Because the majority of the American population presently lives within family structures, this area is one of vital concern to marketers. The purpose of this article is to review the present state of research in family decision making and to provide suggestions for future research. © 1993 John Wiley & Sons, Inc.

One of the drivers of both strategy and success in the marketplace is the role of market intelligence. Samples a broad cross section of firms regarding their level of MI activity; MI data sources and MI accountability. Regarding MI activity and its value to consumer/competitive intelligence, two‐thirds of the companies indicated a dramatic increase in level of activity and nearly three‐fifths (54 per cent) said the impact of MI contributes heavily to tactical and strategic decision making. One third said activity was level, while none indicated a reduction. 44 per cent indicated MI contributed somewhat to decision making and only 2 per cent felt MI contributed little to strategy and success in the marketplace. Regarding MI data sources, customers, manufacturing, and R&D are the central source. Regarding MI accountability, about half held marketing accountable for MI.

Investigates the functional relationship between organizational learning and the new product development process. The two major learning styles studied included Duetero and Non‐Duetero. After surveying key employees involved in new product development from 212 diversified businesses, the results showed that businesses employing Duetero learning were more: knowledgeable about the factors that drive successful and failed products; inclined to establish business goals and employ balanced measures when benchmarking new product performance. All of which suggests that organizational learning does impact new product performance, and should be considered a critical component to the NPD process.

EXECUTIVE SUMMARYThis article provides information on the current state of industry practice in the areas of competitive intelligence and market intelligence, and-building on a process model the authors previously developed-discusses how to take a closedloop intelligence process model and evolve it into a living, breathing organization. A benchmarking study of 16 companies was conducted to determine how the market-intelligence function is structured in these enterprises. The study's purpose was to obtain information that can be used as input for organizing and staffing of a market-intelligence function. Implications of how to take a process model and change it into a workable, effective organization are discussed.

Based on a review of North American professional sports teams, this study provides insight on how teams are communicating commitment to sustainability principles and practices on their Web sites. Web sites for 126 teams across 4 different leagues were examined for content relative to triple-bottom-line dimensions. Global Reporting Initiative indicator codes and definitions were constructs for the model and aligned to social, environmental, and economic principles for categories of sustainability practices. Although teams are including sustainability information on their Web sites, the vast majority downplay economic issues and highlight social issues on their home pages and subsequent pages; communication about environmental factors varies by league. The study shows differences across leagues and suggests that although some teams are communicating a commitment to sustainability, others may not be considering stakeholder perceptions of their Web-site communications or whether sustainability efforts affect public consumption of league offerings or attitudes toward professional sports.