Showing papers on "Return on marketing investment published in 1978"

A Service‐Orientated Approach to Marketing of Services

Abstract: Looks at the author's research among several companies in Sweden and Finland with regard to market‐orientation of service as against physical goods. Found the main difference between them was the difficulty of developing a concrete, tangible service offering. Points out that many experts believe service marketing must differ from goods marketing, but, nevertheless, no radical effort to develop a marketing theory, or ever some marketing concepts, for service firms aiming at solving their problems, seems to have been made — service industry companies deserve a better deal. Discusses this related matter and suggests marketing mix planning to support a hypothetical framework. Investigates, in depth, service industries and their characteristics and weaknesses, accessibility, human resources, auxiliary services and intra‐corporate elements. Presents two case studies — one inclusive tours marketing and the other barber's shop marketing. Concludes that concepts and models for marketing mix planning do not seem applicable in service industries — but further research is required — such as a consumer study.

The R&D/marketing interface: Results from an empirical study of innovation projects

Abstract: Explores the effect of organizational factors which characterize the interface between marketing and R&D, with respect to the innovation process. The basic premise is that the degree of collaboration/integration between functional units, such as marketing and R&D, has a profound influence on the success/failure outcome of innovation projects in industrial settings. Several important variables which influence the quality of the R&D/marketing interface are defined. These variables are related in an overall model which identifies several actions managers can take to improve the quality of the interface.

Marketing and Public Relations

Abstract: * Marketing people are increasingly interested in incorporating publicity as a tool within the marketing mix, although this tool has normally been controlled by public relations. * Public relations people are growing increasingly concerned with their company's marketing practices, questioning whether they "square" with the company's social responsibility. They seek more influence over marketing and more of a counseling and policy-making role. * At the same time, a new corporate function called public affairs has split off from public relations, causing some confusion as to the scope of public relations.

The fundamentals and practice of marketing

Abstract: Part 1 The fundamentals of marketing: what marketing is all about gathering facts for marketing the right mixture and the vital spark the ever-changing product the search for new products where price comes in getting the goods to the customers the message and the medium where the marketing department comes in the changing climate of marketing. Part 2 The practice of marketing: what marketing research can do how marketing research works how personal selling works how selling is managed what advertising and sales promotion can do how the advertising business works how sales promotion works how international marketing works how marketing planning works.

Marketing Management - Strategy and Cases

Abstract: Why Marketing Is Important Marketing Strategy Customer Analysis Segmentation and Positioning Measuring and Forecasting Market Opportunities Product Development and Testing Product and Brand Management Services Marketing Pricing Distribution Advertising and Sales Promotion Sales Management International Marketing Marketing Planning and Implementation Marketing and Society.

The Marketing Concept In The U.S. And The USSR: An Historical Analysis

Abstract: This paper traces the evolution of marketing thought in the United States and Russia and advances the argument that the marketing concept is not unique to free-market systems. Rather the acceptance and application of the marketing concept seems inevitable in any society which advances to the point where it has: (1) a high degree of specialization and division of labor in production, (2) a reward system based on generalized purchasing power, i.e., money, and (3) significant amounts of discretionary income in the hands of consumers.

Gotterdammering for Marketing

Abstract: WHILE external signals increasingly suggest the likelihood of radical environmental shifts, most U. S. marketers continue to extrapolate a future based essentially on a relatively stable and comfortable past. The dangers of such a practice have been placed in a broader managerial perspective by C. Northcote Parkinson in his tongue-in-cheek but eminently sensible work1 arguing that when organizations approach their peak of development, they tend to exchange ideological drive for institutional trappings. Despite the unquestioned success of marketing in business and in some nonbusiness enterprise, and despite the fact that it has become a dominant cultural phenomenon, there are strong portents that U. S. Marketing may already be in a state of institutional arteriosclerosis (if I may further mix the mixed metaphors of the article's title and subtitle!). In order to identify directions for future marketing development, I have systematically reviewed and analyzed hundreds of articles, speeches, books, and monographs bearing on the subject, principally those published during the past five years. These sources have been compared with broad environ-

An evaluation of a new zealand marketing board's supply diversion strategies

Abstract: It appears that the agricultural economics literature lacks much evidence upon which we can judge the performance of statutory boards as marketing institutions. This paper reports the achievements of the New Zealand Apple and Pear Marketing Board in two areas of supply diversion—the allocation of fruit between fresh and process markets, and the allocation of fresh fruit sales over time. Results indicate that the Board has achieved considerable gains for producers in the first of these areas, while in the second its behaviour has favoured consumers.

A Comparison of Marketing Strategies for Potatoes in Upstate New York

Abstract: A long-standing problem in agricultural marketing is the question of "optimal" marketing patterns for a seasonally produced crop. When futures markets exist, agricultural economists have often recommended their use to improve marketing decisions, but farmer use of futures as an aid to marketing is not common. This paper considers the potential benefits to upstate New York farmers of hedging using Maine potato futures contracts. Benefits are defined in terms of the mean and variance of returns from alternative marketing strategies for potatoes. A portfolio approach is implicit in the analysis which also relies, in part, on the formulation of a simple price-forecasting model.

Objectives and Performance Evaluation of Marketing Boards

Abstract: Discusses marketing boards which have responsibility for directing and guiding major branches of agriculture in countries and are prominent in England, Canada, Australia, New Zealand, Israel and The Netherlands, in addition to some developing countries. Shows marketing boards to be flexible, using wide ranges of farm products, under differing conditions, and can serve different functions. Concentrates primarily on marketing boards and their responsibility for major functions in this article. Defines a marketing board as a compulsory organisation by the government to act as a central marketing authority, operating usually in a specific branch of agriculture, as a coalition of firms and organisations with varying interests and objectives. Aims, first, to analyse and clarify basic objectives of a marketing board; and second, concentrates on recommendations. States there are five basic goal areas in which specific objectives are needed and these are: profitability; productivity; market development; social responsibility; and innovation, goes on to explain these fully. Regarding recommendations these are also listed and discussed individually, and are mentioned above but with different conclusions, of course. Sums up that the five major areas common to most marketing boards have been identified — these goal areas are derived from the concept of a societal marketing board and represent intersectorial interests of the legislative or public representatives.

A Structure of Operational Marketing Research

Abstract: Structures alternative methods used to determine marketing's quantitative pressure effects for retailing, consumer and industrial markets. Suggests manufacturers try to convince retail outlets that it should not only stock their products, but should also have them on prominent display. Proposes that both wholesalers and retailers will more likely stock products that are widely advertised believing that sales will be higher for heavily promoted products. States after‐sales service in some consumer markets (durables) might also be important so must be included, as it is likely to be more important even than advertising. Examines retailing's problems of trying to get customers to enter a shop and looks at ways and means of doing this. Uses a study of a chain of carpet shops using figures for emphasis. Discusses also consumer marketing and the various methods of doing this. Covers industrial marketing, giving worked example. Closes by stating there are differences between industrial and consumer marketing, th...

Low-cost Marketing Analysis: An Alternative Technology

Abstract: Introduction This paper attempts to define and illustrate an approach to marketing analysis which reflects the needs, capabilities and resources of decision makers in organisations where no sophisticated, explicit marketing information systems exist, and where no advanced marketing research or model‐building is feasible. Typically, this is likely to include small and medium sized manufacturers operating in national and export marketing, rather than the large public corporations and multi‐national marketing companies. This is described as an alternative technology, an analogy drawn from popular usage, where the “technology” and sophistication of marketing research methods used, and the complexity of results produced, should be matched not only with the decision maker's needs for information, but also his resources and ability to handle information. The argument put forward is that we can distinguish between companies in terms of their economic development, in a similar way to the more familiar distinctions made between countries, and that this differentiation has important implications for the “technology” of marketing management information which is most appropriate. This viewpoint is justified in the first part of the paper, in terms of its relationship with marketing theory and management practice. Once the rationale of the alternative technology approach has been established, we can continue by looking at some of the practical applications of the concept. The approach is illustrated firstly, by looking at the use of basic sales data and some of the possibilities for creative analysis to isolate trends and to understand changes in the components making up total sales performance. Secondly, the alternative technology concept is illustrated by examining some of the qualitative and semi‐qualitative methods available for development to provide data on markets and their structure and trends, and the potential for co‐operative research in some markets. It is stressed throughout that these approaches can offer the decision maker useful data, but that it is important to validate these data before they are used. While this paper examines some of the main issues briefly, it is hoped that it will be seen as part of moves to give more rigorous attention to the marketing analysis and research needs of the less sophisticated firm and its marketing information system, which may be quite different in the real world to the needs of the larger organisation.

Tying Marketing Science with Marketing Practice

Abstract: The problems of achieving a successful interface between marketing science and marketing practice are numerous. Furthermore, they vary from subject to subject and from environment to environment. To avoid getting lost in this hall of mirrors, attention has been paid in this piece of research to four important subjects. First, a philosophical and organisational point of view is proposed about the proper role and funding structure for marketing research and marketing science activities. Next, some marketing science contributions to design issues are examined. In marketing, these are the ‘what kind’ questions about products, product lines, and associated market communications. Third, the ‘how much’ issue is discussed as it relates to total marketing expenditures and their allocations across the marketing mix. Having discussed some approaches to these ‘gut’ issues, the last section reviews in general terms the current state‐of‐the‐art in marketing science and some factors which may shape future developments. This synopsis deals mainly with the organisational problems of using marketing science.

Inventory Control and Marketing

Abstract: A recent article by Bartels presents a theoretic discussion of the need for avoiding the fragmentation of marketing and distribution. What follows is a rationalisation and description of a practical approach to an associating of inventory carrying costs with the field sales organisation within marketing thus closing the loop between marketing and physical distribution. The integration of inventory control and marketing, a phase of bringing marketing and physical distribution together, can be viewed as a problem of overall management. Top corporate executives have in recent years stressed the importance of cash flow management to all levels of management, not merely financial managers. A frequently mentioned, obvious variable in improving cash flow is improved inventory control interpreted to mean reduced inventory levels to meet given service levels, thus releasing cash for other uses. To achieve this objective of improved inventory control, one needs to involve decision makers affecting the levels of inventory, specifically the field sales organisation.