Showing papers on "Marketing strategy published in 1986"

The Marketing Concept: What it is and What it is Not:

Abstract: The marketing concept has been misunderstood and misused over the years. It is not obsolete nor is it the optimal managerial approach to marketing. The marketing concept is restated in a way that m...

International Marketing Policy: A Discussion of the Standardization Construct and its Relevance for Corporate Policy

Abstract: A fundamental question in international marketing concerns the desirability and feasibility of standardizing marketing programs and procedures internationally. The primary objective of this paper is to present an overview and evaluation of the standardization debate. Central issues of interest include a discussion of the standardization construct and an evaluation of the evidence regarding corporate implementation of standardization strategies.

The product enthusiast: implications for marketing strategy

Abstract: Product enthusiasts, increasingly prevalent in American society, represent significant marketplace forces because of their high levels of information seeking, opinion leadership, and innovativeness. For marketers to best serve these consumers, many commonly used marketing strategies must be altered or adapted. In this article, marketing mix elements serve as a framework to discuss strategic issues relevant to this category of consumer.

Strategic Management of the Socially Responsible Firm: Integrating Management and Marketing Theory

Abstract: Corporate social responsibility is conceptualized as a “product” offered to key publics of the firm. A model is proposed that integrates the content and process considerations of social responsibility using a “marketing” orientation. This approach is designed to increase the firm's relative competitive advantage and enhance the benefits of socially responsive behaviors.

Marketing Financial Services

Abstract: The changing Environment of Financial Services (Mike Wright and Jim Devlin) Consumers and Markets (Sally McKechnie and Tina Harrison) Marketing Strategy and Planning (Chris Ennew) Marketing Mix (Chris Ennew and Trevor Watkins) Product Strategy (Chris Ennew) Advertising and Promotion (Des Thwaites) Pricing (Leigh Drake and David Llewellyn) Distribution (Barry Howcroft and Julia Kiely) Customer Care (Barbara Lewis) Bank and Marketing (Barry Howcroft and Mike Wright) Building Society Marketing (Don Cowell) Insurance Marketing (Trevor Watkins and Steve Diacon) Marketing Unit and Investment Trusts (Paul Draper) Credit Cards (Steve Worthington)

Service Firms: Interdependence of External and Internal Marketing Strategies

Abstract: Investigates the marketing concept and where it can be found, plus the difference in eras and thoughts. Posits that there are three points to the rationale and examines these in detail. Part one looks at how stakeholders can be considered a ‘market’; the second part looks at how traditional marketing must take into account its internal aspect to succeed externally; part three describes interdependence existing between external and internal ‘constituencies’. Aims to make marketing practitioners more aware of the real degree of freedom left to them by the internal structures and to show some ways in which they can broaden this. Concludes that the fact is that marketing practitioners spend more and more time in internal action, especially in service companies and that ultimately internal marketing expresses the power which marketers use to control internal participants in their external strategy.

Export activities of turkish manufacturers

Abstract: Factors influential in directing Turkish manufacturers to exporting are discussed. The research shows that the majority of these companies started exports due to unexpected orders and entered this field as a result of domestic economic factors. For most of these companies, the domestic market preserves its significance. Therefore, a different marketing strategy is not implemented for exports. However, as size and export volume increase, a change in attitudes is observed, supporting the findings of previous empirical studies that involvement in export marketing is a sequential and gradual process.

A Marketing Strategy Analysis of Small Retailers

Abstract: Although the need for small firm marketing strategy research is widely acknowledged, few empirical studies have been conducted to date. The present study investigates the marketing strategies of a ...

The Impact of Internal Marketing on Customer Service in a Retail Bank

Abstract: Despite technological advances banking still concerns people. Frontline personnel form a critical means of competition in the marketplace and motivating them is a key task. Internal marketing provides the framework for such activities. Data gathered and analysed prior to and after the implementaton of an internal marketing programme confirms that it does impact on the quality of the service provided, recognising the value of communication in informing and motivating staff and creating positive attitudes and a sense of belonging. Apart from size there is little to differentiate banks from one another as all carry a similar range of services and charge similar rates. The bank that shows its superiority in the customer contact area should have a competitive tool and a means of successfully differentiating itself from competitors.

The role and function of the chief marketing executive and the marketing department: A study of medium‐sized companies in the UK

Abstract: The unification of “marketing” functions under the control of a chief marketing executive has long been regarded as central to implementing the marketing concept. While not accepting the logic that suggests that marketing orientation implies any particular set of organisational arrangements, this article examines new empirical data concerned with the role and status of the chief marketing executive and the marketing department, in a sample of manufacturing firms, to suggest that they function very differently in different companies. Such distinctions have important implications for our understanding of how marketing operates in organisations, and the different ways in which it may be developed, both in manufacturing and in other sectors.

A Multivariate Polya Model of Brand Choice and Purchase Incidence

Abstract: In this paper we develop an integrated stochastic model of purchase timing and brand selection which incorporates the influence of marketing mix variables, seasonality and trend, and also allows for various individual choice mechanisms. Our approach rests on the assumptions of a zero-order choice process, a Poisson timing process and purchase rates following a multivariate Gamma Distribution over the population, the scale parameters of which vary according to marketing activities and time. The resulting model is a Multivariate Polya Process, and the distribution of brand choice probabilities turns out to be a Generalized Dirichlet Distribution. Thus, most currently used zero-order models can be considered to be special cases of this approach. Furthermore, we derive a number of market diagnostics which provide insights into market structure and demonstrate the model's use for marketing strategy simulation. Based on extensive testing of the underlying hypotheses we finally validate the model using empirical data and show that it fits the market in question.

Industrial marketing management: Text and cases

Abstract: Part I: Understanding the industrial marketing environment. Part II: Industrial customer and market behavior. Part III: The industrial marketing process: segmentation, intelligence gathering, planning, and strategy development. Part IV: The industrial marketing mix. Part V: Industrial marketing performance: controlling and evaluation, and international implications. Part VII: Cases.

Export Marketing Strategies in the British Clothing Industry

Abstract: Reports on a study based on research using a micro‐level or company‐based approach to exporting, this involved a standardized, pre‐tested questionnaire used for collecting data, along with a personal interview sample. Identifies factors associated with export success and classifies them into two types: empirical studies of exporting companies taken together as an industry; and on cross‐industry samples of exporting companies. Concludes that in this study, determining causality on the basis of cross‐sectional data, as been problematical which leads to the data's differing interpretations.

Generating marketing strategy priorities based on relative competitive position

Abstract: The marketing manager has little or no guidance in formulating competitive strategies. This article presents a marketing strategy planning tool based on customers' perceptions of the positions of competing brands across various product attributes. The method, called “Simultaneous Importance‐Performance Analysis,” advocates focusing attention on relevant competitors' positions and attacking or defending market territory selectively. An example of its application is provided to illustrate its usefulness. The tool provides a framework for prioritizing alternative marketing strategies and is helpful in deciding on the allocation of limited marketing resources to design an efficient short‐range marketing plan. We will first discuss the nature of competitive advantage strategy and look at the marketing manager's dilemma on how to select tactics to develop a competitive advantage. We will then describe and illustrate “simultaneous importance — performance analysis,” based on importance‐performance analysis. Finally, we will suggest how this technique might be integrated into a company's strategic planning system.

Understanding and using emotions in advertising

Abstract: Consumers' emotions have a significant influence on purchase and consumption decisions for a wide variety of products. A good example of this phenomenon can be found in the candy and snack market, where consumer responses are a product of a sizable number of emotion‐laden situations that may be exploited in advertising strategy. Candy is often used as a reward for appropriate behavior in childhood, as well as a gift or positive “message” among adults for events such as Valentine's Day, anniversaries, and birthdays. On the other hand, many consumers believe that candy and snacks have negative consequences if they are used excessively. By capitalizing on these and similar past experiences through the firm's advertising efforts, the marketer of confections can either attempt to alleviate negative, or accentuate positive emotional feelings directed toward the brand or product class. Emotions appear to play a similar role in other consumer products such as tobacco, liquor, automobiles as well as many food products. Emotional, experiential, and aesthetic behaviors that normally lie beyond the scope of traditional marketing are currently receiving extraordinary attention. Although some have argued that these aspects of consumption activity are deserving of study in their own right, practitioners have realized that understanding the dynamics of activities such as emotional experience can assist in developing marketing strategy. Although our present knowledge of buyer and consumer emotional experience is relatively limited, this article will provide some structure to what we do know, in an effort to apply it to the advertising area.

Marketing as innovation the eighth paradigm

Abstract: Marketing can be viewed as organized rational innovation - a function concerned with identifying the opportunity for change, inducing the action required and monitoring the change once introduced. This viewpoint establishes innovation as an eighth paradigm for marketing, alongside seven paradigms previously recognized within marketing theory. It is the only paradigm to focus directly on the function of marketing - on what the marketer actually does. As such, it draws traditional marketing management literature into marketing theory and highlights the problem of establishing and maintaining an innovative marketing function within an organizational environment resistant to change.

Global marketing Myopia

Abstract: The objective of this paper is to expand the concept of global marketing strategy beyond its current myopic focus on product positioning and branding Emphasis on these issues lends to lead to the conclusion that standardisation is the most desirable global strategy However a successful global marketing strategy needs to be developed and evaluated within the broader context of the overall strategy of the firm, rather than being based purely on customer‐market considerations This calls for examination of resource allocation across countries, market segments and products, the integration of sourcing activities and production, management and logistical systems into global marketing strategy

What Is Business And Industrial Marketing

Abstract: There is no single, clear, specific definition of business or industrial marketing. Existing definitions are inconsistent and there has been a claim that there is no difference between industrial marketing and consumer marketing. It seems appropriate for the inaugural issue of a journal on business and industrial marketing to examine this problem and to attempt to clear up the confusion.

Strategic Planning in Industrial Marketing: An Interaction Approach

Abstract: Advances that strategic planning has been the focus of increasing attention in the management literature, although marketing planning has received less priority. Contends that the particular characteristics of industrial marketing require a framework of strategic planning which integrates the different agents of: supplier‐customer interaction; management of portfolios of relationships; and different levels of management perspective characterizing marketing and purchasing of industrial products and services. Concludes by stating that the multi‐functional and inter‐dependent nature of decision making is very important, and argues that strategic marketing planning should be of a dynamic systems process.

Some Strategy Implications of a Matrix Approach to the Classification of Marketing Goods and Services

Abstract: The traditional schemes for the classfication of goods and services do not adequately incorporate the marketing characteristics of services. However, rather than pose a separate classification scheme for services, the author proposes a broadened classification approach to include both goods and services. Some marketing strategy implications of this classification approach are discussed.

R&d and marketing managers in high-tech companies: Are they different?

Abstract: Although R and D marketing integration is essential for innovation success, their interactions are often difficult and conflict ridden. It has been suggested that sociocultural differences between them in terms of their orientation towards time, types of projects they prefer to work on, their tolerance for ambiguity, and their professional and bureaucratic orientations can significantly contribute to the quality of the vital interface. The findings of this study of R and D and marketing managers in high-tech companies contradict the generally held beliefs that these managers are socioculturally different and that their orientations affect the integration process. In fact, more similarities than differences were found. It is therefore proposed that the R and D marketing integration problem may not be simple `people' problem. Its solution may depend as much on organization design variables.