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By Paul W. Farris

Carrying on with advancements in strategic pondering, econometric tools, expertise and festival make it essential to revisit the beliefs and achievements of the revenue impression of promoting approach (PIMS) undertaking to discover unresolved matters and observe new power. This booklet assesses PIMS' contribution to analyze and perform. New methods of wondering, and dealing with, the tactic are provided, and the effectiveness of the unique undertaking is explored.

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Finally, if imitation is the best compliment, PIMS can point to ongoing attempts to duplicate the original approach and success. A select bibliography of PIMS-based research was compiled in October 2002 and is presented at the end of this volume. It contains 176 entries. Numerous academics have published research that is based on analysis of PIMS data, and it is not an exaggeration to say that the analyses and critiques that PIMS data made possible helped to launch several academic careers. ” We believe that PIMS was influential in motivating many of these efforts.

Farley in marketing at the same rates as the market leader. If market growth was slowing, the chances were slim that a follower could justify the investment to gain share, accumulate the production experience to lower cost, and therefore become generally competitive with the market leaders. Market share was widely regarded as a potentially good indicator of a business unit’s relative cost and market power (prices). Relative market share (usually compared to the largest competitor) was a refinement of the basic measure.

Of course, all methods also have disadvantages, which are discussed in some detail by Deshpand´e and Farley (2004). 26 Paul W. Farris with John U. 3 Conclusions Subjective performance measures of the type used in parts of the PIMS studies have had a high degree of reliability in the international research settings discussed here. They have some advantages in organizational research related to marketing, in that they measure at the appropriate point in the organization, as opposed to at the level of the total multiproduct, multimarket corporation.

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