Showing papers on "Return on marketing investment published in 1985"

Marketing Strategy and Management

Abstract: PART I: MARKETING STRATEGY - Prologue - Marketing and Competition - Marketing and Competitive Success - Principles of Strategic Marketing Planning - Analytical Frameworks for Strategic Planning - Research for Marketing - PART II: THE MARKETING APPRECIATION - Macro-Environmental Analysis - Industry and Competitor Analysis - Customer Analysis - Internal (Self) Analysis - Matching - Putting it all Together - Product Differentiation and Market Segmentation - Positioning and Branding - PART III: MANAGING THE MARKETING MIX - The Marketing Mix - Product Policy - Packaging - Pricing Policy and Management - Distribution Policy - Promotion Policy and Management - PART IV: IMPLEMENTING MARKETING - Customer Service - Developing a Marketing Culture - The (Short-term) Marketing Plan - Implementation and Control - Current Issues and Future Trends - Recapitulation

The Marketing of Services: Managing the Intangibles

Abstract: Investigates the concept of product intangibility, considers its implications for marketing, and examines the way in which managers view intangibility and cope with its marketing consequences. Draws on existing literature and results of interviews with managers in service industries across a broad range. Provides evidence which strongly suggests that product intangibility has a profound effect on the marketing of services. Suggests, also, that there is a lack of guidance for service managers in relation to tackling the problems and making use of the opportunities created by intangible products. Proposes that marketing needs to address these problems by suitably adapting existing tools and providing new concepts to explain and manage intangibility correctly.

A Model of Marketing Mix, Brand Switching, and Competition

Abstract: The authors develop a model of brand switching which incorporates marketing mix variables, product features, and their interactions to examine patterns of brand competition. Two forms of the model ...

Marketing: Contemporary Concepts and Practices

Abstract: I. MARKETING: ITS ENVIRONMENT AND MANAGEMENT. 1. What is Marketing? 2. The Global Environment of Marketing. 3. Marketing Management and the Planning Process. II. UNDERSTANDING AND SELECTING TARGET MARKETS. 4. Marketing Research. 5. The Consumer Market and Buying Behavior. 6. Organizational Markets and Buying Behavior. 7. Market Segmentation. 8. Target Marketing. III. DEVELOPING PRODUCTS AND SERVICES. 9. The Product Offering. 10. Product Development and Management. 11. Services and Nonprofit Marketing. IV. DISTRIBUTION. 12. Marketing Channels. 13. Wholesaling and Logistics. 14. Retailing. V. PROMOTION. 15. The Promotion Effort. 16. Advertising. 17. Direct Marketing, Sales Promotion, and Public Relations. 18. Personal Selling. VI. PRICING. 19. Pricing Procedures. 20. Pricing Administration. VII. EFFECTIVE MARKETING STRATEGIES. 21. Marketing Implementation and Control. 22. International Marketing. Appendixes: A. Financial Analysis and Marketing Management B. Careers in Marketing. Glossary. Indexes.

Marketing Management: Strategy and Action

Abstract: Marketing planning and strategy. Defining and measuring marketing opportunity. Marketing strategy and marketing mix. Strategic marketing planning. Special areas of marketing management.

Has marketing failed, or was it never really tried? 1

Abstract: The author looks at the weak performance of Marketing in the UK over the past 30 years from a practitioners viewpoint. Four recipes for marketing disaster are identified: “thrust marketing, marketing department marketing, accountant's marketing and formula marketing”. The author concludes that marketing performance will improve when practitioners learn to recognise more easily areas of false marketing and theorists are able to define more clearly what marketing actually is.

Marketing Organisation: An Analysis of Information Processing, Power and Politics

Abstract: Part 1: The Organisational Dimensions of Marketing 1 Marketing and Organisational Structure 21 Theories of Organsiation and Decision Making Part 2: Marketing in the Organisation 3 The Departmentation and Positioning of Marketing 4 Responsibility, Power and Politics Part 3: Marketing Structures 5 Structures in the Marketing Organisation 6 Product Management, the Product-Market Matrix Part 4: Organisational Design for Marketing 7 Designing the Marketing Organisation 8 Organisational Strategy for Marketing

Marketing Information Systems: Their Current Status in Fortune 1000 Companies

Abstract: :A mail survey of Fortune 1000 firms reveals considerable variation in the designs of their marketing information systems, yet a uniformly high level of sophistication in regards to use of interactive systems and decision modeling. Many of the data-gathering and storage components of these systems are not computerized. The best decision support is at the upper and middle management level for planning and controlling the firm’s product offering. This top-level support indicates that the user possibly has a greater influence on system implementation than does problem structure.

Social Marketing: An Approach to Third-World Development:

Abstract: The major theme of this article is that social marketing can contribute to the improvement of living conditions in the third world The ease or difficulty of this task, however, will be determined by the existence of certain enabling conditions, precipitations circumstances and societal motivations in the countries of application

The question of value in social marketing: use of a quality-of-life theory to achieve long-term life satisfaction.

Abstract: . Economic theory fails to recognize value in social marketing, it is argued, because these beliefs are widely held: (1) social marketers do not consider consumer needs, (2) they are motivated by social welfare, (3) the price mechanism does not fully operate in the social sphere, (4) there is usually insufficient competition, and (5) social marketing is less effective in market control. Based on quality-of-life (QOL) theory, several normative principles are derived to guide the efforts of social marketers. One, QOL-means have to be determined by relating them to QOL-ends (long term satisfaction). Two, discrepancies between QOI, means potentialities and actualities have to be minimized. And third, social marketing programs designed to minimize those discrepancies have to be developed in such a way as to reduce negative environmental impacts.

Winning the battle for your customer

Abstract: The competition for the consumer's mind involves broadening the scope tools used to reach that consumer. Conventional marketing wisdom is that marketing strategy planning consists of two stages: 1. Determining the target market(s) and, 2. Determining the marketing mix to reach these target markets. Although the classic marketing mix of the right product, at the right place, at the right price, and with the right promotion is well known, it is target marketing that is the subject of this article. Through the use of three sophisticated concepts, the marketing manager can compete successfully for the consumer's mind. These three P's of marketing, which can be added to the well‐known four P's of the marketing mix—Product, Price, Place, and Promotion—can enable the marketingmanager to have an easy‐to‐remember mnemonic devicefor the business marketing plan. These three P's are 1. Personality, which became noticeable in the early 1980s; 2. Psychographics, which first attracted attention in the middle to late 1960s; and, 3. Positioning, which has been around since the early 1970s. These three P's lend themselves to presenting products to your customers in a language that speaks directly to their minds.

The Challenge of Teaching Marketing to Small Businesses

Abstract: Looks at the recent development of the teaching of marketing to the owners and managers of small business Considers the requirements of education of small businesses and the differences that arise Investigates the attempts of the marketing group of the University of Ulster, Northern Ireland, to meet these requirements Concludes that success for marketing educators can only be achieved by practising marketing in the design and conduct of their programmes

A Dynamic Analysis of Marketing Orders, Voting, and Welfare

Abstract: This paper presents a dynamic model of how profit-maximizing farmers would vote on marketing order rules given that new firms will enter, based on rational expectations (perfect foresight) about the path profits follow. Early entrants make large short-run gains while, in the long run, marginal firms break even. Welfare analyses under a dynamic model differ substantially from the static analyses normally reported. An evaluation of the profit and welfate effects of marketing orders requires explicit recognition of the gains to be made during the transition from a competitive equilibrium to a regulated equilibrium. This paper presents a dynamic model of how profit-maximizing farmers would vote on marketing order rules given that new firms will enter, based on rational expectations (perfect foresight) about the path profits follow. Most previous studies are static and have contrasted the competitive long-run equilibrium with the regulated long-run equilibrium. Virtually all of the studies on fruit and vegeta

The Status of Marketing in the UK Service Industries

Abstract: This article describes the status of marketing in the UK service industries based on a sample of 320 service companies. It draws comparisons between service marketing companies and product marketing companies in terms of marketing orientation and marketing practice. Some significant differences are found between the two types of companies and it is suggested that there is scope for increased marketing professionalism in many service industries; and a greater sensitivity to market needs is required as markets become more competitive.

Evidence on the Value of Strategic Planning in Marketing: How Much Planning Should a Marketing Planner Plan?

Abstract: What evidence exists on the value of formal planning for strategic decision-making in marketing? This paper reviews the evidence. This includes two tests of face validity. First, we use the market test: Are formal procedures used for marketing planning? Next, we examine expert prescriptions: What do they say is the best way to plan? More important than face validity, however, are tests of construct or predictive validity: What empirical evidence exists on the relative value of formal and informal approaches to marketing planning? The paper concludes with suggestions on the types of research that would be most useful for measuring the value of formal marketing planning.

The international marketing of technology: an interaction perspective

Abstract: The International Marketing of Technology: An Interaction Perspective More and more companies have resorted to a wide diversity of international operation forms in order to enter and develop foreign markets. This diversity has been one of the features of international marketing over the past decade. Even though it appears that the entry mode to internationalization is still via simple exporting, with perhaps a shift to foreign investment later on, alternative modes, with various patterns of sequential development have become stronger features of international business operations (Luostarinen, 1979). The variety has, as yet, not been adequately reflected in official statistics of trade, investment and service flows between countries.

The Marketing System and the Environment

Abstract: Gives a critical examination of “Markets” within the marketing environment, and suggests that the system of marketing can be described by two fundamental dimensions: activity and product. Presents a normative view of the relationships that exist between a marketing system and its environment. Proposes that the system is more effective in same conditions than in others. Indicates that the dynamics of marketing strategy and competitive advantage should be considered.

Corporate culture and the marketing concept: a diagnostic instrument for utilities

Abstract: Many factors influence a utility's ability to achieve success. This article addresses two of these factors - organization culture and the marketing concept. Essentially, successful organizations tend to have strong, externally focused cultures. The marketing concept can help a utility obtain and maintain an appropriate external focus. A variety of cues helpful in diagnosing a corporate culture are presented in this article. The possibilities for a culture survey are described. Techniques are cited that consultants use to help determine, first, whether a utility needs the marketing concept and, second, the degree to which a utility has adopted and implemented the marketing concept. 9 references.

Organisational Decision Making and Industrial Marketing

Abstract: Provides a new paradigm capable of integrating and developing research, which, it proposes, gives a better understanding of industrial buyer behaviours. Concludes that the model provided can be used by practitioners as a basis on which to form their marketing message, but not its style of delivery or specific direction.

Analysis of Selected Marketing Strategies: A Whole-Farm Simulation Approach

Abstract: A detailed whole-farm simulation model capable of simulating stochastic daily cash and futures prices was used to evaluate alternative marketing strategies for a Texas High Plains cotton farm over a ten-year planning horizon. Stochastic dominance with respect to a function was used to rank the alternative marketing strategies for risk-averse and risk-neutral producers. Results indicated that risk-averse producers would prefer hedge and hold marketing strategies over discretionary hedging strategies. Sellers' call contracting was not highly preferred by either risk-neutral or risk-averse producers.

Marketing Planning for Maximum Growth

Abstract: Originally written as a workshop manual with the intention of closing the gap between current accepted marketing planning concepts and actual management practice, this special issue is a clear, methodical guide to the planning process covering corporate goals, market analysis, competitive comparison, internal allocation, SWOT analysis, strategies and tactics, marketing plan evaluation, and controls and measurements. Included are 32 worksheets to encourage systematic organisation of relevant information. The text's method relies on the shared experiences of managers, and has been successfully used in diverse areas, from computers and banking to industrial packaging.