Showing papers on "Relationship marketing published in 1975"

Marketing as Exchange

Abstract: T HE exchange paradigm has emerged as a framework useful for conceptualizing marketing behavior. Indeed, most contemporary definitions of marketing explicitly include exchange in their formulations.' Moreover, the current debate on "broadening" centers on the very notion of exchange: on its nature, scope, and efficacy in marketing. This article analyzes a number of dimensions of the exchange paradigm that have not been dealt with in the marketing literature. First, it attempts to show that what marketers have considered as

Successful direct marketing methods

Abstract: Section One: Direct Marketing Essentials Chapter 1: The Scope of Direct MarketingEconomic Impact of Direct MarketingDirect Marketing DefinedThe Basics of Direct MarketingOne-to-One and Customer Relationship MarketingIntegrated CommunicationsCase Study: E*Trade Securities Inc. Pilot Project Key PointsChapter 2: Business, Strategic and Direct Marketing PlanningThree Key Strategic QuestionsThe Strategic Business PlanThe Strategic PlanThe Direct Marketing PlanThe Creative Strategy PlanCase Study: Wells Fargo BankPilot ProjectKey PointsChapter 3: The Impact of Databases What is a Database?Sources of InformationDatabase Marketing and Customer RelationshipsCustomer Relationships and Lifetime Value (LTV)Accessing Data through Data Warehouses and Data MartsUsing Data Mining to Make DecisionsTaking Your Database GlobalDatabases Raise Privacy IssuesCase Study: 3Com: Building a Global DatabasePilot ProjectKey PointsChapter 4: Consumer and Business Mailing Lists Mailing List BasicsTypes of Mailing ListsProfilingList Selection GuidelinesRenting Mailing ListsEvaluating Mailing ListsList HygienePrivacyCase Study: Staples Direct BackgroundPilot ProjectKey PointsChapter 5: The OfferFactors to ConsiderSelecting Response ChannelsAn In-Depth Look at Unique OffersMerchandising the OfferShort- and Long-Term Effects of OffersWays to Hype ResponseDanger of OverkillCase Study: Simple Pleasures LightPilot Project Key Points Section Two: Media of Direct Marketing Chapter 6: MagazinesTesting Regional EditionsPilot PublicationsBind-in Insert CardsBingo CardsMagazine Advertising Response PatternTiming and FrequencyDetermining Proper Ad SizeFour-Color, Two-Color, Black and WhiteThe Position FactorHow to Buy Direct Response SpaceCase Study: State FarmPilot ProjectKey PointsChapter 7: NewspapersNewspaper PreprintsSyndicated Newspaper SupplementsLocal Newspaper MagazinesComics as a Direct Marketing MediumDeveloping a Newspaper Test ProgramThe Position FactorColor versus Black and WhiteCase Study: Outsourcing a Newspaper CampaignsPilot ProjectKey PointsChapter 8: TV/RadioBroadcast ApplicationsInfomercialsRadioVideocassettesBasic Broadcast ConceptsBuying TimeCreating for Direct Response TVCreating for RadioTV in the Multimedia MixCase Study: Surety Inc.Pilot ProjectKey PointsChapter 9: Co-opsGetting Co-ops ReadConsumer Co-opsBusiness-to-Business/Professional Co-opsOther Channels of DistributionWhy Offer Coupons?Co-op Testing RulesCase Study: WEB Direct Marketing/Hanover HousePilot ProjectKey PointsChapter 10: Telemarketing/Teleservices A Study of Human PerceptionTeleservice ApplicationsInbound TeleservicesOutbound TeleservicesHiring: The Lifeblood of the Call CenterThe Mathematics of TelemarketingPrivacy and RegulationCase Study: Airborne Freight CorporationPilot ProjectKey PointsSection Three: Internet Direct MarketingChapter 11: Overview of Internet Direct MarketingInternet ApplicationsFast Growth, Empowered BuyersPrivacy-A Growing ConcernDirect Marketing and the Internet: A Perfect MarriageThe Benefits of E-CommerceOnline Business ModelsConsumer E-Commerce GrowthBusiness to Business E-Commerce GrowthE-CommunicationsE-Care: On-line Customer Service A New Frontier: Wireless Internet ApplicationsCase Study: Dell ComputerPilot ProjectKey Points Chapter 12: E-CommunicationsUsing E-Communications to Build Customer PerceptionsBanner AdsBanner Ad Success Borrows from Direct ResponsePlanning Banner Ad Campaign ObjectivesMedia Planning and Testing Using E-Mail in Internet Direct MarketingCreating Effective E-Mail PromotionsCase Study: Autobytel.comPilot ProjectKey PointsChapter 13: E-Commerce Channel Conflicts ExistRedesigning Customer Business Processes for E-CommerceThe Buyer/Seller ModelE-Care: The Care and Feeding of Online CustomersCase Study: Barnes & NoblePilot ProjectKey PointsSection Four: Managing the Creative ProcessChapter 14: Creating Direct Mail AdvertisingThe Letter is King of the PackageEleven Guidelines to Good CopyWriting Letters to FormulaThe Seven-Step Formula for Winning LettersThe Problem-Solving Strategic ApproachOther Elements of the Classic Mailing PackageHow to Improve a Good Mailing PackageClassic Mailing Packages Get ResultsCase Study: Illinois Lottery Birthday Program Pilot ProjectKey PointsChapter 15: Creating and Managing CatalogsCore Competency #1: MerchandisingCore Competency #2: Positioning the CatalogCore Competencies #3 and #4: New Customer Acquisition and Customer List CommunicationCore Competency #5: Creative ExecutionCatalog Competency #6: Catalog FulfillmentCatalog Competency #7: Catalog Database StrategiesCatalog Competency #8: Analysis-the Numbers Side of CatalogsCataloging and the InternetThree Factors of Online SuccessThe Future of CatalogingCase Study: Children's Memorial HospitalBackgroundChallengeSolutionResultsPilot ProjectKey PointsChapter 16: Creating Print AdvertisingVisualizing the ProspectWriting the HeadlineSelecting Advantages and BenefitsClassic Copy Structure Other Ways to Structure CopyEstablishing the Uniqueness of Your Product or ServiceCase Study: Prevention Magazine Pilot Project Key PointsSection Five: Marketing to BusinessesChapter 17: Business to Business Direct MarketingValue-Added Direct MarketingListening to the Customer's VoiceContact Channels and Communication StrategiesBuilding the Customer CenterCultivating Customers and Acquiring New CustomersMeeting the Challenges of Our DecadeCase Study: Contract Office ProductsPilot ProjectKey PointsChapter 18: Managing a Lead-Generation ProgramThe Role of the Internet in Generating and Managing LeadsToday's Sales Force: People or ProcessTypes of Lead-Generation ProgramsPlanning Successful Lead-Generation ProgramsOther Ingredients of an Effective Lead-Management SystemUnderstanding the Art of CommunicationAdjusting Quality and Quantity of LeadsCapacity PlanningLead Flow Monitoring and Contingency PlanningLead Classification and ScoringInquiry Processing Cost AnalysisTracking and Results Reporting Decision Support ToolsSample Reports for Sales ManagersSample Reports for Advertising ManagersCase Study: Allstate Insurance Company Life Pilot ProjectKey Points Section Six: Marketing IntelligenceChapter 19: Modeling for Business Decision SupportThe Purpose of Modeling: Looking Back in Order to Look AheadCustomer and Prospect ModelingDefining the VariablesUseful Modeling Techniques Modeling: Expensive, Essential, and Not for Statisticians OnlyCase Study: Benefiting from Predictive Modeling with DatabasesPilot ProjectKey PointsChapter 20: Mathematics of Direct Marketing Single Transaction Costs and Contribution to Marketing Costs and ProfitsKey Performance Indicators Setting the Market InvestmentContinuous Revenue RelationshipsInquiry Conversion ProgramsEngineering a Direct Marketing BusinessCase Study: The Dressing Under Duress Society or DUDSPilot ProjectKey PointsChapter 21: Innovation through Creativity and TestingCreativity and Being CreativeBrainstormingCreative StimulatorsTest the Big ThingsHow to Test Print AdvertisingTesting Hypotheses in Print AdsTesting OnlineCreativity and Testing, Not Creativity versus TestingCase History: Yamaha PianoPilot ProjectKey PointsChapter 22: Research for Direct Marketing Research and Testing: A Complementary ProcessTesting and the Total Marketing Research ProcessPrimary and Secondary ResearchDirect Marketing Research for Consumer ProductsUsing Attitudinal Research to Profile Target Audiences and Product CategoriesUsing Attitudinal Research for Customer SegmentationResearch for Business-to-Business ApplicationsPrimary Research for Marketing and Creative DevelopmentThe Future of Research in Direct MarketingCase Study: Latina Style MagazinePilot ProjectKey PointsAppendix: Careers in Direct MarketingCareers in Direct Response Advertising AgenciesCareers in the List FieldCareers in Database MarketingCareers in Catalog MarketingThe Newest Direct Medium: The InternetCareers in TelemarketingCareers in Customer Acquisitions and RetentionCareers with SuppliersYour First JobAdvancing in Your Career: What Skills Will Be Needed?How Do I Get Started?Where are the Jobs and How Can I Find Out about Them?Job Banks/On-line ResourcesA Word about SalariesMarketing YourselfGlossary About the Authors

Marketing for managers

Abstract: This is, like most marketing books, a product of a USA writer with a USA reader in mind. If it were a UK product perfectionists might question the title in the light of The Trade Descriptions Act because it is not a book for most managers but rather for those managers who have an above average interest in marketing. Indeed, if a significant proportion of those who call themselves managers studied their speciality in this depth the current criticism of UK managerial performance would probably not be made. The problem of addressing the generalist is referred to in the preface and the minimisation of footnotes is a great help but the author, clearly an enthusiast, has not entirely succeeded in living up to his excellent ideals.

Social aspects of marketing

Abstract: Professor Webster's stated objectives concern the need for \"synthesis, systematic analysis and analytical structure\" in the social-environmental area. Against most of these objectives, his book measures up exceptionally well. In terms of content and readability, it may well be the best available book of this type. Yet the opportunity to build a comprehensive, integrative, conceptual framework was missed and the book is somewhat fragmented. In fairness, there is considerable implicit conceptualizing and parts of chapters include significant synthesis not previously available. The discussion is comprehensive except for the unfortunate omission of social issues related to pricing, distribution, and marketing research. The initial chapter, although adequate, is unfortunately the book's weakest section. Consumerism as defined here is too broad, and different aspects of consumerism overlap with the causal forces. As an overview, the chapter is fragmented. Chapter 2, \"The Consumer,\" although not well integrated into the book, presents a very good and concise treatment of changing consumer socioeconomics. It includes a good statement about disadvantaged consumers, although, overall, the book pays little attention to the ghetto marketplace. The third chapter reviews and evaluates the critics' charges against advertising, uses a buyer behavior model to evaluate advertising, and reviews current trends in advertising regulation. The defense of advertising may be overdone, and an already excellent chapter could be improved by discussing the role of personal selling in marketing communication. Chapter 4 is an excellent chapter with comprehensive coverage of product-related social issues such as resource utilization, quality and safety, and product disposal. An important strength is the use of the previously reported concept of a \"socio-ecological\" product, emphasizing the need to consider the long-run stream of product-related costs and benefits to society. The author takes a position on controversial issues, assumes risk by suggesting trends, and cites numerous implications for marketers. The fifth chapter is a very good, example-filled review of the literature related to marketing in notfor-profit organizations. Causal forces behind the growth of nonbusiness marketing are cited, a fragmented list of approaches to the topic is given, and generic marketing is discussed and then abandoned for a more limited view. The potential negative effects of social marketing are not discussed. The final chapter, \"The Marketing Concept Reexamined,\" is an excellent discussion of the major implications of the first five chapters. The first half of the chapter is a solid discussion of consumerism. The rest is a stimulating and certain-to-be-debated section that asserts that the marketing concept as currently defined is premised on too much optimism about resolving profit goals, individual consumer needs, and the public's long-term interest. Consequently, Professor Webster calls for a new professionalism, with marketing managers actively defining the public interest (the revised marketing concept) and making decisions accordingly. Possible negative effects of this, such as limiting product choice, are not considered. This book should be required reading for introductory and graduate courses relying on textbooks with inadequate treatment of social aspects, and for senior-level social/environmental courses. It should also be read by businessmen, for, with respect to short-run impact, this may be its greatest potential.

Social Marketing: What makes it different?

Abstract: After briefly reviewing the recent development of interest in social marketing, some areas where it differs from business marketing are explored. “Social” and “societal” marketing are said to be distinct developments but both have substantial implications for the marketing concept. Four distinct types of social marketing are identified depending largely upon the marketeer's sources of financial support.

Optimal development budgets tied to the marketing mix

Abstract: The purpose of this paper is to forge a link between optimal levels of the three principal marketing mix instruments—price, promotion and product quality—and the development expenditures devoted to the quality improvement of a firm's existing product. Using the latest operational marketing mix model which prescribes quantitatively what the optimal quality of a brand should be, a simple function relating this optimal quality to desirable development outlays is suggested and some of its implications are explored.

Marketing Case Studies

Abstract: This chapter includes three case studies used by the Institute of Marketing in its final Marketing examination paper for the Diploma in Marketing, Marketing III.

Marketing’s Role in Construction Firms

Abstract: Construction firms that survive and prosper in the more competitive and dynamic market now developing will need more effective marketing practices to supplement innovative construction management, and to continuously adapt their outputs of construction services to changing customer needs. The seller's market for construction services is being replaced by a buyer's market in which customers are more discriminating about the services they purchase and the firms that perform them. Now management must focus on customers' needs, and developed service capabilities for selected customers plus communications and pricing strategies that are mutually beneficial. This marketing planning process is enhanced if management perceives its firm as a marketing system in which the firm inputs knowledge about changing environmental factors and market needs as a basis for making strategic marketing mix decisions that adapt the firm's service outputs to dynamic market forces. /ASCE/

A Conversational Marketing Mix Exercise

Abstract: The exercise presented here is a conversational adaption of an earlier version of a marketing decision exercise (1). It requires a student to develop a marketing mix which will maximize short run profits. The exercise is designed to meet a number of primary and secondary teaching objectives and has been used in marketing principles courses at both the graduate and undergraduate levels. It has also been used in marketing decision models courses which examine the exercise’s model and the calculus methods used to solve for optimality.

The Nature and Scope of Marketing Logistics

Abstract: In recent years great emphasis has been placed on looking at various aspects of management, and indeed the total management process, from a systems perspective. In its simplest terms this implies an approach to organisation and decision-making in a company which emphasises the relationships between the various functions and departments within the company, rather than the functions and departments per se as separate and discrete activities. For example, there are obvious advantages in standardising a product range from a manufacturing point of view, since this enables economies to be derived on the shop floor: long production runs are feasible, the number of different types of machines and operator skills is likely to be lower, and re-tooling becomes less of a problem. However, such a decision has equally apparent implications from the viewpoint of the sales or marketing manager, who may see a number of serious disadvantages resulting from a restriction of product variety: customers tend to be dissimilar in their product requirements because their needs or their problems are different, and therefore sales are likely to be enhanced if a more bespoke product range is offered. Clearly, in this situation (which is present in all manufacturing companies in one form or another) the ‘best’ decision must take into account the effects on both production and marketing efficiency. Rather than become involved in a discussion of holistic theories of the firm, we may assume that the ‘best’ decision is one which contributes most effectively (most economically) to corporate profit objectives.