Abstract
Substantial progress has been made in reducing the costs of production and manufacturing activities. But similar cost reductions in marketing activities—particularly those associated with physical distribution—have failed to keep pace.
The author shows the values of looking at marketing activities as an integrated whole, rather than as separate functional parts.
The author wishes to acknowledge the aid of Canadair of Montreal, a subsidiary of General Dynamics, and of the Flying Tiger Line of Burbank, California.
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