Showing papers on "Relationship marketing published in 1991"

Marketing Services: Competing Through Quality

Abstract: Excellent service is the foundation for services marketing, contend Leonard Berry and A. Parasuraman in this companion volume to "Delivering Quality Service." Building on eight years of research, the authors develop a model for understanding the relationship between quality and marketing in services and offer dozens of practical insights into ways to improve services marketing. They argue that superior service cannot be manufactured in a factory, packaged, and delivered intact to customers. Though an innovative service concept may give a company an initial edge, superior quality is vital to sustaining success. Berry and Parasuraman show that inspired leadership, a customer-minded corporate culture, an excellent service-system design, and effective use of technology and information are crucial to superior service quality and services marketing. When a company's service is excellent, customers are more likely to perceive value in transactions, spread favorable word-of-mouth impressions, and respond positively to employee-cross-selling efforts. The authors point out that a service company that does relatively little pre-sales marketing but is truly dedicated to delivering excellent quality service will have greater marketing effectiveness, higher customer retention, and more sales to existing customers than a company that emphasizes pre-sale marketing but falls short during actual service delivery. The focus of any company, they insist, must be customer satisfaction through integration of service quality throughout the entire system. Filled with examples, stories, and insights from senior executives, Berry and Parasuraman's new framework for effective marketing servicescontains the key to high-performance services marketing.

Marketing‐orientation Revisited: The Crucial Role of the Part‐time Marketer

Abstract: Most of a company′s marketing is not carried out by the professional full‐time marketer but by the amateur part‐time marketer (PTM), who is omnipotent both inside and outside a company. The PTM influences customer relations and revenue without belonging to the marketing or sales department. Unless the PTM is recognised, marketing can never be efficient. Although this is in essence a matter of marketing‐orientation, which of course is not new, it has been found to be a much more profound and difficult issue to implant in organisations than is suggested by marketing textbooks. The purpose here is to identify current approaches to marketing‐orientation and organise them around one central concept, the PTM. In order to do so theory from three areas will be used: services marketing, the network/interaction theory of industrial marketing, and total quality management.

Relationship Marketing: Successful Strategies For The Age Of The Customer

Abstract: * Marketing is Everything * New Themes for New Marketing * Relationship Marketing: It All Starts with the Customer * Product Positioning: The Holistic Approach * Why Products Succeed: Why They Fail * Market Positioning: Developing Relationships * Communications: From Monologue to Dialogue * Corporate Positioning: Theres Only One Thing that Really Counts * Developing a Strategy: Knowledge Marketing and Experience Marketing * Things that Go Bump in the Night: The Ten Biggest Competitors * The LongRoad to Success: The Macintosh Story * Twenty-First Century Marketing * Test Your Marketing IQ

Market-Led Strategic Change

Abstract: The fourth edition of the best seller, Market-Led Strategic Change, confronts the real issues companies face in going to market effectively and profitably, including: * corporate social responsibility * marketing under siege * dominant customers and much else besides.In his witty and direct style, Nigel Piercy takes into account state-of-the-art thinking, including nine new case studies providing invaluable lessons from global firms: * Tata * EMI and the music business * Cloud computing * IBM * BAA * Rover cars * Tesco in the USA * Mittal and global steel * One-Laptop-Per-Child. The book confronts the critical issues now faced in strategic marketing: * escalating customer demands driving the imperative for superior value * totally integrated marketing to deliver customer value * the diffusion of Internet-related issues throughout marketing* managing processes like planning and budgeting to achieve effective implementationAt once pragmatic, cutting-edge and thought-provoking, Market-Led Strategic Change is essential reading for all managers, students and lecturers seeking a definitive guide to the demands and challenges of strategic marketing in the 21st century.Tutor Resource pack available at www.textbooks.elsevier.com

International Marketing: A Global Perspective

Abstract: Part 1: International marketing - motivation and process the challenge of globalization International Marketing - the Key to Success Part Two: Potential Market Assessment 3.: The Economic Environment 4.: Political and Legal Environment 5.: The Cultural Environment 6.: International Marketing Intelligence 7.: Determination of Attractive Markets 8.: The Firms Competitive Position Part Three: Basic Strategic Decisions 9.: The Global Strategic Position 10.: Management Systems for International Marketing 11.: The Market-Entry Strategy Part Four: Building and Sustaining the Global Position 12.: International Product Management:Product Policy Decisions 13.: International Product Management: Product Management Processes 14.: International Distribution Management 15.: International Sales Management 16.: International Marketing Logistics 17.: Pricing Decisions18.: International Market Communication 19.:The International Marketing Plan

Broadening the market orientation: An added focus on internal customers

Abstract: Though the marketing concept is the cornerstone of the marketing discipline, businesses typically describe only limited success in implementing it. An examination of the core pillars of the marketing concept points to limitations in the first pillar, the customer focus. This pillar is directed at the external customer, the person purchasing the firm's products and services with no attention to the internal customer, the employee. Whereas much attention has been directed to human resource practices in total quality management, marketers have overlooked its importance. This article describes an exploratory study based on in-depth interviews with corporate executives from a broad range of American organizations, which phenomenologically assesses the characteristics of the marketing concept and the employee activities that foster its implementation.

Strategic Marketing Planning

Abstract: Marketing auditing and SWOT analysis Segmental and productivity analysis Environmental analysis Customer and competitor analysis Market segmentation Formulation and implementation of marketing strategy.

A Stakeholder Approach to Marketing Management Using the Value Exchange Models

Abstract: The stakeholder approach and two value exchange models are offered as tools to assist market managers to strategically manage the marketing function. The stakeholder concept is introduced to aid in identifying all of the constituents and other stakeholders of marketing, both internal and external, and to more completely recognise the various stakes involved. The Corporate Value Exchange Model provides the means for integrating and quantitatively measuring the most important direct value exchange relationships with the constituents and/or indirectly among them; and the Individual Value Exchange Model is suggested for use in analysing interpersonal and other one‐on‐one value exchange relationships.

Marketing Orientation: More than Just Customer Focus

Abstract: As the wine industry globally is pushed towards a marketing orientation, what does this mean for companies and their managers and owners? Distinction should be made between market orientation and marketing orientation. Market orientation places the customer at the top of the organisational chart, yet in the wine industry the customer can be very fickle. As such it does not encapsulate the marketing concept of the matching process – it is not a marketing orientation. The true marketing orientation has evolved from a realisation of the inadequacies of production and sales orientation. Marketing orientation should give equal weight to customer demands and to company requirements. It must choose its markets and manage its own productive capabilities in order to achieve its goals in pursuit of a strategic policy. In the wine industry in particular, it is imperative for management that customer and company needs and wants should be correctly balanced.

Perspectives on marketing management

Abstract: Partial table of contents: Environment-Impacting Consumer Behaviour: A Framework for Social Marketing and Demarketing (G. Foxall) Green, Ethical and Charitable: Another Marketing Ploy or a New Marketing Era (B. Schlegelmilch) Marketing and Postmodernism: Opportunity or Aporia? (S. Brown) Capitalism Against Capitalism: Political and Economic Implications of Marketing Practice in Europe (C. Dussart) Contribution of the Experiential Model to the Analysis of Behaviour in the Cultural Field: A Conceptual and Methodological Approach (D. Bourgeon & M. Filser) Marketing Orientation: How to Grasp the Phenomenon (A. Dreher) Reconceptualizing the Marketing Mix (M. Rafiq & P. Ahmed) Total Quality Management (T. Tahir) Modifying the Power Balance in a High-Stakes Industrial Relationship (F. Mazet & C. Pardo) Index.

Innovation and the management of marketing in high technology small firms

Abstract: This paper initially attempts conceptually to integrate marketing into the total innovation process within high technology small firms. It is argued that an understanding of marketing problems can only be achieved when viewed in terms of other preceding stages in the innovation cycle, of which marketing is a key final act. The subsequent presentation of evidence from two recent research studies indicates that marketing has been neglected in a surprising number of the high technology small firms studied, in which there was a considerable reliance on unsolicited orders as a reactive form of selling. It is argued that this lack of marketing vigour is partly caused by a shortage of human and financial resources which frequently stem from expensive earlier stages in the innovation cycle (e.g. R&D). It is concluded that vigorous marketing would increase output and growth in several of the currently reactive instances. Thus, the paper concludes with suggestions for a more pro‐active policy on the part of governm...

Historical, Descriptive and Strategic Perspectives on the Construct of Product Commitment

Abstract: This article traces the historical roots of an important marketing construct: product commitment. The concept of product commitment is viewed first as a largely behavioural phenomenon of purchase consistency. Second, the concept is reinforced by vital cognitive and affective preference orientations towards the product category or specific brand. An examination of consumers′ product commitment levels yields a number of strategic implications for marketing management including the ability to manipulate marketing mix variables.

Pharmaceutical Marketing: Strategy and Cases

Abstract: Definitions and approaches to pharmaceutical marketing the social position of pharmaceutical marketing, marketing as an actualizing process, approach used in this text, the environment of pharmaceutical marketing technology environment, political environment, economic environment, legal/regulatory environment, economic effects of regulation, social environment, the pharmaceutical industry - institutions and characteristics the pharmaceutical industry, the buyers, substitutes, suppliers, potential entrants, conclusion, the customer markets - definition and strategies, consumers, prescribers, how the prescribers behave, conclusion, market and marketing research secondary data from commercial suppliers, company market and marketing research activities, marketing data analysis and interpretation, applications and uses, future considerations, strategy development in pharmaceutical marketing planning as a concept, business mission, marketing goals and objectives, corporate and competitive analysis corporate analysis, analyzing the competition, organization and control for strategic marketing, pricing strategy steps in strategy development, factors influencing price strategy, distribution "Place" considerations in the marketing mix the drug wholesaler, concentration of purchasing power, relationships within the distribution channels, conflict in the channels. Appendix: product product-scope strategy, new product strategy, product positioning strategy, product repositioning strategy, product elimination strategy, diversification strategy, promotion what to say, to whom should you promote your products?, where to promote, deciding how much to spend, strategic marketing in the 21st century.

Establishing Cross-Disciplinary Marketing Education:

Abstract: This article continues the dialogue about the proper breadth of the marketing curriculum. Specifically, we suggest that developing better links between marketing and other areas of business and fostering connections between marketing and liberal arts courses provide benefits to students, organizations, and society. Suggestions are made regarding pedagogy and necessary changes in the academic reward structure.

Relationship Marketing and Association Management

Abstract: Executives of associations, clubs, and professional societies need to understand and utilize a marketing oriented approach to managing their organizations. Marketing is not just selling a product; it is the sensitivity and commitment to align the organization's purpose to satisfying its members. Associations' success depends on maintaining its current members, attracting new members, and invoking involvement. Since associations do not usually offer a "product," it is necessary that they concentrate on presewing and serving their membership through quality service. This paper explains the importance of implementing a marketing orientation as well as the value of improving marketing efforts for associations.

Management of financial services marketing : issues and perceptions

Abstract: The aim is to identify those areas of marketing in the financial services sector that deserve to be given priority attention. A number of marketing areas are identified and assessed on their scope for improvement, the ease with which they can be changed and also on the sensitivity of the performance of the organisation to an improvement in the area. The perspective is that of senior financial services marketing managers. The managers picked out pricing policy as one factor deserving to be given the highest priority. Improvements here are possible and, in addition, will show up in better company performance. Two other factors considered to be worth priority attention are the customer interface and marketing influence, although both are thought to be more difficult to change than pricing policy. Improvements in the new product development strategy area, whilst likely to produce significant improvements in company performance, were the hardest of all to achieve.

Marketing Principles and Practice in the Accounting Profession: A Review

Abstract: The marketing advice published in professional accounting journals is compared with empirical research on client priorities and accountants′ marketing practices to date. The advice and client literature are found to be consistent in that both emphasise referrals, personal communications, practice specialisations and good working relationships. Accountants themselves also emphasised personal communication methods and referrals, although large firms tended to be more systematic and sophisticated in the practice of advertising and public relations. There is less empirical evidence on accountants′ marketing practices beyond their promotional activities. There seems to be little use of formal market research and limited authority given to those with marketing responsibility. It is concluded that both accountants and researchers should focus their attention on the ways in which the whole services marketing mix is used within the profession.

Marketing ethics: Some dimensions of the challenge

Abstract: We should seek an ethic internal to marketing arising from marketing's societal function, rather than imposing some “add-on” ethic. This suggests that marketing should enhance the information and the freedom the potential customer brings to the market transaction. Defining and achieving this information and freedom is difficult, but marketers suggest that the market itself drives out major violators, a suggestion less persuasive concerning increasingly complex goods and services. Marketing also is tempted to appeal to our baser, darker side. These problems are better addressed through self-regulation guided by a vision of advertising and business in the service of society, and by the marketer's own sense of integrity than through external regulation.

Relationship Marketing: Pursuing the Perfect Person‐to‐Person Relationship

Abstract: Uses a company study focusing on Lexus, a Toyota dealership, to examine the importance of person‐to‐person relationships in sales. Describes various features of the service strategy used by Lexus dealers. Concludes with figures demonstrating the success of the Lexus philosophy.

Improving R&D/marketing relations in technology‐based companies: Marketing's perspective

Abstract: The objective of this study is to identify and illuminate the factors Marketing managers see as most important in influencing the quality of the R&D/Marketing interface in technology‐based organizations. Eighty‐three Marketing Directors in seven technological industries participated in the study. The research study was guided by such questions as: What causes R&D/Marketing interface problems? What can R&D and Marketing both do to improve their relationship? What role can senior management play in creating greater co‐operation between these two important groups? Several implications involving behavioural, cultural, and organizational changes are given to facilitate healthy, productive intergroup relations between R&D and Marketing.

Perceptions toward Marketing Higher Education: Do Academic Disciplines Make a Difference?.

Abstract: The emphasis in marketing higher education has been on the promotion component of the marketing mix. The other three marketing mix components have been neglected for the most part. This paper deals with the product component. More specifically it presents the results of an exploratory study regarding academic deans' (a key participant in the product component) perceptions of marketing higher education.

Priorities in services marketing

Abstract: An attempt is made to identify those areas of marketing activity in the services sector that deserve to be given priority attention. A number of marketing areas are identified and assessed on their scope for improvement, the ease with which they can be changed and also on the sensitivity of the performance of the organisation to an improvement in the area. The perspective is that of senior marketing managers in the services sector. The managers picked out “pricing policy” as one factor deserving to be given the highest priority. Improvements here are possible and, in addition, will show up in better company performance. Three other factors were also thought to deserve priority attention: customer interface, marketing department influence and new product development strategy. The marketing managers considered that these too would produce better company performance if improved, although somewhat more difficult to change. Overall the managers indicated the importance they attach to those of their activities that affect the quality of the customers′ interaction with the company and its employees.

The Evolution of Marketing Theory in the United States and Europe

Abstract: The focus is an examination of the evolution of marketing theory and the role the study of marketing theory plays in the marketing education process. In addition, the question whether the status of marketing theory differs among American marketing academicians and their European colleagues is examined.