Showing papers on "Marketing strategy 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.

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.

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.

Measuring the societal benefits of innovation.

Abstract: Quantitative economic analysis of 20 commercial innovations shows that there is great benefit to society that is often not reflected in the rate of return to the innovator. The study also documents the importance of marketing strategy and proper consideration of risk.

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

Financial Terms of Sale and Control of Marketing Channel Conflict

Abstract: As interest rates increase, financial terms of sale become a more important source of funds for customers and a more expensive cost for suppliers. As each party seeks to satisfy self-interest, chan...

The Marketed Social Movement: A Case Study of the Rapid Growth of TM

Abstract: The transcendental meditation (TM) movement has grown from a small cult to a multinational organization in 15 years. Success is largely due to TM's recruitment and organizational strategy, which follow a pattern similar to the organizational form and marketing strategy of a large-scale consumer products firm. Based on the analysis of TM, the marketed social movement is offered as an ideal type which may be generalizable to other contemporary social movements. The marketed social movement differs from traditional thinking about social movements in four ways: (1) the use of sophisticated promotional and recruiting techniques; (2) a radical divergence in the status of the membership; (3) participation as a product package; and (4) the extension of membership as the dominant goal of the movement.

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.

International Marketing Indicators

Abstract: Action in international marketing is usually preceded by research. Most international marketing research reports are built on a skeleton of currently available international socio‐economic, demographic and social indicators. The author in this paper argues that the currently available indicators used by marketing analysts have in many cases little comparative value and are in many cases inadequate for, or irrelevant to, the requirements of marketing. He uses in illustration the needs of a specific project that had as its objective the prediction of the different levels of retail distribution in Western Europe. The limitations of available international indicators are analysed. Preferable alternatives are proposed. Some of these require original research: others the restructuring of existing data. It is also urged that it is a basic pre‐requisite that international marketing analysis be made at the level of the sub‐national region — not at national level. The formation of a specifically‐oriented Marketing ...

Evaluation of the Marketing Mix — Its Application to Strategic Marketing

Abstract: Sets out to establish a method of evolving a marketing mix, which relates intelligently to the marketing objectives set during the development of the marketing plan. Attempts to harness the wisdom and expertise which exists at a subject level in almost any business and uses these to derive a set of actions which are capable of bringing about a predetermined collective effort. States that many companies fail because of their inability to assess the collective effect of their actions in their markets, andit will be of considerable benefit if this study can achieve a method of evolving and evaluating the marketing mix for a company, without recourse to complex model building. Spotlights the following: data analysis; product line; distribution; price; merchandising; advertising and promotion. Concludes that it may be sensible to concentrate resources on other markets until such time as it could have genuine faith in its ability to compete successfully.

Perspectives on strategic marketing management

Abstract: Introducing a new hobby for other people may inspire them to join with you. Reading, as one of mutual hobby, is considered as the very easy hobby to do. But, many people are not interested in this hobby. Why? Boring is the reason of why. However, this feel actually can deal with the book and time of you reading. Yeah, one that we will refer to break the boredom in reading is choosing perspectives on strategic marketing management as the reading material.

Television Advertising and Children: Regulatory vs. Competitive Perspectives

Abstract: This paper proposes that the power of advertising be harnessed to address a significant social problem: the influence of advertising on children's consumption behavior. The Federal Trade Commission is currently studying regulations that would ban or severely restrict television advertising to children. Analysis from both marketing strategy and legal standpoints demonstrates that regulation will not solve the problem. It is suggested that an advertising campaign, sponsored by the FTC, and created and executed by a private advertising agency, might accomplish what regulation cannot.

Quantity Discounts in Today's Markets:

Abstract: Now universally expected quantity discounts can be an important component of a firm's marketing strategy. However, companies have discovered that inflation, mergers, and increasingly sophisticated buyers collectively generate higher discount payouts without any increase in volume. Steps can be taken to preserve the benefits originally associated with discount structures. The author outlines the basic features of a computer-assisted method for making these necessary revisions.

The Channels Manager: Marketing's Newest Aide?

Abstract: Because of institutional and environmental changes, marketing executives of the 1980s face new challenges in managing their firm's distribution channels. What is a channels manager, and why would today's marketing organization need one?