Showing papers on "Relationship marketing published in 1983"

The Marketing Imagination

Abstract: Preface to the New, Expanded Edition Preface to the Original Edition 1. Marketing and the Corporate Purpose 2. The Globalization of Markets 3. The Industrialization of Service 4. Differentiation -- of Anything 5. Marketing Intangible Products and Product Intangibles 6. Relationship Management 7. The Marketing Imagination 8. Marketing Myopia 9. Exploit the Product Life Cycle 10. Innovative Imitation 11. Marketing and Its Discontents Index

Consumer Behavior: Implications for Marketing Strategy

Abstract: Follow up what we will offer in this article about consumer behavior implications for marketing strategy. You know really that this book is coming as the best seller book today. So, when you are really a good reader or you're fans of the author, it does will be funny if you don't have this book. It means that you have to get this book. For you who are starting to learn about something new and feel curious about this book, it's easy then. Just get this book and feel how this book will give you more exciting lessons.

Marketing: Theory and Practice

Abstract: Acknowledgements - Preface - List of Tables - List of Figures - Evolution of the Marketing Concept M.J.Baker - The Need for Theory in Marketing M.J.Baker - Sources and Status of Marketing Theory S.Brown - Consumer Behaviour L.McGregor - Organisational Buying Behaviour S.Rajagopa l - Market Segmentation D.Littler - Marketing Research J.Webb - Modelling Markets P.Leeflang - Diffusion Theory & Marketing M.J.Baker - New Product Development S.Hart - Pricing A.Diamantopoulos - Channel Management S.Ennis - Marketing Communications K.Crosier - Analytical Frameworks for Strategic Marketing Planning D.Brownlie - Business to Business Marketing K.Bernard - Retailing S.Carter - Customer Care B.Donaldson - Consumerism D.Tixier - International Marketing M.McDermott & Chan - Marketing and Eastern Europe P.Ghauri - Relationship Marketing Chan & M.McDermott - Marketing, Theory and Practice in a Post-modern Era Cova & Badot - Notes and References - Index

Is Science Marketing

Abstract: Science is analyzed as a special case of marketing—the marketing of ideas in the form of substantive and methodological theories. The marketing mix, target markets, and marketing objectives are dev...

Marketing Theory of the Firm

Abstract: Marketing management is provided with a fundamental logic to guide strategic and operational planning. One descriptive element is a model of the customer. Other descriptive elements feed upon this ...

Regional-Spatial Analysis in Marketing

Abstract: Regional-spatial analysis should be part of the framework of micro-macro marketing, in order to fully portray the basic hetereogeneity and entrepreneurship of modern markets and marketing. In recen...

A Re‐Examination of Marketing for British Non‐Profit Organisations

Abstract: Examines marketing techniques used by British non‐profit organisations. Defines public sector and voluntary sector non‐profit organisation. Outlines the difficulties encountered in defining the marketing process in non‐profit organisations compared with normal business operations. Highlights four main areas of marketing for non‐profit organisations – research, promotion, pricing and distribution. Concludes that the non‐profit sector includes a number of organisations where ownership, structure and objectives do not correspond to the traditional model of business organisations. Affirms that British authors should view these dissimilarities as an opportunity to develop the marketing concept, marketing and marketing management in a much wider context than that of business marketing.

Critical mass and international marketing strategy

Abstract: Economies of scale have long been recognized as being important for the production side of international business. This article suggests that economies of scale can be equally critical in international marketing. This is illustrated by numerous examples in the areas of marketing research, product policy, promotion, and distribution. There are consequent implications for international marketing strategy.

Strategic Marketing: Linking Marketing and Corporate Planning

Abstract: Links two views in what has been labelled a strategic marketing perspective – this is defined as having the dual task of providing a marketplace perspective to the process of determining corporate direction, and guidelines for the development and execution of marketing programmes that assist in attaining corporate objectives. Implies that a marketplace perspective is an important, but not the only, ingredient in setting a firm's objectives. Concludes that the study has attempted to clarify how marketing and corporate planning could be linked by a strategic marketing perspective.

Price theory and the role of marketing science

Abstract: Professor Rao provides a comprehensive review of pricing research in marketing science. I will not repeat the details here, save to say that the review indicates a diversity of pricing research within the developing field of marketing science. Professor Rao's review and the other papers in this issue, from the second Rochester Conference on the interface of economics and marketing science, provide us with the opportunity to reflect on the continuing joint evolution of our two disciplines. As a marketing scientist who has found economic models and concepts useful in addressing marketing issues, let me comment on these evolutions from a marketing science perspective. However, as I portray these evolutions in the extreme, I note that the boundaries are fluid, with much overlap and merging of ideas and issues. Differences are in degree, not in fundamental philosophy. In the extreme, price theory in economics deals with how markets behave while price theory in marketing science deals with how managers should act. It is true that one must understand how managers behave in order to model market behavior and that one must understand how markets behave in order to advise managers. The difference is not in the comprehensiveness of the analyses but in the emphasis. A typical economic analysis will simplify the model of the manager's task in order to study the essential forces of the market. In contrast, the typical marketing science analysis will simplify the model of the market mechanism in order to study the essential profit impacts of the actions by the marketing manager. I will comment more on these simplifications later. Economics is a mature science with roots in the eighteenth century, when Adam Smith (1776) observed the English marketplace and formulated his famous "invisible hand" theory. Since then, the field has evolved in many rich and varied ways. A myriad of researchers has

Marketing Strategies for Hotels: A Cluster Analysis Approach:

Abstract: This article discusses major stages in the formulation of specific hotel marketing strategies and presents the results of a study to determine whether chain and independent hotels differ in their marketing strategy. Forty-six managers of chain and independent hotels in Britain were surveyed regarding their attitudes towards 16 marketing strategy variables and their responses cluster-analyzed. The clusters were found to have certain attributes of inherent similarity. Cluster analysis of the 16 variables revealed two distinctive phases in hotel marketing strategy: planning and implementation.

Marketing's Emergence in the New Banking Environment

Abstract: The authors examine marketing's traditional relationship to banking in the US banks and discuss why this role will change in the future. In particular, they outline a new role for marketing in banking and identify five changes which they believe will occur in relation to the marketing function, organisation structures, selling skills, pricing analysis and channels of distribution.

“Internal” Marketing Information in Manufacturing Firms

Abstract: There is an evident need for more detailed internal information in manufacturing firms. It must be accepted that even where the need is recognised by marketing staff, there will currently be difficulties in obtaining the needed information. This may be because of technical measurement problems and/or because of cultural views. However, until even surrogates for such information become available, marketing managers will be unable to market their organisation's distinctive competences because they will not even know what they are.

Social marketing: issues for consideration.

Abstract: PIP: Few social organizations have been able to incorporate all the essential components of successful marketing, namely, a customer oriented perspective, careful product development, segmented targets and programs, and an interative process of analysis, planning, implementation, and replanning. The lack of resources is part of the problem of moving forward into comprehensive social marketing. Social organizations may use marketing's 4 "Ps" -- product, price, promotion, and place, but often they must also contend with low visibility, lamentable budgets, little research, and lack of continuity. Several general problems confront marketing planners who try to transfer marketing approaches used to sell toothpaste and laundry detergent to promote concepts like family planning, smoking cessation, and nutrition. It has not been possible simply to apply commercial techniques for market analysis and segmentation or product, price, channel, and communication strategy and implementation to social programs. Evaluating program effectiveness is another area where commercial methods fail to readily apply. Contraceptive social marketing programs can point to quantifiable success measures of units sold and revenue received, but generally social marketers must gauge their longterm program objectives such as reduced fertility rates according to intermediary measures such as knowledge change or reported behavior. Currently, organizational design is being studied by several contraceptive social marketing programs. Trained marketing managers in key positions, a systematic marketing planning process, and careful monitoring and control are key program success ingredients that frequently are missing in social agencies where marketing activities and functions may not be fully understood. Many social organizations have established communication functions, but they are not conducive to the broader role that marketing must play if any significant impact is to result. Additionally, in the absence of competitive pressures found in the private sector, social organizations lack the personal accountability needed to foster the development of an effective marketing function. The challenges or problems confronting social marketing are not insurmountable. The application of the discipline for the promotion of social issues, ideas, and causes is likely to continue to grow. A need exists for a more common process of social agencies to apply marketing tools and techniques. Another need is for improved training of social marketing managers.

Banking on the Unbanked

Abstract: The growth and nature of bank marketing during the past decade has been a reflection of the intensity of competition for personal savings within the financial sector and the development of financial services. Early in the 1970s, various competitive pressures finally led banks to adopt a marketing concept, both in theory and practice. The authors examine the use of advertising as a marketing tool and then explore the significance of media selection in the approaches adopted by the UK banks to market segmentation.

Evaluating Hotel Marketing Effectiveness: The Audit

Abstract: Hotel management is increasingly looking for ways to evaluate marketing effectiveness. A system is needed to assess objectives, strategies, and performance. The Marketing Audit provides a workable, worthwhile tool for managers to assess current performances and long-range goals.

Training Marketing Professionals in the 1980s

Abstract: This article explains how effective training and education in sales and marketing has been developed by the Institute of Marketing in the UK. This is primarily offered as a service to British industry to improve competitiveness and performance. It also explains how the Institute helps to develop personal professionalism and career planning by offering an internationally recognised qualification — the Diploma in Marketing. Reference is made to current economic and trading prospects and the implications for designing and delivering education and training programmes, and the contribution that the marketing “professional” can make to the profitable development of a business. The article emphasises that “professionalism” must be based first on successful experience and second on gaining an approved marketing qualification.