98 Journal of Marketing, July, 1970

foreigTi markets and how to implement company policyunder difFerent environmental conditions.

The authors apply this "global" approach in organiz-ing the book. It is divided into three parts. The firstpart deals with decisions to enter foreign markets andinformation requirements for such decisions; the secondcovers the development of a global marketing strategyin the functional areas of product, promotion, and dis-tribution channels; and the third is composed of articlesdescribing various aspects of marketing systems ofdifferent countries.

The articles in the first section range considerably indepth and scope. Based primarily on examination ofprevious experiences of U.S. companies abroad, theyindicate some of the pitfalls to be avoided and some ofthe keys to success in entering foreign markets. It ishowever, evident that we are still far from under-standing what are the crucial variables in predictingmarketing response in different environments and hencein assessing marketing opportunities overseas.

The second part is concerned with the developmentof the global marketing mix. Some notable gaps areapparent; for example, in relation to distributive prob-lems, personal selling, and the level and programmingof marketing effort. In particular the subsection onchannels is devoted to articles describing the institu-tional structure of marketing in certain countries, ratherthan dealing with problems in desigrning appropriatedistribution policies.

It is perhaps most difficult to justify the inclusion ofthe articles in the third section of the book. Whileawareness of, and sensitivity to, environmental factorsis essential to successful marketing on a global scale,most of the articles are limited to a description ofthese differences. Little attempt is made to indicate theimplications of such differences for marketing strategy,or to interpret and select the more pertinent facts forthe marketing manager.

In sum the book provides a survey of the currentstate of knowledge about marketing to foreign coun-tries. It emphasizes environmental factors, which pre-vious experience of U.S. companies suggests are ofconsiderable importance in developing global marketingstrategy. Although understanding of precisely how thesedifferences affect marketing response is not yet adequateto permit the development of normative principles forglobal marketing, the book shows that progress is beingmade toward a better understanding of these issues.

The book provides a valuable service to both practi-tioner and academician with its collection of attemptsto develop an improved understanding of global market-ing problems. It will no doubt find widespread use ininternational marketing management courses. In thiscontext it appears best suited as a supplement to tradi-tional texts, adding a broad environmental approachto international marketing problems.

SUSAN P. DOUGLASTemple University

SALES MANAGEMENT: DECISIONS, POLICIES AND CASESby 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 themarketing and selling of consumers' goods? Industrialproducts are sold many times during their progressfrom raw materials to finished goods. A wider varietyand higher order of salesman is required to sell theseproducts, and personal selling plays the major role intheir marketing. Why, in addition, do most of thesetextbooks almost completely ignore the marketing andselling of services?

Again, why must these textbooks be concerned almostentirely with the marketing and selling operations ofthe large corporation? There are many many more smallcompanies with marketing and sales problems whichare just as complex, if not more so. These small com-panies do not have the manpower and capital resourcesto 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 soundcoverage of the management of the selling force forthe large consumer goods manufacturer, though it failsin two areas in which many sales managers fail. (1) The

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 primeresponsibilities of the sales manager is to have exjjertscreate the selling aids needed by salesmen for makingtheir 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 subjectmatter too difficult for most college students to under-stand. If, on the other hand, readers of the book arevisualized as experienced sales managers, much of itsdoctrine will seem quite elementary and axiomatic.

The material of the book is well organized for thelatter group. The book is divided into four parts: "SalesManagement—the Setting," "Sales Force Management,""Information for Sales Management," and "Sales Man-agement and Marketing Decision Making." A largenumber of cases pertinent to each part of the bookis provided.

L. MERCER FRANCISCOUniversity of California, Berkeley

SALES FORCE MANAGEMENTby 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 recentknowledge from the behavioral sciences with currentpractice in the field. The authors acknowledge that therewill be changes in the future, but contend that these

changes can best serve those who have an understandingof current thinking. To give the student practice inapplying this thinking, each chapter is followed byseveral short cases.

Chapter headings clearly outline the areas that con-

Book Reviews 99

tinue to concern sales managers; for example, "Recruit-ing and Selecting Salesmen," "Sales Training," and"Compensating Salesmen." The subheadings list manyof the major problems within an area; also this out-lined format makes the book a handy reference as wellas a textbook.

While all chapters draw on material from the behav-ioral sciences, some chapters emphasize behavioral find-ings. In "The Communication Process" and "GroupInfluences and Personal Selling" many recent worksare quoted and integrated into the field of selling. Theprocess of appljing findings from other disciplines tosalesmanship is important both to maintain an interest-

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 forcomprehensive analysis. On the other hand, their num-ber and breadth of subject matter allows great flexibilityin their use. They are useful in that they allow thestudent to apply the lessons of the chapter in a realisticsetting.

I would recommend Sales Farce Management as agood classroom text, particularly for an undergraduatecourse.

ROBERT P. BRODYUniversity of Washington

MARKETING RESEARCH AND ANALYSIS, Fourth Editionby 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. ProfessorLyndon Brown, extended through the three precedingeditions 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 theemerging concept.

In seven sections the book guides one across aspectrum of concept and method but also touches someof the realities of marketing. The opening sectionfocuses on problem and scientific method. In the firstchapter General Mills and United Airlines supply in-stances of how a large corporation organizes the marketresearch function. Like the other chapters, it closeswith questions for review and discussion. Succeedingchapters deal with basic notions: What are typicalproblems for research in marketing? How does thescientific method relate to marketing? What is a clearway to analyze and define a marketing problem?

The second section centers around problem analysisand conceptual planning—model building, hypothesis-making, and data collecting.

The section on functional planning covers: How doesone plan a market research study? What is coding?How is a research proposal developed (including costestimates, budget estimates, master control form, andproject 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?

A section on data analysis defines and gives examplesof such concepts as error (Type I, Type II), decisiontheory, 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 organizedata, handle field work, relate findings to recommenda-tions, and coordinate a study report with managementgoals.

Black-and-white photographs and charts add to thebook's interest. One-page summaries of 25 researchapplications support the instructional effort.

The book ranks below articles in the Journal ofMarketing Research in sophistication and difficulty. Thistext will continue to fill a need in undergraduate courses.It has several strengths. It stands alone, most studentscan comprehend it; it is problem-centered; and it canaid a business generalist who stops short of graduatestudy.

The book lacks cases, short and long; it can be usedwith a case book. This text offers an elementary surveyof what to expect in starting to do research aboutmarketing problems. The careful reader can learn thevocabulary of research. Whether most readers will bemotivated and able to apply the words at once to solvemarketing problems in real life is, to this reviewer,debatable.

CHARLES E. SWANSONFresno State College

RESEARCH FOR PROFITby Paul W. Bachman

(New York: The Ronald Press Company. 1969. Pp. viii. 197. $10.00.)

Industry spends over $5 billion annually on researchand development to increase profits. The author ad-vances a belief that in no field of endeavor other thanresearch does industry so readily spend such an amountwithout determining the value of those expenditures.The focus of the book is upon the problem of evaluatingthe profitability of research. The selection of researchprojects and methods of conducting researeh are specifi-cally excluded by the author.

Several possible reasons for management's lack inanalyzing the profitability of research are presented andinclude neglect in not demanding information relatingto the profitability of researeh. Despite the various rea-

sons for lack of follow-up, the author insists thatmanagement has the responsibility for aggressivelyevaluating the profitability of research.

The author's emphasis can be determined, to somedegree, by the proportions of his book devoted to themain sections. The first two sections entitled "TheProblem" and "The Solution" constitute 35'"r of thebook's length, while the remaining 65'̂ f is devoted to"A Case History." These proportions appear to reflectthe 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