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# Overview Bosonac Orthodontics faced a challenge as the technology-averse and highly conservative Orthodox Jewish community flocked into Lakewood, New Jersey, leaving their treatment chairs unoccupied. To maintain their position as the leading dento-facial provider in Ocean County, the practice needed to revamp its marketing strategies and make crucial decisions regarding target market selection. This case is ideal for undergraduate students in Principles of Marketing, Advertising, or Consumer Behavior courses. Sudents will apply their understanding of the 4Ps of marketing, target marketing, and segmentation to a real-world business scenario. Students will analyze demographic trends, explore the values and beliefs of a unique subculture, and develop innovative marketing strategies to effectively reach this secondary target market. They must also consider how to align marketing mediums and strategies with the chosen target audience. # Learning Outcomes 1. Analyze population trends, evaluate best practices in target marketing, and provide recommendations for market selection. 2. Assess the effectiveness of newspaper marketing and propose alternative strategies and improvements.

PurposeThis study focuses on the triadic multilevel psychic distance (MPD) between the firm, target market and bridge-maker and its consequences for firm internationalization. Specifically, it spotlights the triadic psychic distance between firms, the levels of psychic distance in the target market (country and business) and the bridge-maker. Therefore, this study examines the triadic MPD among these three entities and its impact on firm internationalization.Design/methodology/approachThis study uses qualitative and case study research approaches. It is based on 8 case companies and 24 internationalization cases. Secondary data were collected, and interviews with bridge-makers and industry experts were conducted.FindingsThe study found that MPD appeared in the triad. The MPD between firms and markets is related to country-specific differences and business difficulties. The MPD between the firm and the bridge-maker is based on the latter’s lack of knowledge vis-à-vis bridging the firm’s MPD. Finally, the MPD between bridge-makers and the market is based on the former’s lack of knowledge of the home country’s business difficulties.Originality/valueThis is the first study to develop and adopt a triadic multilevel psychic distance conceptualization that provides evidence for and sheds light on the triadic MPD and its effect on firm internationalization. This study identifies the reasons behind triadic MPD in connection to firm internationalization. Notably, firm internationalization is interdependent on the triadic MPD setting between the firm, bridge-maker and target market. It has theoretical value and contributes to the recent advancement in the understanding of MPD in international marketing literature.

PurposeThe aim of the proposed classification approach of potential market alternatives (CAPMA) is to provide exporting countries with a framework for identifying potential market opportunities for their products or services.Design/methodology/approachIn today's global market conditions, with competition increasing daily, companies, businesses and states must seek new markets at the national and international level. Target market selection is a strategic process that directly affects the success of an organization and can lead to important results in the short and long term. The process requires systematic research and digitization of data to analyse target markets.FindingsThe study tested the proposed approach by analysing Turkey's potential markets for hazelnut exports and identifying new target markets. A significant part of Turkey's hazelnut exporting is confined to the European geography of Turkey, the leading country in hazelnut production and export. Twenty potential markets were evaluated on the basis of 11 criteria, and feasible alternatives were categorized into four classes. The study revealed that the USA, India, the United Kingdom and Japan were in the category of markets with the greatest potential for increasing exports (Dimension 1).Originality/valueThis study has developed a novel approach that allows the comparison of the current market situation with potential market outcomes and creates an accurate classification of target markets.

Value chain–based approaches offer tremendous scope for market-based improvements in production, productivity, rural economy diversification, and household incomes, but are often covered by literature that is too conceptual or heavily focused on analysis. This has created a gap in the information available to planners, practitioners, and value chain participants. Furthermore, few references are available on how these approaches can be applied specifically to developing agriculture in Africa. 'Building Competitiveness in Africa's Agriculture: A Guide to Value Chain Concepts and Applications' describes practical implementation approaches and illustrates them with scores of real African agribusiness case studies. Using these examples, the 'Guide' presents a range of concepts, analytical tools, and methodologies centered on the value chain that can be used to design, implement, and evaluate agricultural and agribusiness development initiatives. It stresses principles of market focus, collaboration, information sharing, and innovation. The 'Guide' begins by examining core concepts and issues related to value chains. A brief literature review then focuses on five topics of particular relevance to African agricultural value chains. These topics address challenges faced by value chain participants and practitioners that resonate through the many cases described in the book. The core of the book presents methodological tools and approaches that blend important value chain concepts with the topics and with sound business principles. The tools and case studies have been selected for their usefulness in supporting market-driven, private-sector initiatives to improve value chains. The 'Guide' offers 13 implementation approaches, presented within the implementation cycle of a value chain program, followed by descriptions of actual cases. Roughly 60 percent of the examples are from Africa, while the rest come from Europe, Latin America, and Asia. The 'Guide' offers useful guidance to businesspeople, policy makers, representatives of farmer or trade organizations, and others who are engaged in agro-enterprise and agribusiness development. These readers will learn how to use value chain approaches in ways that can contribute to sound operational decisions, improved market linkage, and better results for enterprise and industry development.

The selection of the target market plays vital role in promoting the marketing strategies of companies. We presented is a method for target market selection. We introduce some novel similarity measures between intuitionistic fuzzy sets and the novel similarity measures between interval-valued intuitionistic fuzzy sets. They are constructed by combining exponential and other functions. Finally, we introduce a multi-criteria decision making model to select target market by using the novel similarity measure of interval intuitionistic fuzzy sets. First published online 21 June 2019

The MiFID II product governance regime requires financial institutions to identify a target market of investors for all products they design or offer to clients, and to sell those products, as a rule, within the target market only. Although the aim of the regime – reducing mis-selling – is commendable, it has been implemented in a less than perfect way. After briefly describing the MiFID II product governance rules, this contribution discusses four major shortcomings, which have a detrimental effect on investor protection and the level playing field between financial institutions. The author proposes small amendments, which not only deal with those shortcomings, but also alleviate the compliance burden for the sector and lessen the regime’s paternalistic edge. Product governance, target market, financial regulation, MiFID II, investor protection, conduct of business rules, product manufacturer, product distributor, PRIIPs Regulation, ESMA

Marketers strive to create cool brands, but the literature does not offer a blueprint for what “brand coolness” means or what features characterize cool brands. This research uses a mixed-methods approach to conceptualize brand coolness and identify a set of characteristics typically associated with cool brands. Focus groups, depth interviews, and an essay study indicate that cool brands are perceived to be extraordinary, aesthetically appealing, energetic, high status, rebellious, original, authentic, subcultural, iconic, and popular. In nine quantitative studies (surveys and experiments), the authors develop scale items to reliably measure the component characteristics of brand coolness; show that brand coolness influences important outcome variables, including consumers’ attitudes toward, satisfaction with, intentions to talk about, and willingness to pay for the brand; and demonstrate how cool brands change over time. At first, most brands become cool to a small niche, at which point they are perceived to be more subcultural, rebellious, authentic, and original. Over time, some cool brands become adopted by the masses, at which point they are perceived to be more popular and iconic.

Consumers are increasingly concerned about food quality. The “Same line Same standard Same quality” (Santong) program has been implemented to improve food quality in the Chinese domestic market. The Santong program means that exporters are encouraged to produce goods on the same production line, following the same standards and the same quality requirements for both the export target market and the domestic market. Using data collected from an online choice experiment on tomatoes, we examine Chinese consumer preferences and their willingness to pay (WTP) for the Santong claim, export target market quality and organic certification. Three types of export target market, indicating different technical regulations and standards, are considered. Our results show that consumers are willing to pay for the Santong quality claim and for export goods with a target market of “EU”. Furthermore, we also identify the substitution effects between the Santong claim and organic certification. The results of our study provide solutions for both Chinese exporters and the Chinese government to meet the need for a high level of food quality accompanied by domestic consumption upgrade, and achieve the transformation from export to domestic sales. Our results may also provide solutions for other emerging economies, where governments raise the level of food quality in domestic markets and support the domestic sales of exporters after the shock of the coronavirus (COVID-19) pandemic in 2019.

Purpose – The purpose of this paper is to analyse the effects of member size and external incentives (food safety certification and target market) on cooperative’s product quality, using data collected from 135 apple producing cooperatives in China. Design/methodology/approach – Given that different indicator variables were used to measure apple quality, the authors employed a principle component analysis method to reduce the measurement dimension. An ordinary least square regression was employed to analyse the effects of member size and selective incentives of agricultural cooperatives on product quality. Findings – The empirical results show that member size and cooperative’s product quality bear an inverse “U-shape” relationship, and food safety certification and target market variables tend to positively and significantly influence cooperative’s product quality. In particular, the cooperatives with more food safety certificates and targeting supermarkets and export enterprises are more likely to supply high-quality products. Originality/value – This study provides the first attempt to measure apple quality and investigate the factors that influence cooperative’s product quality.

The latest approaches to strategic management (Ferreira et al., 2016) tend to consider strategic alliances (as sources of knowledge) and intellectual capital (human, structural and relational capital) as the main sources for a sustainable competitive advantage. [...]several firms everywhere are starting to dynamically manage their knowledge and innovation (Ferreira et al., 2015). Absorptive capacity could enhance organizations’ capabilities to facilitate knowledge exchange processes, which can increase innovation performance (Patterson and Ambrosini, 2015) and competitive advantage (Zahra and George, 2002; Carayannis et al., 2016). [...]firms reporting products new to international markets exhibit search strategies combining ideas from internal sources with ideas from other firms.