Editorial

Citation

Phau, I. (2007), "Editorial", Asia Pacific Journal of Marketing and Logistics, Vol. 19 No. 2. https://doi.org/10.1108/apjml.2007.00819baa.001

Editorial

I would first like to thank the many authors who have taken a keen interest in choosing the APJML as an outlet for your papers. We have in the last six months received a two-fold increase in submissions. Not only that the quality of papers has improved tremendously, the topics of study and research methodologies and statistical techniques are also wide ranging and more sophisticated. As such, we have been actively recruiting several scholars of specific expertise to assist with the reviewing process. Without compromising on quality, we will be increasing the number of papers to be published from the next issue. This is to ensure that currency of the accepted papers is maintained. Once again, I like to thank the Editorial Advisory Board and the Ad-hoc Reviewers for sacrificing your personal time in helping us cope with the influx of papers. Your diligence and promptness in getting the reviews back to me is greatly appreciated.

This current issue reflects a myriad of topics that are both inspiring and stimulating to researchers and practitioners alike. The first article examines the factors that influence the growth of franchisee-owned mini-chains within Australian franchise systems. The key variables include age of the system, corporatisation of management processes, plurality of distribution, levels of intra-firm conflict and franchise system complexity. It is revealed that less experienced franchisors are plagued with challenges such as insufficient market positioning, reputation and brand value. As such, they encountered problems in recruiting and managing multiple unit franchisees. Further, franchisors in older and larger firms seem to prefer sequential modes of multiple unit franchising. It is suggested by the authors that one way to minimise agency costs associated with adverse selection is to grant units to franchisees that have a history of good performance. The authors have also recommended other strategies pertaining to these issues.

The next two articles share some insights of export marketing in Australia and New Zealand. It is noted that an increasing number of Australian businesses have reported to having a web presence and making transactions over the internet including placing orders for goods and services amongst other activities. It is timely that we have a better understanding of the relationship between export market ventures and the use of key functions of the internet. Specifically, communication, networking, market research, sales, image enhancement, cost reduction and competitive advantage may all have potential impacts to export business through the Internet. Data were collected through a mail survey of 133 Australian exporters. Results reveal that how an export market venture perceived the internet's usefulness in relation to cost reduction and competitive advantage could be used to significantly predict their marketing performance. Further, export marketing performance is also enhanced by the international experience of the firm. These provide several meaningful strategic implications for existing export firms or firms venturing into this mode of business.

In the same vein, the third paper evaluates the international marketing strategies for industrial product and non-industrial product of exporting firms in Australia and New Zealand. The authors have employed both main effect and interaction methods to assess the research framework and have found that in addition to the main effect outcomes, some significant variations do exist. Firms can consider alternative strategies to achieve their international marketing strategies objectives when operating in the home-host scenario. It is also highlighted that the interaction effects are more significant in terms of the price, promotion and performance components. There are quite a number of interesting findings and implications. For instance, Australian firms perform better in terms of market share when operating in markets with a high infrastructure difference. On the other hand, industrial products could have better performance in terms of market share when operating in a market with a low level of infrastructure difference.

It is no doubt that China is fast emerging as an important player in the global market. As such, an understanding and assessment of China's logistics service providers is timely and appropriate. The authors have cited that most of Chinese logistics providers fail to meet the definition of "modern" third-party logistics providers, namely, multi-function capabilities and longer-term mutually beneficial relationship. In fact, many have no recognition and appreciation of the concept. The researchers found that Chinese logistics providers depend heavily on transportation and warehousing businesses but lack value-added services and logistics information management. While "rate setting" is a huge priority, the importance of lead-time performance is largely ignored. The researchers warn that local providers must review their current competitive strategy and decide if they should continue to compete in the low cost segment. Customer service have to be improved in terms of better delivery, higher quality service and meeting special customer needs customers in order to survive the challenge of the entry of foreign providers.

Still looking at the Chinese market, the final article in this issue provides an audit of the marketing practices of private entrepreneurs in mainland China. The key reflection is that private entrepreneurs in China operate in an environment devoid of support in terms of legal infrastructure or technical know-how. Most of their network of clientele is made up of private companies that share a similar set of challenges. This may further exacerbate the risks of business. As such, most choose to have tighter control over their operations giving preference to direct sales or distributors with short channels. In pricing strategies, while listed prices are honoured and used extensively through system, it appears that giving sales-people flexibility in pricing does not enhance the building of sales networks.

I hope that this issue will provide you with some thought-provoking issues. Your feedback and thoughts are always welcome. Do look forward to the next issue of the APJML.

Ian Phau