A new, multi‐item scale for operationalizing Miles and Snow's (1978) strategic typology— defenders, prospectors, analyzers, and reactors—is proposed and field‐tested in this paper. Relatively pure strategic types, identified as those organizations classified similarly using both the newly developed, multi‐item scale and the traditionally employed paragraph approach, are used to analyze the relationship between strategic types, distinctive marketing competencies, and organizational performance. Results of analysis suggest that while the marketing competencies of prospector organizations are superior to those of analyzer, defender, and reactor organizations, all three stable archetypes perform equally well in terms of profitability and outperform reactors. The newly developed strategic types scale performs well and appears to possess significant managerial and research potential. It is theoretically anchored, easily administered, and possesses diagnostic value to both strategists and their organizations.

<span>This study examined the entrepreneurial orientation (EO) of 599 independent businesspeople and compared those with high, medium and low EO along a series of distinctive marketing competency and organizational performance measures. EO is measured using a new multi-item scale that is based on an integrative definition of entrepreneurship. Results indicate that EO is positively and significantly related to distinctive marketing competencies and organizational performance. Demographic profiles of the high, medium and low EO groups are also developed and provide additional insights.</span>

This article reports results of a study undertaken with 107 of the marketing discipline™s most well-regarded educators. Asked to both reflect on the changes they had made over the past 10 years in their teaching and to identify the challenges that await in the new millennium, these faculty provide an insightful picture of the evolving marketing education landscape. Study results indicate that faculty are working harder to develop discussion-oriented class cultures, making increased use of emerging technologies, and placing a greater emphasis on helping students strengthen their communication and decision-making skills than 10 years ago. Asked to identify challenges they see as the year 2000 approaches, respondents noted that the marketing discipline must increase its relevancy and value to students and their prospective employers. Also, marketing educators need to stay in front of technological change and take a true leadership role in helping students develop business skills necessary for success.

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