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Products
Classifying
Strategically
This article proposes an integrated product classification scheme. It is argued that, in view of the 1985
definition of marketing, one classification for all products-goods,
sufficient. This
services, and ideas-is
classification adds "preference" products to the conventional convenience, shopping, and specialty categories. These categories are defined in terms of the effort and risk dimensions of price-as
perceived
by both organizational and ultimate consumers.
There are four major differences between this definition and the previous AMA definition developed in
1960. First, this definition stresses, via planning and
executing, the strategic nature of marketing. Second,
it identifies products as goods, services, and ideas.
Third, the definition takes a broadened view (Kotler
and Levy 1969), i.e., by not limiting marketing to
business activities. Fourth, it recognizes the central
role of exchanges that provide satisfaction for both
parties (Bagozzi 1974, 1975, 1978; Kotler 1972a).
Marketing, therefore, involves exchanges of products (for payment) that result in mutual satisfaction of
the differing objectives of the seller and buyer. Mar-
of
of Marketing,
Professor
E.Murphy
is anAssociate
Patrick
University
of Southof Marketing,
NotreDame.BenM.Enisis Professor
University
G.Dunn,Michael
wouldliketo thankMark
Theauthors
ernCalifornia.
KentB.
P. Mokwa,
Michael
GeneR.Laczniak,
J. Etzel,GaryL.Frazier,
on
fortheirhelpfulcomments
JMreviewers
andanonymous
Monroe,
draftsof thisarticle.
earlier
keting strategy, then, is the set of organizational activities that (1) determines the benefits which will satisfy
the consumer in a given situation and (2) offers the
product which provides those benefits. The exchange
must be mutually beneficial: benefits expected must
be equal to or greater than the price paid by the consumer, and vice versa for the marketer. Products can
be seen as a bundle of benefits and costs-two sides
of the same exchange transaction.
The purpose of this article is to present the marketing discipline with a unified product taxonomy. That
is, the article contains an argument for a single classification which covers services and ideas in addition
to tangible goods. Based on the new definition of
marketing, this taxonomy offers strategic guidelines
for managers and researchers by relating products to
prices paid by consumers. Price is expanded here to
include nonmonetary as well as monetary elements
(Berry 1979; Guiltinan 1976; Jacoby, Szybillo, and
Bering 1976; Peter and Tarpey 1975).
The article is organized into four parts. First, the
classification is outlined. Then the rationale for the
classification is explained via a literature review and
synthesis in the two areas that constitute an exchange:
product taxonomies and price dimensions. We conclude with managerial and academic research implications.
24 / Journalof Marketing,
July1986
Journal of Marketing
Vol. 50 (July 1986), 24-42.
FIGURE1
A Strategic Classification of Products
Risk
Effort
Low
>
broadened
scope
of marketing
Products
/ 25
Strategically
Classifying
ping goods, however, and are often the subject of intense buyer/seller negotiation,particularlyover price.
Convenience services may encompass taxi or mass
transitfor end consumers and garbage pickup for organizationalconsumers. Convenience ideas would be
antilittercampaignsor police/security protection.
Preference Products
The second category shown in Figure 1 is termed
preference products (Holbrook and Howard 1977).
These products are slightly higher on the effort dimension and much higher on risk. In fact, the distinctionbetween convenience and preferenceproducts
is primarilyone of buyer perceived risk. The reason
that the consumer perceives this higher level of risk
is often throughthe efforts of the marketer,particularly brandingand advertising.Some companies have
been successful in convincing consumers that their
brandsof low priced productsconvey greaterbenefits
(e.g., Bayer aspirin)than competing ones.
The most prominentexamples of preferenceproducts are in the consumerpackagegoods industry(e.g.,
beer, soft drinks, toothpaste, etc.). Consumers may
"prefer"the taste and image of Diet Coke, based on
advertisingappealsor brandpreference.However, they
are likely to substitute Diet Pepsi or perhaps a low
calorie brandof iced tea or even beer if the monetary
or time effort is too large.
Industrial preference goods would be business
magazines(some executivespreferBusiness Weekover
Fortune) or particularbrandsof typewriterribbonsor
work gloves. Such things as television networks/programs, hair styling, and appliancerepairalso fall into
this category, where consumers have preferences for
specific providers but are willing to make substitutions, if necessary. In the industrialfield, travel provides the best services examples of preference products: airlines, hotels, and rental cars are preference
productsfor most buyers. Preferenceideas might be
patronizingthe arts for consumers and the choice of
a computerizeddata base used by business firms.
More corporationsappearto be developing a conscious strategyof moving their productsinto the preference category. Clorox (bleach, Kingsfordcharcoal,
and salad dressings) and Hyponex (lawn and garden
care) corporationshave taken a numberof presumed
convenienceproductsand differentiatedthem, thereby
moving them into the preferencegroup. The following statementsreflect their strategy:
Take a relatively low priced commodity product and,
by deft packaging and marketing, sell it at a premium
price under well-advertised brand names ("Clorox"
1984, p. 113).
We're changing from a commodity to a consumer
packaged-goods company by stressing branding,
packaging, distribution capability through inventory
control and customer service ("Firm Adopts" 1985,
p. 12).
Shopping Products
Copeland's(1923) original conceptualization(see full
description in Table 1) clearly explains shopping
products. The name implies much about the characteristicsof these products.Buyers are willing to spend
a significantamountof time and money in searching
for and evaluatingthese products. Increasedlevels of
risk are also perceived by consumers for these high
involvementproducts.
Examples of shopping goods are automobiles,
TABLE1
to
Classifying Products
Approaches
Authorand
Year
Goods
Copeland1923
Classification
Dimensions
Conveniencegoods are those cus- Traveleffort, brandcomparison eftomarilypurchasedat easily acces- fort, degree of brand insistence
sible stores; examples are canned
soup, tobacco products,electric
light bulbs, safety razorblades,
Generalizability
Buyer or
Benefit
Seller
Orientationa Useb Sector' Typed Bundle'
Buyer
of Marketing,
26 / Journal
July1986
no
TABLE1 (continued)
Approachesto ClassifyingProducts
Author and
Year
Classification
Dimensions
Generalizability
Buyer or
Benefit
Seller
Orientation' Useb Sectorc Typed Bundle"
no
Buyer
no
Convenience, shopping
Buyer
no
Specialty
Luck 1959
Buyer
no
Aspinwall 1961
Buyer
no
Bucklin 1963
Buyer
no
Dommermuth
1965
Buyer
no
Miracle 1965
Buyer
no
Kaish 1967
Buyer
no
Mayer, Mason,
and Gee 1971
Convenience store-convenience
goods, convenience store-shopping
goods, convenience store-specialty
goods, shopping store-shopping
goods, specialty store-specialty
goods
Goods entering product completely
-raw materials-farm and natural
products
-manufactured materials and parts
Buyer
no
How they enter the production process, cost structure of the producers
Seller
G,S
no
Copeland 1924
Bourne 1956
Holton 1958
Kotler 1972b
Products
/ 27
Strategically
Classifying
TABLE1 (continued)
Author and
Year
Classification
Dimensions
Buyer or
Generalizability
Benefit
Seller
Orientationa Useb Sectorc Typed Bundlee
no
Buyer
no
Buyer
no
Seller
G,S
no
Holbrook and
Howard 1977
Buyer
no
Product is "total bundle of benefits" as seen by the buyer, marketer's strategy matches marketing
mix decisions to buyer's perception
of desired benefits
Buyer
G,S
yes
People-things, tangibility
Formal-informal, continuous-discrete delivery
High-low
Wide-narrow fluctuations, constraints on supply
Multiple-single site, interaction
Seller
no
Tangibility, profit-nonprofit
Buyer
P,N
G,S,I
no
Buyer
G,S,I
no
Raymond and
Assael 1974
Number of rewards product provides, our knowledge of how to deliver these rewards
Psychophysical
Services
Lovelock 1983f
Ideas
Fine 1981b
Lovelock and
Weinberg 1984
aMeasures whether the product classification focuses on buyer needs (buyer orientation) or product characteristics (seller orientation).
bThe use of the classification refers to whether consumer (C), industrial (I) or both (B) applications of the product are emphasized.
CPertainsto whether the product is offered by profit (P) or nonprofit (N) organizations.
dGoods (G), services (S) or ideas (I).
eRecognizes that buyers purchase a bundle of benefits in the selection of a product.
fFor a summary of previous services classification typologies, see Lovelock (1983, p.11).
clothing, and furniturefor end consumers, and equipment and componentsparts for industrialusers. Consumerservices thatcould be classified in the shopping
category are insurance, medical and dental care, and
28 / Journalof Marketing,
July1986
Specialty Products
As the arrowheadin Figure 1 shows, marketingmanagerscan attemptto move their shoppingproductsinto
the specialtycategory.This means that consumerswill
no longer "shop"for alternativesbut accept only one
brand.For example, Maytag, the Boston Celtics, and
StanfordUniversity are organizations whose brands
now seem to be specialty productsfor many buyers.
Those productsthat are defined to be highest on
both the risk and effort dimensions of Figure 1 are
called specialty products. The major distinction between shoppingand specialty productsis on the basis
of effort,not risk. The monetarypriceis usuallyhigher,
as is the time. Comments such as, [I would] "search
high and low," "wait for weeks," and "not settle for
anythingless" are good indicatorsof the time effort
that distinguishesspecialty products. At the limit, the
buyer will accept no substitutes.
Examples of specialty goods include vintage importedwines, expensive sports cars, and paintingsby
well-known artists. Specialty services for consumers
mightbe those offered by the noted heartsurgeon, Dr.
Peter De Vries, or the best trial attorneyin any community. A specialty idea would be to join a select donor club for a charity or museum. In the industrial
productsector, installations(buildings)would be specialty productsbecause their location, cost, and furnishings require great organizationaleffort and risk.
A consultantlike McKinsey Company would be an
illustrationof a specialtyservice for organizations,and
the type of basic research supportedby the firm is a
specialty idea.
Reachingthe specialty productcategory is a major
objective of many marketingmanagers. Therefore, it
appearsat the end of the marketingstrategyarrow in
Figure 1. This position is often difficult if not impossible to reach. Few specialty productsretain their
status over time.
Value of Proposed Classification
The value of this refinement to the commonly acceptedclassificationof productsis its universalityand
integration.It can account for goods, services, and
ideas products. The industrialand consumer dichotomy that is sometimes overemphasizedin marketing
(cf. Fern and Brown 1984) is also minimized using
this typology. Further,nonprofitproductscan be classified, since marketingin this sector is not "uniquely
different"from business firms (Lovelock and Weinberg 1984, p. 31). Most importantly,it anchorsmarketing strategyin the buyer's evaluation of the price
of the exchange.
The fact that this is a general classification of
productsneeds to be recognized. Exceptions do exist.
For instance, a millionairemay not perceive that certainproductsare specialtybecause of his/her financial
describethis situationand gave TV dinnersand readyto-heat pies as examples. Holbrook and Howard argued that:
It appearsthat an increasinglylarge numberof consumernondurablesare falling into this categoryand
that a great deal of advertisingeffort is invested in
attemptingto move a good fromone side of this preferencedistinctionto another(p. 214).
Products
/ 29
Strategically
Classifying
Classifying Services
The greatestadvancestowardclassifyingservices have
been made by Lovelock (1979, 1980, 1983, 1984).
His first articleproposedthe approachtakenhere, and
by AMA, of categorizingproductsas physical goods,
services,and social behaviors(ideas). He used a threedimensional framework to classify these offerings
(Lovelock's alternativeto the termproduct) according
to marketer(business, government, or nonprofit sector) or consumer (individual and household or organizational) characteristics.The 1980 article detailed
12 approachesto classifyingservicesdividedinto three
groups-basic demand characteristics, service content and benefit, and service delivery procedures.
Lovelock (1983) refined his 1980 conceptualizations and proposedclassifying services in five different ways (see Table 1). His stated purpose in developing this taxonomy was "helping managers in service businesses do a better job of developing and
marketingtheir products"(p. 19). A final classification scheme (Lovelock 1984) dealt with understanding the characteristicsof the services product, that is,
the extent to which equipment/facility-basedvs. people-based attributesform the product.
Since the bulk of other conceptual development
in services marketing (Berry 1980; Shostack 1977;
Zeithaml, Parasuraman,and Berry 1985) has been
concentratedin the last several years, the services
classificationliteratureis not as well developed. However, considerablerecent energy has been expended
in gaining a better understandingof classifying service products(Ahtola 1985; Gilly and Dean 1985; Silpakit and Fisk 1985). With one exception (Davis,
Guiltinan,and Jones, 1979), the tendencyhas been to
create new conceptualclasses for services.
In fact, almost no work has attemptedto classify
industrial services. The texts in the field lump all
business services into one category (Haas 1986; Hill,
Alexander, and Cross 1975; Hutt and Speh 1985).
Kotler (1972b, see Table 1) did differentiateamong
services but listed them under goods.
Classifying Ideas
Of the three types of products, ideas have received
the least attention from a classification standpoint.
Fine's book (1981b) is the only one devoted entirely
to the marketingof ideas. He proposeda "broadened"
typology of productsusing tangibility(good, service,
idea, and issue or cause) and profit/nonprofitas the
dimensions(pp. 28-29). In Fine's view, causes or issues are differentfrom and more intangiblethan ideas.
For example, family planning is an idea, while populationcontrol is a cause.
Lovelock and Weinberg (1984) classify social behaviors, "the end product of organizationsthat pro-
EvaluatingEarlierClassificationApproaches
The goods, services, and ideas classification schema
shown in Table 1 all meet some of the criteriaset out
at the beginning of this section. For example, consumer goods classification approachesare buyer oriented and partially generalizable. However, they do
not recognize the benefit bundle criterion. Industrial
goods and Lovelock's services classificationsare seller
orientedand also only somewhat generalizable. Past
ideas classifications tended to concentrate primarily
on nonprofitconsumers, while ideas are increasingly
being marketedby both for-profitand nonprofitmarketers.
The productclassificationsystem proposedhere is
superiorto those above for four reasons. First, and
perhapsmost important,it is buyer oriented. Second,
it is generalizableacross all users, sectors, and product types. Third, the new classificationrecognizes the
centralrole of the benefit/cost bundle. Finally, it has
the advantageof using familiarterminology, building
on the work of Copelandand of Holbrook and Howard. Products can be classified in many ways. The
most useful classification for developing marketing
strategyfocuses on benefits demandedby buyers.
A key to the new taxonomy is explicit recognition
that its categories are defined by the buyer's evaluation of the price to be surrenderedin orderto consume
a given product. As the following section demonstrates, price is conceptualizedin two dimensions.
Dimensions of Price
The literaturereviewed above on classifying products
uses a numberof dimensions. Among the most prevalent is effort, usually interpretedas being shopping
effort. Holbrook and Howard (1977) introducedthe
importanceof risk in theirclassificationtypology (Table 1). In addition, Lovelock (1980) identified both
time and risk as elements in his classification of services.
30 / Journalof Marketing,
July1986
Dimensions
TABLE 2
and Definitions of Price
Dimensions
Effort
Financial
cash
credit
countertrade
Time
travel
shopping
waiting
performance
Monetary:
Nonmonetary:
Risk
Financial
personal
organizational
Consequences
social
psychological
physical
functional
Definitions
Effort
Financial price
cash
credit
countertrade
Travel timea
Shopping timeb
Waiting timec
Performance timed
Monitoring timed
Risk
Financial riske
Psychological riske
Physical riske
Functional riske
Social riske
"Cherlow
(1981)
bBerry(1979)
'Jacoby,Szybillo,and Berning(1976)
dFox (1980)
eJacobyand Kaplan(1972)
ProductsStrategically
/ 31
Classifying
TABLE3
Importance of Time and Risk Prices
(a)
Time Prices
Time is both an antecedent to and a consequence of purchase. Consumers not only spend time and money to acquire
products and services but also often use time as a substitute for money and vice versa (Jacoby, Szybillo, and Berning
1976, p. 320).
Consumption requires an expenditure of both money and time (Berry 1979, p. 65).
Time, unlike money, vanishes automatically, involuntarily, constantly, sequentially, and irreversibly. It cannot be
stockpiled and is generally pooled through precise and intricate timing, often requiring direct personal cooperation
. . .one can never stop the clock, turn it back, or change its pace. Finally, an hour in the morning may have to be
used completely differently from an hour in the afternoon (Felson 1979, pp. 40-41).
Consumer behavior has been enriched in the 1970s by a significant conceptual advance. It is now recognized that
consumers seek satisfactions through spending both money and time resources. Similarly, goods and services are
seen as having time and money prices (Voss and Blackwell 1979, p. 297).
(b)
Risk Prices
When it comes to the purchase of large ticket items, the perception of risk can become traumatic (Bauer 1960,
p. 290).
These findings suggest that perceived risk is a product-specific phenomenon, and that the content and composition
of perceived risk can best be understood in terms of the specific product category involved (Cunningham 1967,
p. 108).
The products are ordered in terms of mean overall perceived risk value. The ranking tends to be consistent with
what would be expected if the products were ordered simply by price alone .... It would seem that similar types
of products have similar risk component hierarchies (Jacoby and Kaplan 1972, p. 384).
32 / Journalof Marketing,
July1986
ProductsStrategically
/ 33
Classifying
34 / Journalof Marketing,
July1986
ManagerialImplications
One purpose of any product classification scheme is
to guide managerial decision making. A comprehensive and consistent marketing strategy should be based
upon product characteristics as perceived by buyers.
The product classification suggested here provides a
managerial road map for strategy development: buyers' perceptions, marketers' objectives and basic strategy, and specific strategies for each element of the
marketing mix. Table 4 outlines the discussion of each
of these managerial implications.
Buyers' Perceptions
A buyer views a given product as a "bundle of satisfactions" to be obtained in return for certain price
TABLE 4
of
Classifying Products Strategically
Implications
Managerial
Product Cateqory
Sthopping
Preference
Convenience
focus
Managerial
effc
low effort, medium
ort, medium
high
Buyer's perception of low effort, low risk
risk
risk
price
limited (modified
routine (straight
impulse or habit
Buyer behavior
rebuy)
(auto reorder)
rebuy)
source or store
brand loyalty
Marketer'sobjective move to pref. or
loyalty
shop., or dominate
via low cost
Marketer'sbasic
high volume or high
high volume, brand
high volume, cost
minimization, or
margin, segmentation
identity,
strategy
differentiation
move product
standard grades and standard grades and standard base, many
Product strategy
options, much R&D,
quantities, quality
quantities, quality
warranties
control, some R&D
control, innovations
copied quickly
bundled or
market
market
Price strategy
negotiated
monetary
accommodate time,
minimize time,
minimize time and
nonmonetary
warrant risk
warrant risk
risk
saturation distribution intensive distribution selective distribution
Place strategy
Promotion strategy
point-of purchase,
some sales
promotion
mass advertising,
personal selling,
some advertising
sales promotion,
some personal selling
Specialty
high effort, high risk
extensive (new task)
absolute (source and
brand) loyalty
high margin, limited
volume, market
"niche"
custom design, much
R&D,warranties,
personalized service
negotiated
pamper for time and
risk
exclusive distribution
publicity, personal
selling, testimony
ProductsStrategically
/ 35
Classifying
Totes umbrellas,Mortonsalt, Duracellbatteries, Yellow taxis, 3M abrasives, and, most recently, the
brandingof tomatoes and other produce using biotechnology (Ecklund 1985; Hall 1985) represent illustrationsof this strategy.
The alternativeobjective is marketdominancevia
low cost (Porter1980, 1985). This objective generally
downplays the importanceof marketingstrategy relativeto operationsstrategy,and, therefore,is less likely
to be favored by the marketingmanager.
The marketer'sobjective for preference products
is to develop buyer brandloyalty. The basic strategy
is brandidentificationof high volume, low cost standardizedproducts.The consumerwill express a preference for a given brand but will not expend much
effort to acquire that brand if it is not conveniently
available. For food, Chiquita, Sunkist, and Dole are
trying to develop retailer as well as consumer brand
loyalty.
For shopping products, the marketerstrives for
loyalty to source or store; that is, the buyer's perceived bundle encompasses more than simply the basic product.Loyalty can be based upon tangible and/
or intangibleproductcharacteristicsand any number
of other factors, e.g., upon a superior value-to-cost
ratio, better service, a location advantage, more advantageouspaymentterms, etc. In reality, source (or
store) loyalty is usually based upon a combinationof
factors. The basic strategy, therefore, can take many
forms, generally involving some form of marketsegmentation.For example, IBM offers many bundles of
hardwareconfigurations, software packages, and ancillary supportsystems to segments ranging from individualusers to the largest corporations.
One ideal for marketersis attainmentof specialty
status. Here, buyer loyalty is absolute; the marketer
in effect has monopoly, at least with respect to this
one consumer. If enough buyers perceive the product
as a specialty, the marketeris well on the way to
achieving his/her organization's overall goals. The
basic strategy is one of careful segmentation, or
"niching,"and pamperingbuyers in that niche.
Managers should consider stressing the risk dimension. In fact, the following quote emphasizes the
elite and risky natureof specialty products.
Hence,if the marketerhas a high price, he may wish
to emphasizethe riskinessof the productclass by
stressingimportanceand a small numberof acceptable brands,while at the same time promotingthe
qualityof his own brand(Bettman1973, p. 189).
36 / Journalof Marketing,
July1986
Operationalization
The dimensions of risk and effort need to be quantified so that researchersand managerscan better understandthem. The work of Jacobyand Kaplan(1972)
and Peter and Tarpey (1975) provides good measurement tools for the types of risk shown in Table 2.
Futureresearchshould expand to a broaderselection
ProductsStrategically
/ 37
Classifying
Relative Importance
The relative importanceof nonmonetaryand monetary aspects of these two dimensions of price needs
furtherstudy. Buyers implicitly make trade-offs between the dollar price and the types of risk they perceive and the time they expect to spend. To date, these
relationshipsare not well understood. For example,
do consumers expect to make time expendituresfor
shopping products commensuratewith the monetary
price they are willing to pay? Or do they look to familiarbrandsand outlets to minimize travel and shoppingtime while realizingthatthis meansmonetaryprice
is higher?
Withinthe types of time and risk shown in Table
2, what happensas one moves from a convenience to
a specialty product?Do all risks increase, or, as posited earlier,are social and psychologicalrisks the most
relevant for some preference products, while functional and physical risks are more pertinent at the
shoppingand specialty end? The relationshipsamong
the time prices also need more thoroughstudy. Waiting time would usually be high for specialty products,
but what about the other time prices? Does shopping
time decrease as waiting time increases?
Markets
One of the values of this taxonomy is that it seems
relevantfor consumer, industrial,and nonprofitproducts. This should be empiricallyverified by researchers studyingmarketingby these organizations.While
much researchhas been conducted on the consumer
marketregardingtime and risk issues, we know relatively little about the industrialmarketplace. What
risks are most importantfor industrialusers of pref-
erence products?In fact, is risk quantifiedby the purchasing agent or organizationalconsumer? How do
nonprofitconsumersquantifythe high time prices often
associated with these products?
Products
This productclassificationscheme appearsto have face
validity. More investigation of goods, services, and
ideas that possess the characteristicsassociated with
the four categoriesof productsis necessary.One study
(Guseman1981) foundthatconsumersperceivedhigher
levels of risk for services than goods. Whether this
relationshipholds for goods and services both in preference or any other category is not clear. Recent researchconductedfor an airline found that consumers
perceive relatively high levels of risk with airline
choice. Surprisingly, physical risk was perceived to
be lower than social and psychological risk (Jamieson
1985).
If services and ideas can be integratedusing this
well-known and accepted classification (with the addition of preference),researcherscan study buyer behaviorand productselectionprocessesthatcan be used
by marketersof these products.Large-scaleempirical
investigation,possibly jointly conductedby academia
and the business sector, would help to gain more insight into the generalizabilityof productconcepts.
Buyer Involvement Level
The type of productclassification system posed here
has potential value in integratingthe notion of consumerlearningand involvement level with marketing
strategy. Furthermore,the notion of product importance developed by Bloch and Richins (1983) seems
analogouswith involvement level. If the strategicrelationshipproposedin Figure 1 holds, implicationsrelate to the type of researchconductedon productsand
the strategiesthatcompanies may find useful. For example, certain organizations may want to actively
pursuethe low cost and commodity approach(Porter
1985) and keep their productsin the convenience or
shopping categories. On the other hand, firms may
want to consciously move up the strategy arrow by
attemptingto make their productseither preferenceor
specialty ones. Work by academics in studying strategic implications of marketing decision making is
needed.
Conclusion
Classificationschemes have contributedmuch to the
study and practice of marketing. This article offers
one unified productclassification notion. The classificationis buyeroriented,generalizableacrossall users
(consumer-industrial),sectors (profit-nonprofit),and
producttypes (goods, services, and ideas), and rec-
38 / Journalof Marketing,
July1986
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and Public Relations, Ann Arbor: Foundation for Research
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Products
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Strategically
Classifying
40 / Journal
of Marketing,
July1986
Products
/ 41
Strategically
Classifying
ADVERTISERS' INDEX
Burke Marketing Services, Inc .......................................................
The Ehrhart-Babic G roup .................................................................
N am elab Inc . ........................................................................
The Salinon Corp ......................................
......................
42 / Journal
of Marketing,
July1986
Back Cover
F-I
Page 12
nside Back Cover