Showing papers on "Marketing strategy published in 1997"

Enviropreneurial Marketing Strategy: The Emergence of Corporate Environmentalism as Market Strategy:

Abstract: Environmental concerns have begun to reshape the landscape in which global organizations compete. The demands and influences of the environmental movement are evident in the dollar value size of th...

Keynote paper From marketing mix to relationship marketing ‐ towards a paradigm shift in marketing

Abstract: Discusses the nature and sometimes negative consequences of the dominating marketing paradigm of today, marketing mix management, and furthermore discusses how modern research into, for example, industrial marketing and services marketing as well as customer relationship economics shows that another approach to marketing is required. This development is supported by evolving trends in business, such as strategic partnerships, alliances and networks. Suggests relationship marketing, based on relationship building and management, as one emerging new marketing paradigm of the future. Concludes that the simplicity of the marketing mix paradigm, with its Four P model, has become a strait‐jacket, fostering toolbox thinking rather than an awareness that marketing is a multi‐faceted social process, and notes that marketing theory and customers are the victims of today’s mainstream marketing thinking.

From segmentation to fragmentation

Abstract: Attempts to contribute to the growing literature on postmodernism and marketing by addressing the changes in the market and the corresponding changes that have to take place in marketing strategies. Assesses the implications of postmodernism for marketing managers and other marketing practitioners, and proposes the marketing strategies that are needed to respond to the changes in the market with the growing influence of postmodernity. Discusses directions for future research.

Essentials of Services Marketing

Abstract: An overview of services marketing: the nature of services marketing fundamental differences between goods and services similarities and differences among service industries consumer behaviour in services marketing ethical issues in services marketing. Service strategy: managing the service experience - process issues promotion pricing issues managing in the physical environment people issues. Assessing and improving service delivery: defining and measuring customer satisfaction defining and measuring service quality service failures and recovery strategies customer retention developing company excellence.

ISO 9000: marketing motivations and benefits

Abstract: Reports a survey of the largest‐ever national survey of the international quality management system, ISO 9000 (BS EN ISO 9000), which has been installed in 95,000 companies internationally. Specifically, reports the marketing considerations which motivate companies to seek certification and the marketing benefits which accrue from certification. Mail surveys were carried out on 4,250 certificated organizations; 1,220 (28.7 per cent) responded. Marketing considerations were secondary in seeking registration, and outcomes related to profitability and process improvement were more highly valued than marketing benefits.

Standing Room Only: Strategies for Marketing the Performing Arts (Маркетинговые стратегии для сферы искусств)

Abstract: The authors apply the full spectrum of marketing principles to an industry that has long resisted them - the performing arts. Drawing on a wide variety of primary and secondary sources, the authors review all of the key marketing functions - from segmentation to pricing to public relations - in the context of arts management, illustrated through numerous examples. They argue that by embracing fundamental marketing principles and launching innovative marketing strategies, music, theater, and dance organizations can fulfill their artistic missions while building strong customer bases

“Relationship marketing” and the “markets‐as‐networks approach”—a comparative analysis of two evolving streams of research

Abstract: Predating the increased attention by marketing academics on relationship marketing, European marketing scholars developed a network approach to the study of industrial markets that is also based on relationships between seller and buyer as a fundamental concept. This article aims to analyse the similarities and the differences between relationship marketing studies and network studies. After comparative analyses of definitions, empirical and research foundations, attributes related to governance structures and to the marketing mix approach and of major issues addressed in the research agendas, the conclusion is: relationship marketing in its limited interpretation is just a development within the marketing mix approach. Relationship marketing in its extended interpretation is, or rather could become, close to the markets‐as‐networks approach. However the basic attribute in network studies of “embeddedness” is largely missing in relationship marketing. To develop relationship marketing as a generic concept...

Internet-enabled international marketing: A small business network perspective

Abstract: Many small businesses in the 1990s are compelled to compete beyond their comfort zone (local markets) due to the globalization and internationalization of the marketplace. At the same time, the commercialization of the Internet has created unprecedented opportunities for small businesses to engage in national and international marketing campaigns which could have been unaffordable due to the huge amount of resources required. This paper discusses why the Internet is particularly important for small business international marketing. It then investigates how small business network exchange can be initiated and supported using the Internet, which in turn provides a platform for international marketing. It abo explores strategies for carrying out marketing activities on the Internet, considering the different kinds of inter‐organizational relationships that exist within small business networks. Finally, it is argued that marketing is only one aspect of how small business networks can gain strategic advantage ...

Standardization of international marketing strategy by firms from a developing country

Abstract: Examines empirically the standardization of international marketing strategy from the perspective of Colombian exporting firms. Also investigates standardization of the finer aspects of the marketing mix variables than previous studies have addressed. In addition, links marketing standardization to Colombian firms’ export intensity. Suggests that Colombian firms appear to pursue different degrees of standardization with respect to different dimensions of their international marketing strategy. Also suggests that there are several relationships between marketing standardization and Colombian firms’ export intensity, and the nature and strength of each relationship depends on the specific dimension of marketing standardization being examined. Discusses the implications of these findings for research and management.

Marketing Engineering: Computer-Assisted Marketing Analysis and Planning

Abstract: I. THE BASICS. 1. Introduction. 2. Tools for Marketing Engineering: Market Response Models. II. DEVELOPING MARKET STRATEGIES. 3. Segmentation and Targeting. 4. Positioning. 5. Strategic Market Analysis: Conceptual Framework and Tools. 6. Models for Strategic Marketing Decision Making. III. DEVELOPING MARKETING PROGRAMS. 7. New Product Decisions. 8. Advertising and Communication Decisions. 9. Salesforce and Channel Decisions. 10. Price and Sales Promotion Decisions. IV. CONCLUSIONS. 11. Marketing Engineering: A Look Back and a Look Ahead.

Get linked or get lost: marketing strategy for the Internet

Abstract: Develops detailed marketing strategy recommendations for online commerce based on the general popularity of the Internet, the unique nature of doing business there, and how its attributes may be utilized for a successful marketing presence.

Markets of a single customer: exploiting conceptual developments in market segmentation

Abstract: Market segmentation has always had a very important place in the marketing literature. Besides being one of the ways of operationalizing the marketing concept, market segmentation provides effective guidelines for firms’ marketing strategy development and resource allocation among their diverse product markets. As market segmentation simultaneously addresses the roles of both marketers and customers, the segmentation concept has captured the attention of many scholars and practitioners alike in the field. Accordingly, within the last few years, a number of new developments have emerged in market segmentation. Although different terms or concepts may have been used by different researchers, the basic idea behind these developments has been to create more effective and efficient ways of reaching individual consumers in order to satisfy their unique needs and wants. Examines and conceptualizes the recent advancements in market segmentation and development studies and globally explores their managerial implications for marketing practitioners and researchers alike for orderly decision‐making purposes.

Are store brands perceived to be just another brand

Abstract: Proposes two hypotheses and tests them empirically: that consumers do not differentiate between store brands offered by competing stores; that store brand market share is consistent with chain penetration. To test the hypotheses, employs an experimental design using 350 subjects, and collects survey data from 923 respondents regarding store patronage behavior and brand choice. The first hypothesis received unconditional support. The second hypothesis received conditional support. Discusses implications for marketing strategy.

Enterprise One to One: Tools for Competing in the Interactive Age

Abstract: Don Peppers & Martha Rogers, Ph.D. (1997) Enterprise One to One: Tools for Competing in the Interactive Age, NY: Currency/Doubleday, ISBN: 0-385-48205-1. When I taught marketing strategy last fall, I had this student who already had a Ph.D. in pharmacology. As it turns out, this student was Steve Peppers, the brother of Don Peppers. Don Peppers, the one-man phenom of a rain-maker pitch man who was quite at home on Madison Avenue. When they were kids, Steve had competitively excluded Don from a newspaper route via strategic alliance (i.e., parents who forced Don to give Steve a chance). I'm guessing that this hasn't happened too often in Don's life. Having worked as Saatchi & Saatchi, Ciat/Day, Lintas: USA, and Levine, Huntley, Schmidt and Beaver, Don was a Madison Avenue mammal until the day he gave a talk in Toledo in 1990. The talk was on the death of mass marketing and in the audience was Martha Rogers, an assistant professor of marketing from Bowling Green State University. Don's talk not only made it to the advertising column of the New York Times, but it also pricked Martha's conscience about precisely why it is such a dead-end to teach Kotler. On the spot, the two began collaborating, producing first 77te One To One Future and then Enterprise One to One. Confession: I didn't finish The One to One Future So, when in class Steve (Don's brotiier) mentioned the book, I responded with finely honed academic tepid enthusiasm. Dimly, I recalled liking the book's introduction and the world-view, but as each chapter progressed, it seemed to become tangled in its own marketing minutiae. When, six weeks into the semester, the opportunity arose to have Don talk to my class, I took it, but without expectations. Don was stopping in St. Louis on his way home (Connecticut) from a one-week trip that included Mexico, Hong Kong, and...Iowa. Don opened his lecture with a 2x2 model that is the centerpiece of Enterprise One to One, but which does not appear until chapter 3 (see Figure 1). This model is meaningful because it makes sense of the changes in marketing that have been taking place in the last 15 years. The y-axis is the "skew" (in the statistical sense) of customer value. For example, airlines make 80 percent of their profit from 4 percent of their customers. The x-axis is differentiation of customer want, which in the case of air travel is low as people want to get safely from point A to B. When you cross these two dimensions you get a very interesting 2x2 matrix. In the lower left-hand comer you get businesses like Gas stations whose customers profit-homogeneous and who all want the same thing. This is THE QUADRANT that Kotler, McCarthy, etc. have been writing to since the mid 1960s. WHY TEACHING KOTLER IS LAME THE QUADRANT we've all been writing to, teaching and consuming from is in decline. The niche of marketing space is expanding and being split by new species of marketing more finely adapted to the nature of transactions costs and business payment models arising in the new competitive space. The Quadrant II marketing environment, with high differentiation of needs, naturally selects for target/niche marketing. Quadrant III is for 1-to-1 marketing and Quadrant IV is for frequency/loyalty marketing (see p. 65). So, mass marketing has become "clueless" because technical change is driving the y-axis up and the x-axis so far to the right that new marketing ecosystems have been created. So what? Well, "clueless" is what you are when you play by old rules when in a new ecosystem. When you think about it, the evidence of our cluelessness is all around. For example, Clancy and Schulman's (1995) Marketing Myths that are Killing Business, p. 64 "Myth: 39: The focus group interview is a serious marketing research tool..." Perhaps you too have witnessed a backlash, a resentment of, and even animadversion for marketing research and marketing researchers in the past 5 years. …

Breeding competitive strategies

Abstract: We show how genetic algorithms can be used to evolve strategies in oligopolistic markets characterized by asymmetric competition. The approach is illustrated using scanner tracking data of brand actions in a real market. An asymmetric market-share model and a category-volume model are combined to represent market response to the actions of brand managers. The actions available to each artificial brand manager are constrained to four typical marketing actions of each from the historical data. Each brand's strategies evolve through simulations of repeated interactions in a virtual market, using the estimated weekly profits of each brand as measures of its fitness for the genetic algorithm. The artificial agents bred in this environment outperform the historical actions of brand managers in the real market. The implications of these findings for the study of marketing strategy are discussed.

Small firm performance: assessing the interaction between entrepreneurial style and organizational structure

Abstract: Poor marketing is widely accepted as one of the key reasons to explain success and failure of small firms. There is less agreement, however, about whether these types of business should adopt a classic strategic management approach to marketing. Some writers are now proposing that an entrepreneurial marketing style is more appropriate in the smaller firm. Although this concept is gaining acceptance, there apparently exists no quantitative evidence to support the hypothesis that an entrepreneurial style will definitely enhance the overall performance of the small firm. Covin and Slevin (1988) have tested this hypothesis for large firms in the USA. Presents a project which aims to repeat their study in the UK SME sector and gain further understanding of the relationship between performance, style, structure and organizational capabilities. Demonstrates that a move towards being more entrepreneurial and adopting an organic management structure may assist overall performance. Reinforces the view that it is probably not wise to recommend owner/ managers should adopt an entrepreneurial style without also advising them to implement concurrent consideration of the appropriateness of their current organizational structure. Discriminant function analysis suggests that style and organicity may influence internal organizational capabilities in areas such as innovation, employee productivity and the management of quality. Recognizes that the study was, however, unable in the SME sector to validate the Covin Slevin hypothesis that only two forms of organization (conservative/mechanistic and entrepreneurial/ organic) can achieve high overall performance.

The five Vs ‐ a buyer’s perspective of the marketing mix

Abstract: Advances the case for a new marketing paradigm: a paradigm that is driven by the needs of the market, rather than the organization. Examines the notion of targeting, from the perspective of the buyer, a concept labelled by the author as “buyer disposition” ‐ the process undertaken by buyers when sourcing a product or service. Argues that the disposition of the buyer towards a product or service, or supplier, during the sourcing process can be represented by five criteria, termed the “five Vs”: value, viability, volume, variety and virtue. Proposes that the five Vs can be used in conjunction with the marketing mix to enable a supplier or provider to achieve a more detailed understanding of the buying process, and ultimately of product/service adoption. Argues that a fundamental understanding of buyers’ needs and wants, through the eyes of the buyer, will help to generate a stronger and more strategic focus on the achievement of marketing objectives.

Managing the image of your bank: the glue that binds

Abstract: Banking in Britain has suffered a crisis of identity in recent years. The British public’s favourable attitude towards the British clearing banks has declined along with a perception that standards of service have fallen and that building societies offer better standards of service. Argues that marketing and image research studies should be given the same attention as the monthly financial figures, should be treated with the same respect and should feed into strategic decision making. Suggests that financial institutions need to focus on five areas of activity, namely: strategic direction; legal threats to survival; capital management; succession; and protection and promotion of the corporate reputation. Outlines the benefits accruing from image and gives guidelines as to why and how a bank’s corporate image should be managed.

Intimacy or Intrusion? The Privacy Dilemma For Relationship Marketing in Consumer Markets

Abstract: The relationship marketing paradigm is gaining increasing credence in consumer markets. Marketers need to get close to their customers to establish exchange relationships, and this “intimacy” is achieved using database technology and direct marketing communications. However, in implementing relationship marketing in this way, the potential exists for the use of technology to result in invasions of individual consumer privacy. The literature on relationship marketing and privacy are reviewed, and the findings of six exploratory focus group discussions, conducted in the UK, are presented. The study suggests that what some consumers define as “intrusion” is similar to what has been called “intimacy” by marketers. Nine propositions are presented which reflect the implications of current approaches to relationship marketing in consumer markets. In particular, the integral elements of meaningful relationships are absent or inhibited as a result of consumer concerns over intrusions of their privacy. Thus, market...

Strategic marketing management: the case of Islamic banks

Abstract: Banks set up to operate in accordance with the Islamic Sharia’h principles have mushroomed in the last two decades. The basic difference between Islamic and non‐Islamic banks lies in the fact that the former operate on an equity‐participation system in which a predetermined rate of return is not guaranteed, whereas the latter’s operation is based on both equity and debt systems that are driven by interest. This essential difference resulting from the implementation of the Islamic Sharia’h principles, provides the incentive for Islamic bankers to search for different products/services to offer. Now the Islamic banking system is facing stiff competition not only from similar Islamic banks but also from Western banks disposed to modify their activities in accordance with Islamic Sharia’h principles, and is confronted with progressive forces pushing towards change. Change can be achieved by employing an effective marketing strategy. Assesses the effectiveness of marketing strategies by drawing on quantitative characteristics derived from a sample of Islamic banks from among a list of the top 100 Arab banks. Provides recommendations as to the measures to be adopted in order to improve the marketing effectiveness of the Islamic banks.

Emerging market conditions and their impact on first mover advantages: An integrative review

Abstract: Reports that, with sluggish growth in the developed markets of the world and increasing globalization, companies are turning to newly emerging markets for business expansion. Therefore, understanding entry strategies in emerging markets is likely to become an increasingly important issue for academic researchers and marketing practitioners. First movers are generally thought to garner fairly robust advantages over later entrants; however, the degree to which these advantages prevail in emerging markets is not known. Examines, by means of a literature review, the effects of emerging market conditions on first mover advantages. Advances several research propositions, based on the findings, presents a conceptual model, and identifies directions for further research.

Marketing Management: A Strategic Approach with a Global Orientation

Abstract: Chapter 1: Marketing And The Management Process. Chapter 2: The Strategic Role of Marketing. Chapter 3: Environmental Analysis. Chapter 4: Industry Dynamics And Strategic Change. Chapter 5: Consumer Marketing and Buying Behavior. Chapter 6: Organizational Markets And Buying Behavior. Chapter 7: Marketing Information And Marketing Research. Chapter 8: Marketing Segmentation And Market Targeting. Chapter 9: Positioning Decisions. Chapter 10: Business Strategies. Chapter 11: Business Strategies And Marketing Program Decisions. Chapter 12: Developing And Testing New Products And Services. Chapter 13: Pricing Decisions. Chapter 14: Distribution Decisions. Chapter 15: Promotion Decisions. Chapter 16: Personal Selling Decisions. Chapter 17: Strategies For New And Growing Markets. Chapter 18: Strategies For Mature And Declining Markets. Chapter 19: Implementing Business And Marketing Strategies. Chapter 20: Controlling Marketing Strategies And Programs. Appendix: Calgolia: A Strategic Approach To International Marketing.

The integration of marketing problem-solving modes and marketing management support systems

Abstract: To be effective, decision aids for marketing managers should match with the thinking and reasoning processes of the marketing decision makers who use them. The authors take a cognitive approach to ...