Dr. Woodside picks up where other books on maxi-marketing leave off, to prove that the effectiveness of image and linkage advertising "can" be measured, and to show advertising professionals how to do it. Readable and in detail, with carefully culled examples that go beyond simple case studies, Dr. Woodside provides a 20-step process model of how low and high involvement advertising work, and shows how to use top-of-mind-awareness measures and benefit-to-brand retrieval to assess advertising impact. His book also covers the details of evaluating the effectiveness of competing advertising media and ways to do useful advertising-to-sales conversion studies, within budget and in a timely manner. Well illustrated with tables and figures, and drawing upon important practical and academic research, Dr. Woodside's book will be essential reading for advertising, marketing, and sales executives and their colleagues in the academic community.

Dr. Woodside leads off with his 20-step process model and review of the scientific and applied literature to show how advertising works. He answers the question of why top-of-mind awareness measures of advertising effectiveness are so valuable, and then uses detailed, numerical examples to illustrate the powerful tool of benefit-to-brand retrieval. He links profit-and-loss analysis to a linkage advertising monitoring program, then discusses the net profit impact of each advertisement in each medium. His report of a field study demonstrates that net profit is the big difference between image and linkage advertising. From there he moves to the long interview and its application to voice-of-the customer research, ways to value different customer segments, and how to monitor linkage advertising fulfillment strategies. Dr. Woodside's book will be an important contribution to our understanding of how advertising is done, and how it can be done better.

To understand international joint ventures (IJV) creation and management one has to know how cross-border firms actually decide to form and operate a new company jointly. One has to "be there," say volume editors Woodside and Pitts. One must understand IJVs in "real life" and particularly the interactions among people, their behaviors and decision-making over time. What are the key success factors? The micro-managerial details? Written by a team of international experts, Creating and Managing International Joint Ventures provides just that perspective, in a blend of theory and application seldom found in the literature. Executives with international development responsibilities and academics researching and teaching international business strategy, management, and marketing will find here a research-based source of information and knowledge that is both thought provoking and immediately applicable.

This book covers theory and practice of competency and incompetency training. 'Incompetency training' includes formal and informal instruction that consciously (purposively) or unconsciously imparts knowledge, attitudes, beliefs, and behavior (including procedures) that are useless, inaccurate, misleading, and/or will lower performance outcomes of the trainee versus no training or training using alternative training methods. This book offers an early workbench model of incompetency training theory which proposes that executives and associates in firms, academia, and government organizations consciously as well as unknowingly offer incompetency training in many contexts. The evidence so far has shown that increasing trainees' vigilance and ability to recognize exposure to incompetency-training may help trainees to decrease the effectiveness (impact) of exposures to incompetency training-advancing incompetency training theory and knowledge of incompetency training practice may be necessary conditions for remedying negative outcomes that follow from trainees receiving such training. The book uses a series of laboratory experiments to elicit on tools advocated in the literature as aids in increasing incompetency and/or competency, and provides a comprehensive review of the literature on (in)competency training.

Planning and implementing successful tourism programmes requires in depth predictions of tourist behaviour. However, the actions of tourists are not always based upon conscious thinking and decision-making and therefore more realistic and practical management strategies are needed. Tourism Management provides an in-depth coverage of sense making, planning, implementing, evaluating and administering tourism marketing and management programmes. Recent advances in tourism theory and research on causal history and ecological systems are used to discuss how leisure and tourism occurs. This book offers useful descriptions, tools, and examples of tourism management decision-making.

This book covers theory and practice of competency and incompetency training. 'Incompetency training' includes formal and informal instruction that consciously (purposively) or unconsciously imparts knowledge, attitudes, beliefs, and behavior (including procedures) that are useless, inaccurate, misleading, and/or will lower performance outcomes of the trainee versus no training or training using alternative training methods. This book offers an early workbench model of incompetency training theory which proposes that executives and associates in firms, academia, and government organizations consciously as well as unknowingly offer incompetency training in many contexts. The evidence so far has shown that increasing trainees' vigilance and ability to recognize exposure to incompetency-training may help trainees to decrease the effectiveness (impact) of exposures to incompetency training-advancing incompetency training theory and knowledge of incompetency training practice may be necessary conditions for remedying negative outcomes that follow from trainees receiving such training. The book uses a series of laboratory experiments to elicit on tools advocated in the literature as aids in increasing incompetency and/or competency, and provides a comprehensive review of the literature on (in)competency training.

Consumers' planned behavior is often very different to what is actually carried out. Consumer plans can relate to four behaviors: planned and done (deliberate strategies), planned and not done (unrealized strategies), unplanned and done (emergent strategies) and unplanned and not done (unused strategies). This book examines alternative theories and the empirical testing of how planning relates to doing. It considers tourist spending, length of stay, attractions, destinations, accommodation and activities and looks at how marketing strategies affect consumer plans.

Developed from a symposium held in Hawaii in August 1998, this book focuses on the diverse subject of consumer psychology as applied to the fields of tourism, hospitality and leisure. It provides a general review of current thinking and presents several new theories and methods of analysis. It consists of 20 chapters, divided into five parts, and is essential reading for researchers and practitioners dealing with consumers and their choices and perceptions. The examples included are international in nature and provide a well-balanced book. Authors contributing to the book are well-respected authorities from the UK, USA, Australia, New Zealand and continental Europe.