The process of selling is an inherently complex phenomenon because it is ultimately dependent on solving problems in the context of personal human interactions (Leigh and McGraw, 1989; Weitz et al., 1986). As Weitz et al. (1986), p. 178) observed: “Salespeople, like other experts in problem solving situations, operate in an extremely complex domain”

This paper aims to show that the business group – i.e. the set of firms under common ownership and control – is the most appropriate unit to study the behavior and organization of firms and define their boundaries. Particular emphasis is given to notions such as unitary direction – i.e. the influence over strategic decisions – and administrative co-ordination which allow owners to exercise supervision and authority over the controlled companies

This paper aims to investigate the role of new value creation mechanisms in a company’s sales strategy. Using value creation and strategic marketing as theoretical approaches, the study explores the underpinnings of blue ocean strategy (BOS) and categorizes ways in which BOS is reflected in sales management activities. The link to performance and theinfluence of contextual oderation are also examined

What affects the scope of the firm is essential in the field of strategic management (Rumelt et al., 1994), and also appears to be critical for firm performance. Numerous researchers have approached this inquiry by investigating corporate diversification and its impact on firm performance (Kim et al., 1993; Singh et al., 2010; Wan and Hoskisson, 2003; Wiersema and Bowen, 2008)

This article aims to discuss the binary matrix of spatial association which is suggested by Moran, and proposes a new method of the definition of the w matrix to obtain a new space-time correlation coefficient considering the correlation of both time and space