Showing papers on "Marketing strategy published in 1978"

A Service‐Orientated Approach to Marketing of Services

Abstract: Looks at the author's research among several companies in Sweden and Finland with regard to market‐orientation of service as against physical goods. Found the main difference between them was the difficulty of developing a concrete, tangible service offering. Points out that many experts believe service marketing must differ from goods marketing, but, nevertheless, no radical effort to develop a marketing theory, or ever some marketing concepts, for service firms aiming at solving their problems, seems to have been made — service industry companies deserve a better deal. Discusses this related matter and suggests marketing mix planning to support a hypothetical framework. Investigates, in depth, service industries and their characteristics and weaknesses, accessibility, human resources, auxiliary services and intra‐corporate elements. Presents two case studies — one inclusive tours marketing and the other barber's shop marketing. Concludes that concepts and models for marketing mix planning do not seem applicable in service industries — but further research is required — such as a consumer study.

The R&D/marketing interface: Results from an empirical study of innovation projects

Abstract: Explores the effect of organizational factors which characterize the interface between marketing and R&D, with respect to the innovation process. The basic premise is that the degree of collaboration/integration between functional units, such as marketing and R&D, has a profound influence on the success/failure outcome of innovation projects in industrial settings. Several important variables which influence the quality of the R&D/marketing interface are defined. These variables are related in an overall model which identifies several actions managers can take to improve the quality of the interface.

The fundamentals and practice of marketing

Abstract: Part 1 The fundamentals of marketing: what marketing is all about gathering facts for marketing the right mixture and the vital spark the ever-changing product the search for new products where price comes in getting the goods to the customers the message and the medium where the marketing department comes in the changing climate of marketing. Part 2 The practice of marketing: what marketing research can do how marketing research works how personal selling works how selling is managed what advertising and sales promotion can do how the advertising business works how sales promotion works how international marketing works how marketing planning works.

Marketing Management - Strategy and Cases

Abstract: Why Marketing Is Important Marketing Strategy Customer Analysis Segmentation and Positioning Measuring and Forecasting Market Opportunities Product Development and Testing Product and Brand Management Services Marketing Pricing Distribution Advertising and Sales Promotion Sales Management International Marketing Marketing Planning and Implementation Marketing and Society.

A useful scope for marketing

Abstract: The debate over the nature and scope of marketing is far from settled, but the desire for change among marketers is apparent. It is urgent that marketers determine what the scope of their field should become as a necessary first step in developing an adequate definition. The effort so far has been somewhat haphazard with a variety of authors-extolling the virtues of their viewpoint. This article represents an attempt to add order to the search for a useful scope for marketing. To achieve this purpose, four norms are developed which seem suitable for testing the scope and definition of marketing. They include the level of abstraction norm, the norm of correspondence, the pragmatic norm, and the norm of simplicity. These four norms are first used to test two extreme positions and then to test a third compromise definition of marketing.

Strategic Approaches of Small U.S. Manufacturers in International Markets.

Abstract: This empirical study examines the international business approaches of 308 small Texas manufacturing firms. Several reasons are discussed to explain why 196 manufacturers have no overseas involveme...

Planning Beef Production: An Application of Dynamic Programming

Abstract: The determination of an optimal feeding and marketing strategy for a beef grazing enterprise is formulated as a dynamic programming problem. It is supposed that a decision has to be made from time to time as to whether to market animals at their current weights or to retain them for further fattening; if the former policy is adopted, a further judgment is required as to whether to purchase replacement cattle immediately or at some later time. To obtain a realistic feeding and marketing model, liveweight gains and saleyard prices are assumed to be dependent on the time of the year and the breed of the cattle, saleyard prices also being dependent on liveweight.

Gotterdammering for Marketing

Abstract: WHILE external signals increasingly suggest the likelihood of radical environmental shifts, most U. S. marketers continue to extrapolate a future based essentially on a relatively stable and comfortable past. The dangers of such a practice have been placed in a broader managerial perspective by C. Northcote Parkinson in his tongue-in-cheek but eminently sensible work1 arguing that when organizations approach their peak of development, they tend to exchange ideological drive for institutional trappings. Despite the unquestioned success of marketing in business and in some nonbusiness enterprise, and despite the fact that it has become a dominant cultural phenomenon, there are strong portents that U. S. Marketing may already be in a state of institutional arteriosclerosis (if I may further mix the mixed metaphors of the article's title and subtitle!). In order to identify directions for future marketing development, I have systematically reviewed and analyzed hundreds of articles, speeches, books, and monographs bearing on the subject, principally those published during the past five years. These sources have been compared with broad environ-

The Farmer Decision Process in Purchasing Broiler Feeds

Abstract: In formulating marketing strategy, the decision maker must rely extensively on an understanding of the purchasing decision process of present and potential customers. Because the objective of the market planner is to influence this decision process, the success of such efforts depends on a thorough understanding of how the buying decision is made. This, in turn, necessitates the use of a model that gives structure to the decision process. The more specific this model is to the actual marketing situation, the more useful it will be in the marketplanning process. Existing models of the buying decision process (Engel, Kollat, Blackwell; Howard and Sheth; Nicosia; Webster 1965) are very general. As a result, while they tend to structure the buying decision process by identifying critical variables and relationships, the models do not "describe a specific buying situation in the richness of detail required to make a model operational for the marketing manager analyzing opportunities to influence buying decisions" (Webster 1974, p. 34). In purchasing supplies, the farmer is in a similar situation to the industrial purchasing agent. The products purchased are not for immediate consumption, but rather are inputs to a production process. Thus it is reasonable to expect that the farmer's purchasing behavior, at least in structure, resembles that of an industrial buyer. As a result, a general model of the industrial buying process which structures the fundamental elements of the

The Number of Estimators: A Critical Decision for Marketing Under Competitive Bidding

Abstract: The almost exclusive concern for deciding bid prices has obscured the importance to bidding firms of adjusting other marketing variables. Taking the capacity to prepare bids as one example of these variables, the authors develop a procedure for calculating an optimum number of estimators. A new method is used for computing probabilities of success in bidding, based on the past dispersion of competitor prices. The dispersion is interpreted as reflecting different assessments of the best way to carry out the work required and not, as commonly assumed, a combination of errors in estimating one “true cost” plus differences in competitors’ markups. Applied to a sample of firms, the procedure indicates that additional estimators would increase the expected profits for each firm.

A Comparison of Marketing Strategies for Potatoes in Upstate New York

Abstract: A long-standing problem in agricultural marketing is the question of "optimal" marketing patterns for a seasonally produced crop. When futures markets exist, agricultural economists have often recommended their use to improve marketing decisions, but farmer use of futures as an aid to marketing is not common. This paper considers the potential benefits to upstate New York farmers of hedging using Maine potato futures contracts. Benefits are defined in terms of the mean and variance of returns from alternative marketing strategies for potatoes. A portfolio approach is implicit in the analysis which also relies, in part, on the formulation of a simple price-forecasting model.