDUSTRIAL MARKETING: A CASE STUDY
position (lower left quadrant) in Figure 3A.
Vinyl and aluminum both occupy a position
much closer to the ideal points, and their mean
scores on both dimensions are higher. Vinyl's
score in the Appearance/Status dimension is
higher than that of hardboard and plywood.
The competitive strengths of the wood com-
posites appear to be Application/Economy and
Dent Resistance (Figure 3B). Hardboard's only
perceived advantage over aluminum is Dent
Resistance. The location of ideal points and
the data in Figure 4 indicate that this advan-
tage may be important. Plywood shares hard-
board's Dent Resistance advantage and is addi-
tionally perceived as being faster/easier to
apply. This differentiation appears minor but
is clearly evident in the market share data in
Figure 4. Customers placing a higher value on
Application/Economy should prefer plywood.
The relative clustering of vinyl, hardboard,
and plywood around the lower price ideal
points in Figure 3B indicates that these prod-
ucts lack strong differentiation in terms of
Application/Economy and Dent Resistance. In
considering the total model, the closeness of
vinyl, hardboard, and plywood indicates that
they are substitutes. Vinyl's position relative to
the ideal points is more favorable than that of
the wood composites (and aluminum) and thus
should be considered a serious threat to wood
composite's market share. While this is true of
both hardboard and plywood, vinyl's position
relative to hardboard, and hardboard's lack of
competitive advantage, should be particularly
alarming to hardboard producers.
Solid Wood
The solid wood sidings fell together into
their own niche (Figure 3A). Their competitive
61
 THE JOURNAL OF BUSINESS AND INDUSTRIAL MARKETING
strength (and only positive score) rests on the
most intangible dimension of the four:
beautiful appearance and a high-status image.
Cedar sidings rated the highest of all seven
products in this dimension. Consumers also
perceived the cedar sidings to be easier to
maintain and more weather-resistant than pine.
Brick, an important competitor for solid
wood sidings in the higher home price ranges,
is the lone occupant of the most desirable
quadrant (upper right) (Figure 3A). Brick is
perceived as having a beautiful appearance/
high-status image, yet being easy to maintain
and weather-resistant. Brick's disadvantage is
its low position on the Application/Economy
dimension (Figure 3B).
Solid wood sidings, particularly cedar,
appear to hold a niche for those seeking a high-
status, quality image over easy maintenance,
and they remain competitive against brick
because of brick's weak rating on
Application/Economy. Pine is not as free from
competitive forces as cedar. The ideal points
for the midprice homes are located between
pine, vinyl, and aluminum. Which product is
used is determined by which dimension the
customer places a higher value on.
Through marketing communica-
tions, a firm can make consumers
aware of an attribute that has previ-
ously not been considered salient or
may not even have existed.
While vinyl's position doesn't indicate
much of a threat to solid wood today, the com-
petitive situation is far from stable. As prod-
ucts are repositioned through product changes
or promotional campaigns, the threat of substi-
tution changes. Products repositioned toward
the upper right quadrant of Figure 3A should
enjoy increased competitive advantages and
increased market shares. By determining why
consumers perceive vinyl as low in Ap-
pearance/Status, vinyl manufacturers could
potentially alter its product and/or the percep-
tion of it through advertising to reposition
vinyl more positively on Appearance/Status.
This type of repositioning would increase
vinyl's threat to solid wood, particularly pine.
62
User/NonUser Variations
Product positions change not only in time,
but among market segments. The model pre-
sented in this case study is based on all
regions and types of builders, but a separate
model could be constructed for specific seg-
ments to facilitate market segmentation strate-
gies. Though separate models are beyond the
scope of this paper, variations in product
positions between users and nonusers of each
product are explored to show an enhance-
ment in the interpretation and usefulness of
perceptual mapping.
One positioning strategy is
to increase the salience of a
dimension on which the firm's
product rates well.
For each product, respondents were classi-
fied as users or nonusers and separate positions
on the perceptual map were calculated (Figure
5A and 5B) For each product, the "users" were
represented by the more favorable location
(upper right quadrant).
Considering the total model, the variation
between users and nonusers was relatively
small for plywood, brick, and solid wood sid-
ings. Solid wood variation was minute, so only
means are plotted in Figure 5B. The position of
these products is stable, and thus repositioning
could be difficult (i.e., more expensive).
Hardboard and vinyl, on the other hand,
have unstable positions. Wide discrepancies
between users and nonusers exist in both the
Maintenance/Weathering and Appearance/
Status dimensions, though the difference was
not enough to remove hardboard from the
undesirable quadrant (Figure 3A). While
vinyl users and nonusers agreed in terms of
vinyl's superior Maintenance/Weathering
characteristics, there were strong discrepan-
cies in both the Appearance/Status and Dent
Resistance dimensions. Users placed vinyl
alongside the wood composites in Figure 5B
and almost into the desirable quadrant in
Figure 5A. Aluminum also showed a wide
discrepancy in the Appearance/Status dimen-
sion, though its negative Dent Resistance
image remained the same.
 PERCEPTUAL MAPPING: A TOOL FOR INDUSTRIAL MARKETING: A CASE STUDY
These discrepancies between users and
nonusers indicate that misconceptions may
exist in these dimensions. Manufacturers
attempting to expand their customer base
could develop marketing strategies aimed at
correcting these imbalances. If user positions
represent potential positions, vinyl's potential
should cause concern for manufacturers of all
wood sidings, particularly wood composites.
Managerial Implications and
Recommendations
To this point, the model has been used as a
diagnostic tool rather than a strategic one.
After the competitive positions of siding prod-
ucts are diagnosed, perceptual maps can be
used to guide new product and promotional
strategies. While discussion of all possible
repositioning strategies for each product is not
possible, general guidelines can be suggested.
Manufacturers of siding products have several
strategies available.22
Perceptual mapping results in a
geometric comparison of how
competing products are perceived.
One positioning strategy is to increase the
salience of a dimension on which the firm's
product rates well. This strategy attempts to
reposition ideal points instead of products. For
the wood composite products, this strategy
would reposition the ideal points for the
Application/Economy dimension further from
the center. The message could emphasize the
"time is money" theme.
Another strategy is to change the perception
of a product on an attribute in order to reposi-
tion the product itself. The objective is to pro-
vide a better "fit" between the ideal point and
the product. While marketers should never
attempt this strategy if the product does not
possess an adequate quantity of the attribute in
question, the strategy is ideal when miscon-
63
 THE JOURNAL OF BUSINESS AND INDUSTRIAL MARKETING
ceptions about the product exist, as is explored
in Figure 5A and 5B. If the product lacks the
attribute, repositioning through new product
development might be possible. Wood-grained
patterns on vinyl to enhance appearance and
alterations designed to increase application
speed are past examples of this strategy.
A third strategy is to alter the perceptions
of competing products, boosting the position
of the firm's product while pointing out the
fallibility of competitive claims. This tech-
nique must be used carefully, since the cam-
paign may boomerang by giving s u p p o r t to
competitive products.
A final strategy is to add characteristics to
those considered in the model. Through mar-
keting communications, a firm can make con-
sumers aware of an attribute that has previ-
ously not been considered salient or may not
even have existed. T h i s type of strategy is
most often attempted when a product is at the
mature stages of its life cycle, and it is fre-
quently combined with actual product modifi-
cations. One example of this is 1/8-inch wood-
g r a i n - e m b o s s e d h a r d b o a r d s i d i n g w i t h an
insulating foam on the back. The additional
insulation is a new attribute.
Summary
The introduction of aluminum and especially
vinyl siding has eroded the market share of tra-
ditional wood-based siding products and dra-
matically increased competition in the siding
market. The wood products producers respond-
ed to the challenge using marketing tools such
as p e r c e p t u a l m a p p i n g a n d t e c h n o l o g i c a l
improvements. For example, plywood siding is
now available in lap siding to look more like
cedar (repositioned for Appearance/Status) and
with a weather-resistant overlay to reduce main-
t e n a n c e ( r e p o s i t i o n e d for M a i n t e n a n c e /
Weathering). Hardboard siding producers are
also fighting back with maintenance-free over-
lays and coatings guaranteed to go 15 years
before painting (repositioned for Maintenance/
Weathering) and with embossed wood grain
surfaces (repositioned for Appearance/Status).
Mature, old-line manufacturing industries
can fight back against strong substitute prod-
uct competition with a customer-oriented mar-
64
keting a p p r o a c h . In an e a s y - t o - u n d e r s t a n d
visual format, tools like perceptual mapping
can h e l p managers to u n d e r s t a n d h o w well
their products meet customer needs in com-
p a r i s o n w i t h c o m p e t i n g p r o d u c t s . Tech-
nological or service improvements can then be
i m p l e m e n t e d to r e p o s i t i o n a p r o d u c t to a
m o r e favorable p o s i t i o n (i.e., b e t t e r m e e t
customer needs), increasing the product's
competitiveness in the marketplace.
Appendix
Case Study Methodology
Data Collection
Data for the development of the perceptual
maps was obtained through a mail survey, the
m o s t efficient a n d cost-effective m e a n s of
securing data from a dispersed p o p u l a t i o n .
Determining which attributes to include on the
questionnaire is critical, for if evaluative fac-
tors important to the customer are overlooked,
the usefulness of the results will be severely
l i m i t e d . To m i n i m i z e t h i s l i m i t a t i o n ,
exploratory research was conducted prior to
questionnaire development. An open-ended
q u e s t i o n n a i r e was sent to 163 professional
b u i l d i n g contractors d u r i n g the s u m m e r of
1987, a n d the r e s u l t s were u s e d to n a r r o w
down the list of attributes to the 11 included
on the final questionnaire. To ensure that the
final questionnaire was effective and under-
standable, researchers pretested it by mailing it
to 114 randomly selected building contractors.
Pretest responses were used to improve the
final questionnaire.
Customer perceptions do not always
correspond to what manufacturers
believe about their own products.
The "customers" questioned for this study
consisted of professional building contractors
in every state, a d v e r t i s i n g in t h r e e y e l l o w
page categories: (l) Home Builders, (2) Repair
and Remodeling Contractors, and (3) Siding
Contractors. These categories represent the
major market segments for siding p r o d u c t s .
Contractors w e r e accessed t h r o u g h a stan-
 PERCEPTUAL MAPPING: A TOOL FOR INDUSTRIAL MARKETING: A CASE STUDY

d a r d i z e d m a i l i n g l i s t firm ( A m e r i c a n
Business Lists). Because yellow page-based
lists t e n d to be b i a s e d t o w a r d the s m a l l e r
firms, home builders listed in The Blue Book
of Major Homebuilders were included in the
sample frame.
A systematic r a n d o m sample was used to
select 2,700 firms from the yellow page list and
571 firms from The Blue Book. Sample sizes
were calculated to be sufficiently large to allow a
95 percent confidence interval with an absolute
error of 5 percent or less in overall survey results.
Equal sample sizes were obtained from each of
the three yellow page categories (900 each). This
systematic procedure ensured that geographic
regions appeared in the sample proportionately
to their occurrence in the same frame. The 3,271
questionnaires were mailed in the Fall of 1987. A
follow-up letter and randomly selected phone
follow-ups were used.
Responses
A total of 412 usable questionnaires were
returned. In addition, 441 were returned as
undeliverable, a function of the high turnover
in the construction industry, and 25 returned
questionnaires were unusable. A good cross-
section of respondents was obtained in terms
of builder type and region.
Because late respondents tend to be more
like nonrespondents, researchers studied non-
r e s p o n s e bias by c o m p a r i n g the i m m e d i a t e
responses (first 70) to those w h o r e s p o n d e d
after the follow-ups (last 70). The chi-square
test of i n d e p e n d e n c e showed no significant
differences (at the .05 level) in terms of four
demographic characteristics: Type of Builder,
R e v e n u e , G e o g r a p h i c Region, and Average
Home Price. In light of no differences between
early and late respondents on these key vari-
ables, concerns over potential n o n r e s p o n s e
bias were set aside.

End Notes
1. Ampolsk, W. K. 1985, "Vinyl Siding: How to Sell It," Hardware Age, March 1985, pp. 61-64.
2. B e n n i o n , M. L., Jr., " S e g m e n t a t i o n and P o s i t i o n i n g in a Basic I n d u s t r y , " Industrial
Marketing Management, 16 (February 1987), 9-18.
3. Bingham, C. W., "Market Trends from a Producer's Prospective," Forest Products Journal, 36
(October 1986), 11-13.
4. Day, G. S., A. D. Shocker, a n d R. K. Srivastava, " C u s t o m e r - O r i e n t e d A p p r o a c h e s to
Identifying Product-Markets," Journal of Marketing, 43 no. 4, (1979), 8-19.
5. Dickson, J., "Use of Semantic Differentials in Developing Product Marketing Strategies,"
Forest Products Journal,, 24, no. 6, (1974), 12-16.
6. Dillon, W. R., T. Domazal, and T. J. Madden, "Evaluating Alternative Product Positioning
Strategies," Journal of Advertising Research, August/September 1986, pp. 29-35.
7. Doyle, P., and J. Saunders, "Market Segmentation and Positioning in Specialized Industrial
Markets," Journal of Marketing, 49 (Spring 1985), 24-32.
8. Gavish, B., D. Horsky, and K. Srikanth, "An Approach to the Optimal Positioning of a New
Product," Management Science, 29, no. 11) (1983), 1277-1297.
9. Hall, W. K., "Survival Strategies in a Hostile Environment," Harvard Business Review, 58
(September 1980), 75-85.
10. Hauser, J. R., and F. S. Koppelman, "Alternative Perceptual Mapping Techniques: Relative
Accuracy and Usefulness," Journal of Marketing Research, 16 (November 1979), 494-506.

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 THE JOURNAL OF BUSINESS AND INDUSTRIAL MARKETING

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