Showing papers on "Marketing strategy published in 1976"

Commodity Bundling and the Burden of Monopoly

Abstract: Presents information on a study which analyzed the prevalence of commodity bundling as a marketing strategy. Cost savings in production, transactions and information associated with commodity bundling; Characteristics of commodity bundling; Problems associated with convention price discrimination that can overcome by commodity bundling; Conclusions. (Из Ebsco)

The International Expansion of U.S. Franchise Systems: Status and Strategies

Abstract: This paper presents the survey results of U.S. franchise systems' participation in international markets. The results illustrate the entry motivations, ownership practices, marketing strategies, profit profiles and problems inherent in the operation of U.S. franchise operations abroad.

Marketing: Real People, Real Choices

Abstract: Part 1: Make Marketing Value Decisions Chapter 1. Welcome to the World of Marketing: Create and Deliver Value Chapter 2. Strategic Market Planning: Take the Big Picture Chapter 3. Thrive in the Marketing Environment: The World Is Flat Part 2: Understand Consumers' Value Needs Chapter 4. Marketing Research: Gather, Analyze, and Use Information Chapter 5. Consumer Behavior: How and Why We Buy Chapter 6. Business-to-Business Markets: How and Why Organizations Buy Chapter 7. Sharpen the Focus: Target Marketing Strategies and Customer Relationship Management Part 3: Create the Value Proposition Chapter 8. Create the Product Chapter 9. Manage the Product Chapter 10. Services and Other Intangibles: Marketing the Product That Isn't There Chapter 11. Price the Product Part 4: Communicate the Value Proposition Chapter 12. Old and New Media: From One to Many to Many to Many Chapter 13. Advertising, Sales Promotion, and Public Relations: One to Many Chapter 14. Personal Selling, Sales Management, and Direct Marketing: One to One Part 5: Deliver the Value Proposition Chapter 15. Deliver Value through Supply Chain Management, Channels of Distribution, and Logistics Chapter 16. Retailing: Bricks and Clicks Appendix A: Marketing Plan: The S&S Smoothie Company Appendix B: Marketing Math

Planning Product Line Strategy: A Matrix Approach

Abstract: anticipated performance of its products. This information should encompass both (1) consumer evaluation of the company's products, particularly their strengths and weaknesses vis a vis competition (i.e., product positioning by market segment information); and (2) "objective" information on actual and anticipated product performance on relevant criteria such as sales, profits, and market share. Whereas much has been written in recent years about the use of product positioning in strategic marketing planning,' little new information has been published about formal methods of using the product's actual and anticipated performance characteristics in terms of sales, profits, and market share as inputs to the design of a strategic marketing plan for the firm's existing product line. Several attempts have been made to use product sales (or, more explicitly, stage in the product life cycle) as a guideline for marketing strategy, including specific recommendations on items such as the type and level of advertising, pricing, and distribution.2 Yet these recommendations have usually been vague, nonoperational, not empirically supported, and conceptually questionable, since they imply that strategies can be developed with little concern for the product's profitability and market share position.3 In the 1970s, some attention has been given to va ious aspects of sales, market share, and profitability as guidelines for marketing planning. Most notable of these efforts are the Marketing Science Institute's PIMS (Profit Impact of Market Strategy) project, which examines the determinants of profitability in the modern corporation,4 and the Boston Consulting Group's product portfolio analysis.s These approaches do not, however, provide a comprehensive approach for product line planning based on all three measures-sales, market share, and profitability-which are integrally tied to positioning the product by market segment. The objective of this

The marketing of political candidates

Abstract: While the controversy concerning the validity and purpose of broadening the concept of marketing is still an ongoing one, the present article focuses on the field of political marketing and compares its historical development with that of American business. In doing so, it is shown that political marketing, viz., the process by which political candidates and ideas are targeted at the voters in order to satisfy their political needs and thus gain their support, has gone through the stages of (1) candidate orientation. (2) sales-management orientation, and is presently experiencing a transition to a (3) marketing concept orientation. These orientations parallel the development in the orientation of American business from product to sales to marketing focus. In addition, the article also suggests that marketing and political marketing share many basic concepts and tools. Consequently, it is concluded that political marketing should be included within the boundaries of the existing marketing theory.

Marketing Management: Text and Cases

Abstract: The Role of Marketing in Organizations and Society. Marketing Strategy. Customer Analysis. Market Segmentation and Product Differentiation. Competitive Analysis and Product Positioning. Product Development and Testing. Brand Management. Services Marketing. Pricing. Selecting Distribution Channels. Personal Selling and Sales Force Management. Direct Marketing. Designing Advertising Programs. Sales Promotion and Public Relations. International Marketing. Marketing Planning. Indexes.

The Role of the Industrial Distributor in Marketing Strategy

Abstract: T HE industrial distributor is an important institution in the American marketing system, yet he has received little attention from researchers. Trade association surveys have generally yielded small responses and have often been designed primarily to promote the image of the industrial distributor. Changing census definitions of this position and conflicting definitions used by different trade associations have made it virtually impossible to analyze trends in industry sales volume, degrees of specialization, firm size, and the like. Yet manufacturers who sell to other manufacturers, and the industrial distributor himself, have a vital interest in the pressures and trends affecting this marketing channel. This is especially true in the current environment of materials shortages, depressed industrial production, tight money, and rising costs, since the industrial distributor may offer the manufacturer major opportunities for improved marketing effectiveness and physical distribution efficiency. In an attempt to get an in-depth look at the industrial distributor, a field study of distributors and manufacturers was conducted in the summer

The marketing concept: quo vadis?

Abstract: Suggests that marketing should not remain stagnant, basing its interest in business/customer relationships alone. Speculates about the future of the marketing concept and demonstrates the applicability of a broadened marketing concept to all functional areas of business, other types of organization and a wide diversity of objects of change. Proposes that, for marketing to remain relevant, the concept of marketing provided will allow organizations to achieve their targets if it is followed.

A report on a contraceptive social marketing experiment in rural Kenya.

Abstract: Social marketing i.e. the application of commercial marketing techniques to social aims is 1 means of building family planning into the daily nonclinical structure of rural society in developing countries. An experiment in the social marketing of condoms in rural Kenya was undertaken over a 2 1/2-year period. The pretest market research and a detailed marketing strategy are described. The experimental program proved that condoms can be used to involve rural African males in the process of family planning. The experiment further proved that commercial marketing can provide a nonmedical supplement to established clinical family planning programs. Advertising was found to be necessary to the success of the program with radio and point-of-purchase materials providing the cheapest and most effective coverage. The advertising aspect of the program seems to have increased the level of family planning knowledge and practice among the target population. The success of the program is attributed to the local involvement provided by social marketing. Such a project is amenable to exact evaluation which can prove useful to future programs. It was felt that commercial distribution by mobile van units could be used with other types of contraceptives.

Small business management

Abstract: ENTREPRENEURSHIP, SMALL BUSINESS OWNERSHIP, AND FRANCHISING Entrepreneurship Ownership Franchising ESTABLISHING THE FIRM The Business Plan Sources of Funds Location Analysis Physical Facilities MANAGING THE SMALL BUSINESS Management Strategy and Employee Relations Personnel Management Microcomputers in Small Business Risk Management MANAGEMENT INFORMATION AND MERCHANDISE CONTROL Financial Recordkeeping and Cash Control Accounting Statements and Analysis Purchasing Inventory Control MARKETING THE PRODUCT OR SERVICE Marketing Strategy and Marketing Research Pricing Consumer Behavior and Personal Selling Promotional Strategy THE GOVERNMENT AND SMALL BUSINESS Consumer Credit Legal Considerations Government Control, Assistance, and International Marketing Opportunities Appendix The Business Plan Small Business-Related Trade Associations Private Sector Resources Small Business Administration Field Offices Small Business Administration Publications Index.

Perspectives on the European marketing strategy of US multinationals

Abstract: Presents the results of an empirical study of the activities of US multinationals manufacturing in Scotland. Provides an examination of the aspects of strategies for market entry and development. Concentrates specifically on market planning issues, providing data illustrating some of the problems faced by US multinationals.

Territorial Restrictions in Distribution: A Case Analysis

Abstract: T ERRITORIAL restrictions often play an important role in agreements between franchisors and franchisees. That is, franchisees may obtain exclusive rights to market the franchisor's brand(s) within a given geographical area; these rights thereby give the franchisees monopoly positions with respect to these brands. From a marketing strategy perspective, such restrictions frequently make sense, because the franchisor is more concerned with the ability of his franchisees to win competitive battles against other brands than he is with their ability to do battle among themselves, thereby cannibalizing one another's sales volume. In the early stages of brand development and growth, such restrictions can be viewed as a needed incentive to secure adequate market penetration vis-a-vis established brands within the same product category. From an antitrust perspective, however, such restrictions are highly questionable because they are a blatant means of prohibiting intrabrand competition. Thus, the issue of territorial restrictions provides an example of a classic confrontation between a marketing strategy that seeks to promote interbrand competition and antitrust programs that seek to promote competition among all brands, including those owned by specific franchisors. Since the Supreme Court's 1967 decision in the Schwinn case (which found territorial restrictions in distribution to be illegal on a per se basis),' many industries have been operating in limbo with regard to their distribution systems. For the most part, these industries have continued to use past practices pending final clarification of the issue of territorial restrictions.2 This article assesses the various factors surrounding territorial restrictions in the distribution of soft drinks. The soft drink industry has been isolated for analysis because segments of the industry have been particularly vocal in urging Congress to pass legislation designed to override the Schwinn decision. As a result of the assessment presented in this article, the authors take a position opposing the use of territorial restrictions in this industry. A similar analysis to the one presented here can, it is believed, be applied to other product classes in the food and beverage industries (e.g., bread and beer), where such restrictions are prevalent.

The marketing of non‐profit making organisations: a preliminary report

Abstract: Describes some of the issues raised and problems encountered in an attempt to apply a market analysis to a non‐profit making organization Applies a marketing approach in order to tackle the non‐profit making organizations more complex problems Suggests that the marketing approach is very useful in this situation for three reasons it helps to make objectives explicit; it helps create better criteria for the organization; and it helps bring detailed marketing activities to the company

Effective Marketing Logistics

Abstract: (1976). Effective Marketing Logistics. Journal of the Operational Research Society: Vol. 27, No. 3, pp. 777-778.

Note---On Marketing Strategy and the Optimal Production Schedule

Abstract: Several models for joint optimization of functional decision making have been presented during the last few years. This note comments on one of these models described in a recent article in this journal, “Marketing Strategy and the Optimal Production Schedule” [Leitch, R. 1974. Marketing strategy and the optimal production schedule. Management Sci.21 3, November.], and argues that there are rather serious deficiencies both with respect to the design of the model and the numerical experiments reported in the aforementioned article.

The Role of the Industrial Distributor in Marketing Strategy: The industrial distributor and his role in the manufacturer's marketing strategy are changing — slowly.

Abstract: T HE industrial distributor is an important institution in the American marketing system, yet he has received little attention from researchers. Trade association surveys have generally yielded small responses and have often been designed primarily to promote the image of the industrial distributor. Changing census definitions of this position and conflicting definitions used by different trade associations have made it virtually impossible to analyze trends in industry sales volume, degrees of specialization, firm size, and the like. Yet manufacturers who sell to other manufacturers, and the industrial distributor himself, have a vital interest in the pressures and trends affecting this marketing channel. This is especially true in the current environment of materials shortages, depressed industrial production, tight money, and rising costs, since the industrial distributor may offer the manufacturer major opportunities for improved marketing effectiveness and physical distribution efficiency. In an attempt to get an in-depth look at the industrial distributor, a field study of distributors and manufacturers was conducted in the summer of 1975. This article discusses that study in light of what is currently known about industrial distributors. Special attention is given to the results of the survey, which produced several insights into both the role of the industrial distributor in manufacturers' marketing strategies and how the distributor and his relationship to his suppliers are changing. Some highlights of the findings are: