Showing papers on "Marketing management published in 1980"

Marketing Applications of the Analytic Hierarchy Process

Abstract: Several marketing applications of the Analytic Hierarchy Process AHP are reviewed. The paper starts with a brief description of this process, which was developed by Thomas Saaty in 1971, including an eight-point outline of how to apply it. The thrust of the paper is a discussion of a number of illustrative applications of the AHP covering the following areas: the portfolio decisions of a firm whose management is concerned with the determination of the desired target portfolio and allocation of resources among its components, determination of the directions for new product development, and generation and evaluation of marketing mix strategies. Various suggestions for additional research on the AHP and its marketing applications are highlighted.

The marketing of social causes: the first 10 years.

Abstract: The application of marketing to the promotion of social causes was proposed a decade ago. The authors position social marketing as an approach to social change, describe its evolution, and review s...

International Marketing Effectiveness of Technology-Oriented Small Firms

Abstract: Research on international marketing effectiveness was done by interviewing 34 senior executives in U.S. and Canadian firms, mainly in the electronics, machinery, and autoparts industry sectors. The study concentrated on small– and medium-sized firms. The findings indicate the relative importance of an information and control reporting system, organization of the international division, involvement of top management, R & D, technology, competitive pricing policy, marketing mix, and production function variables for international marketing effectiveness.

The Impact of the Marketing Concept on New Product Planning

Abstract: A survey of marketing literature reveals that little, if any, empirical research has been done to examine the impact of the adoption of the marketing concept on new product planning. The purpose of...

Consumer behavior and the practice of marketing

Abstract: most enthusiastically received courses in a marketing curriculum. It probes the nature of intricate and sometimes mysterious forces underlying human thought and activity, and relates those forces to the excitement of a dynamically competitive marketplace. In drawing that relationship, it deals with the desires, attitudes, images, fantasies, dreams and hopes of hundreds of millions of people. But do most texts on the subject come anywhere near fulfillment of this seemingly bright potential? The author feels that at least "some" do not, because they tend to turn a real world subject into something abstract and dull. In his book, Runyon sets out to correct this by interrelating practice and theory, to demonstrate how the former is dependent upon the latter. Does he succeed? Perhaps not as well as he promises, but perhaps better than many-or even most-of the other authors who have written texts in this field. Each chapter begins with three or four short illustrations relating concepts to be covered in the chapter to marketing practice. Most of the illustrations draw upon brief examples of advertising programs. They do a good job of demonstrating that s ch general concepts of the behavioral sciences as social class, personality and attitudes are relevant to marketing strategy. The relationship between most of these illustrations and the specific theoretical concepts presented in the book is often less convincing. In four chapters near the end, the theme switches from a primarily behavioral science orientation to a marketing management orientation. These chapters deal with the retailing structure, marketing communications, marketing research and the evaluation of advertising. They would seem to present an excellent opportunity to demonstrate the applied translations of theories and empirical data discussed in previous chapters. For the most part, however, there is rather little of this. In attempting to "bring together the real world of marketing and the theoretical world of the behavioral sciences," Runyon has taken on a major challenge. That theoretical world is a welter of conflicting theories and empirical findings which are typically fragmentary or not definitively conclusive. Whether or not practitioners actually have made widespread use of behavioral theory--as academicians use the term-is doubtful. Whether or not they could make much better use of it is another matter. The author recognizes such limitations but, of course, he can't escape them. There are some topics (e.g., attitude models) where Runyon seems lacking in his coverage, and others (e.g., subliminal advertising) where his conclusions could be questioned. However, he has succeeded in writing a book that is interesting, abundantly illustrated with examples of practice, well organized, generally lively in tone and easy to read. If you are looking for a text on this subject, you'll do well to give this book your strong consideration.

Diffusion of Innovation and Opinion Leadership

Abstract: Declares that diffusion (a term employed to describe the process whereby an innovation or a new idea or practice spreads through a social system over time) is a summary term used to embrace studies which trace the process of diffusion, the process of adoption and the patterns of influence involved. Acknowledges that even allowing for low involvement of marketing research in diffusion, marketing management's interest in this area can be guided and controlled. States that information is diffused through some form of communication channel – these may be one of two types: vertical channels, which exist if ‘there is a meaningful difference in the interests, social status, demographic or economic characteristics of the communication units’; and horizontal channels, which occur where communications flows among members of groups with similar interests and characteristics – these groups may be work groups, social groups, etc. Investigates sources of information and influence – in particular the two basic ones of: ...

Marketing planning in the multinational subsidiary: practices and problems

Abstract: This paper reviews the role of planning in the multinational firm and some of the contentious problems which arise. Based on a survey of multinational subsidiaries operating in Brazil, it describes...

Basic Marketing: Principles and Practice

Abstract: Marketing today managing the marketing effort the marketing system structures and dynamics in the food marketing chain offering and organizations market research buyers, consumers and influences marketing analysis the marketing of clothes marketing information systems and technologies intermediary markets and marketing industrial markets the marketing of services export marketing and overseas trade international marketing marketing in the Single European Market managing the marketing mix product policy and innovation test marketing price channel management physical distributive management advertising and sales promotion sales and sales forces management marketing communications strategic marketing marketing planning marketing - the social, ethical and environmental dimensions.

A Managerial Approach to Macromarketing

Abstract: The managerial approach, commonly used in micromarketing, can be systematically applied to the growing area of marketing management with macrosocietal responsibilities. This paper proposes a dual c...

The Manufacturing/Marketing Orientation and its Information Needs

Abstract: Discusses ways in which changing the basis of an organisation's competence affects manufacturing and marketing's differing roles. Questions whether the marketing orientation is currently appropriate, arguing that manufacturing/marketing orientation may be needed instead. Indicates within that to be able to recognise and understand the need for the change requires supplies of information from within the organisation and this will put into perspective the costs of not working within the manufacturing focus and large customers' valued contributions. Proposes that marketing and manufacturing have the same ultimate goal, which is the enterprise's welfare — this is dependent on its ability to create value. Conflicts arise between these functions because of three things: the separation of these functions into institutional compartments; the use of measure of departmental efficiency instead of combined effectiveness; and disagreement as to whether marketing or manufacturing activity is the most cost‐effective method of producing value. Concludes that production orientation meant that marketing was given a good lift and left to add whatever value to it which it could in the process of presentation to the customer.

Social marketing: does it work?

Abstract: The goal of social marketing projects is the development of a mass market for contraceptives sold at the lowest feasible prices Experiences of more than 30 social marketing programs in 27 countries show that social marketing projects a hybrid of health oriented-social action-commercial marketing programs do work At least 50% of a dozen projects with 3 or more years experience were able to improve contraceptive availability and sales of contraceptive products In addition they were able to spread family planning knowledge stimulate wider contraceptive use and provide a substantial measure of protection against unwanted pregnancy at a cost below that of most other programs The key elements of social marketing programs are: 1) management and operating procedures; 2) products to be marketed; 3) target population; 4) packaging; 5) pricing; 6) sales outlets; 7) distribution system; and 8) promotion Social marketing is not cheap easy or unobtrusive Some projects have failed because of lack of funds strong indigenous support or governmental support in the face of public criticism Still others have failed due to poor management lack of clear decision-making authority or bureaucratic reluctance to support a vigorous advertising campaign Nevertheless social marketing projects are useful and cost-effective adjuncts to other family planning programs

Conjoint Measurement for Marketing Management

Abstract: Discusses a new tool for quantitative marketing research‐ conjoint measurement, although developed for psychometric research this technique has numerous possibilities outside this area. Emphasises marketing planning involves the integration of often conflicting goals and a balance must be sought between objectives such as market share, profit, sales growth percentage, return on investment and retail coverage. Tries to bridge an information gap by presenting essentials of conjoint measurement in fairly non‐technical terms. Introduces some of the concepts that underlie the use of conjoint measurement, the method is then described in brief. Differing steps of the research design are presented in a more detailed manner. Illustrates the potential of conjoint measurement for marketing measurement by way of an application to the market for colour televisions. Finally discusses the advantage of conjoint measurement and its limitations are summarised. Concludes that conjoint measurement will enjoy more popularity ...

A strategic approach to marketing a university

Abstract: The environment in which U.S. universities operate is expected to become more difficult. This paper translates the marketing function, as developed for business, into a university setting. The recommendation is that universities need to revise management priorities; in particular: more responsiveness to the market, and, a shift from concern for internal efficiency to a concern for organizational effectiveness.

Increasing the Effectiveness of Marketing Research

Abstract: Marketing research is too often neglected, misdirected, or misused. Useful marketing research results when it is linked to the marketing planning and information system and guided by a decision-motivated research purpose.

Marketing Strategies in Industrial Marketing: A Framework Applied to a Steel Producer

Abstract: Discusses marketing strategy of a future steelworks and its product choice by use of a theoretical framework based on the nature of relationship between sellers and customers. Identifies certain key factors which must be incorporated in strategy development to enable competitive strength to the seller. Describes marketing as a competitive strategy problem — it is a question of the seller dividing its resources in an optimal way between a number of competitive means. Proposes that buying firms often develop relationships with a limited number of suppliers — these are then utilised in various ways. States that industrial marketing is primarily a technological and organisational problem. Says that the research project was the result of collaboration between researchers in the technical, social and economics fields with the aim to create a business entity to establish a secure position in the steel market. Further discusses in depth the strategies involved. Summarises that a theoretical framework for marketing strategies in industry has been presented and illustrated through a case about a future steelworks — though similar frameworks have been used in existing companies — test results have been promising.

A Live-Case Program for Teaching Marketing Research:

Abstract: This paper has three parts. Part one describes the initial attempt to teach undergraduate marketing students marketing research using an unstructured live-case method. Part two describes the program after the course was modified to make it more structured. The last section compares the unstructured and structured live-case methods.