Showing papers on "Return on marketing investment published in 1986"
TL;DR: The marketing concept has been misunderstood and misused over the years as mentioned in this paper and it is not obsolete nor is it the optimal managerial approach to marketing. The marketing concept is restated in a way that m...
Abstract: The marketing concept has been misunderstood and misused over the years. It is not obsolete nor is it the optimal managerial approach to marketing. The marketing concept is restated in a way that m...
588 citations
TL;DR: In this article, the authors present an overview and evaluation of the standardization debate in international marketing, focusing on the desirability and feasibility of standardizing marketing programs and procedures.
Abstract: A fundamental question in international marketing concerns the desirability and feasibility of standardizing marketing programs and procedures internationally. The primary objective of this paper is to present an overview and evaluation of the standardization debate. Central issues of interest include a discussion of the standardization construct and an evaluation of the evidence regarding corporate implementation of standardization strategies.
214 citations
TL;DR: In this article, marketing mix elements serve as a framework to discuss strategic issues relevant to this category of consumer, and they are used as a starting point for a discussion of consumer experience.
Abstract: Product enthusiasts, increasingly prevalent in American society, represent significant marketplace forces because of their high levels of information seeking, opinion leadership, and innovativeness. For marketers to best serve these consumers, many commonly used marketing strategies must be altered or adapted. In this article, marketing mix elements serve as a framework to discuss strategic issues relevant to this category of consumer.
192 citations
TL;DR: In this article, the authors investigate the marketing concept and where it can be found, plus the difference in eras and thoughts, and conclude that marketing practitioners spend more and more time in internal action, especially in service companies.
Abstract: Investigates the marketing concept and where it can be found, plus the difference in eras and thoughts. Posits that there are three points to the rationale and examines these in detail. Part one looks at how stakeholders can be considered a ‘market’; the second part looks at how traditional marketing must take into account its internal aspect to succeed externally; part three describes interdependence existing between external and internal ‘constituencies’. Aims to make marketing practitioners more aware of the real degree of freedom left to them by the internal structures and to show some ways in which they can broaden this. Concludes that the fact is that marketing practitioners spend more and more time in internal action, especially in service companies and that ultimately internal marketing expresses the power which marketers use to control internal participants in their external strategy.
142 citations
TL;DR: In this paper, a bank that shows its superiority in the customer contact area should have a competitive tool and a means of successfully differentiating itself from competitors, recognising the value of communication in informing and motivating staff and creating positive attitudes and a sense of belonging.
Abstract: Despite technological advances banking still concerns people. Frontline personnel form a critical means of competition in the marketplace and motivating them is a key task. Internal marketing provides the framework for such activities. Data gathered and analysed prior to and after the implementaton of an internal marketing programme confirms that it does impact on the quality of the service provided, recognising the value of communication in informing and motivating staff and creating positive attitudes and a sense of belonging. Apart from size there is little to differentiate banks from one another as all carry a similar range of services and charge similar rates. The bank that shows its superiority in the customer contact area should have a competitive tool and a means of successfully differentiating itself from competitors.
106 citations
TL;DR: This paper examined new empirical data concerned with the role and status of the chief marketing executive and the marketing department, in a sample of manufacturing firms, to suggest that they function very differently in different companies.
Abstract: The unification of “marketing” functions under the control of a chief marketing executive has long been regarded as central to implementing the marketing concept. While not accepting the logic that suggests that marketing orientation implies any particular set of organisational arrangements, this article examines new empirical data concerned with the role and status of the chief marketing executive and the marketing department, in a sample of manufacturing firms, to suggest that they function very differently in different companies. Such distinctions have important implications for our understanding of how marketing operates in organisations, and the different ways in which it may be developed, both in manufacturing and in other sectors.
84 citations
Book•
01 Jan 1986
TL;DR: In this paper, the authors discuss the industrial marketing process: segmentation, intelligence gathering, planning, and strategy development, as well as customer and market behavior, and industrial marketing mix.
Abstract: Part I: Understanding the industrial marketing environment. Part II: Industrial customer and market behavior. Part III: The industrial marketing process: segmentation, intelligence gathering, planning, and strategy development. Part IV: The industrial marketing mix. Part V: Industrial marketing performance: controlling and evaluation, and international implications. Part VII: Cases.
71 citations
TL;DR: In this paper, the authors present a marketing strategy planning tool based on customers' perceptions of the positions of competing brands across various product attributes, which advocates focusing attention on relevant competitors' positions and attacking or defending market territory selectively.
Abstract: The marketing manager has little or no guidance in formulating competitive strategies. This article presents a marketing strategy planning tool based on customers' perceptions of the positions of competing brands across various product attributes. The method, called “Simultaneous Importance‐Performance Analysis,” advocates focusing attention on relevant competitors' positions and attacking or defending market territory selectively. An example of its application is provided to illustrate its usefulness. The tool provides a framework for prioritizing alternative marketing strategies and is helpful in deciding on the allocation of limited marketing resources to design an efficient short‐range marketing plan. We will first discuss the nature of competitive advantage strategy and look at the marketing manager's dilemma on how to select tactics to develop a competitive advantage. We will then describe and illustrate “simultaneous importance — performance analysis,” based on importance‐performance analysis. Finally, we will suggest how this technique might be integrated into a company's strategic planning system.
65 citations
TL;DR: The concept of global marketing strategy beyond its current myopic focus on product positioning and branding has been examined in this paper, where the authors examine resource allocation across countries, market segments and products, the integration of sourcing activities and production, management and logistical systems into global marketing strategies.
Abstract: The objective of this paper is to expand the concept of global marketing strategy beyond its current myopic focus on product positioning and branding Emphasis on these issues lends to lead to the conclusion that standardisation is the most desirable global strategy However a successful global marketing strategy needs to be developed and evaluated within the broader context of the overall strategy of the firm, rather than being based purely on customer‐market considerations This calls for examination of resource allocation across countries, market segments and products, the integration of sourcing activities and production, management and logistical systems into global marketing strategy
53 citations
TL;DR: There is no single, clear, specific definition of business or industrial marketing as discussed by the authors, and there has been a claim that there is no difference between industrial marketing and consumer marketing, which is incorrect.
Abstract: There is no single, clear, specific definition of business or industrial marketing. Existing definitions are inconsistent and there has been a claim that there is no difference between industrial marketing and consumer marketing. It seems appropriate for the inaugural issue of a journal on business and industrial marketing to examine this problem and to attempt to clear up the confusion.
TL;DR: In this article, the authors investigated the relationship between long-term career success in marketing and possession of a marketing and/or MBA education and concluded that for the long-run career success of marketing students, the performance of marketing educators may be highly suspect.
Abstract: This article reports the results of a study which investigated the relationship between long-term career success in marketing and possession of a marketing and/or MBA education. Data gathered from a sample of over 1,000 marketing practitioners led the authors to conclude that for the long-run career success of marketing students, the performance of marketing educators may be highly suspect.
TL;DR: In this article, the authors argue that strategic marketing planning should be a dynamic systems process and that the particular characteristics of industrial marketing require a framework of strategic planning which integrates the different agents of: supplier-customer interaction; management of portfolios of relationships; and different levels of management perspective characterizing marketing and purchasing of industrial products and services.
Abstract: Advances that strategic planning has been the focus of increasing attention in the management literature, although marketing planning has received less priority. Contends that the particular characteristics of industrial marketing require a framework of strategic planning which integrates the different agents of: supplier‐customer interaction; management of portfolios of relationships; and different levels of management perspective characterizing marketing and purchasing of industrial products and services. Concludes by stating that the multi‐functional and inter‐dependent nature of decision making is very important, and argues that strategic marketing planning should be of a dynamic systems process.
TL;DR: In this article, the authors conducted a study of R and D and marketing managers in high-tech companies and found that more similarities than differences between them were found, and that their orientations affect the integration process.
Abstract: Although R and D marketing integration is essential for innovation success, their interactions are often difficult and conflict ridden. It has been suggested that sociocultural differences between them in terms of their orientation towards time, types of projects they prefer to work on, their tolerance for ambiguity, and their professional and bureaucratic orientations can significantly contribute to the quality of the vital interface. The findings of this study of R and D and marketing managers in high-tech companies contradict the generally held beliefs that these managers are socioculturally different and that their orientations affect the integration process. In fact, more similarities than differences were found. It is therefore proposed that the R and D marketing integration problem may not be simple `people' problem. Its solution may depend as much on organization design variables.
TL;DR: In this article, a tourism marketing planning process is devized which highlights the main variables affecting the international tourism marketing strategies of the Greek National Tourist Organisation, a tourist profile is constructed so that the types of foreign visitors to Greece are identified, and a tourism-marketing audit is presented.
Book•
31 Jul 1986
TL;DR: Public Sector marketing: What It Is Organization: Study the Structure Customer Service: Build the launching pad Research: Use the Results Planning: Prevent 'Brush Fires' Promotion: Deliver a 'Karate Chop' Implementation: Conduct the Concert Evaluation: Report the Results The Payoff: A Gratifying Contribution Appendixes Index as mentioned in this paper
Abstract: Public Sector Marketing: What It Is Organization: Study the Structure Customer Service: Build the 'Launching Pad' Research: Use the Results Planning: Prevent 'Brush Fires' Promotion: Deliver a 'Karate Chop' Implementation: Conduct the Concert Evaluation: Report the Results The Payoff: A Gratifying Contribution Appendixes Index.
TL;DR: Marketing is innovative thinking and inventive doing for many organizations Most noncommercial organizations and small businesses are exploring formal marketing concepts and methods for the first time Industrial and high technology companies are becoming more sensitive to their customers and competitors and, therefore, to marketing efforts Environmental uncertainty and pressures have challenged conventional practices in traditionally marketing oriented industries such as retailing and packaged goods.
Abstract: Marketing is innovative thinking and inventive doing for many organizations Most noncommercial organizations and small businesses are exploring formal marketing concepts and methods for the first time Industrial and high technology companies are becoming more sensitive to their customers and competitors and, therefore, to marketing efforts Environmental uncertainty and pressures have challenged conventional practices in traditionally marketing‐oriented industries such as retailing and packaged goods
TL;DR: In this paper, the authors define the scope of marketing asset accounting comparing this with current marketing/accountant structures and rationales, and argue that marketing assets are the most important creation within the sphere of this discussion, and give in-depth explanations of problems and importance of this.
Abstract: Seeks to define the scope of marketing asset accounting comparing this with current marketing/accountant structures and rationales. States that the bulk of the literature is concerned primarily with measuring and controlling market costs. Lists, itemizes and discusses costs within marketing, emphasizing that this is only a sample of works, but that it is large enough to ensure good examples. Posits that marketing assets are the most important creation within the sphere of this discussion, and gives in‐depth explanations of problems and importance of this. Discusses a case study of a furniture company and tabulates this for better understanding. Closes by itemizing the rest of the author's works in this themed issue and clarifies each one's importance in the market asset accounting field.
TL;DR: This paper found that only about 50% of industrial goods companies conduct marketing research compared with about 80% of all fast-moving consumer goods companies and even in relative terms, small and medium-sized firms spend considerably less money than large firms on marketing research.
TL;DR: In this article, the authors examined the nature and extent of organisational adaptation of international marketing involvement and compared the domestic and international marketing strategies of firms, including the product market strategies and the commitment of human resources.
Abstract: This paper examines the nature and extent of organisational adaptation of international marketing involvement. The domestic and international marketing strategies of firms are compared. The results demonstrate significant differences between the domestic and international marketing operations of firms, including the product market strategies and the commitment of human resources.
TL;DR: In this article, the authors suggest that logistics and marketing can combine to provide a sustainable means of competitive advantage and that marketing executives never consider the very substantial contributions which effective logistics management could make to success in the marketplace.
Abstract: The author suggests that logistics and marketing can combine to provide a sustainable means of competitive advantage. Many marketing executives never consider the very substantial contributions which effective logistics management could make to success in the marketplace. “Marketing Logistics” can lead to success by securing a cost advantage through increased efficiency and by maximising added value through customer service, providing high levels of service at lower cost.
TL;DR: In this article, a strong case can be made for recognizing many examples of marketing outlay as investments in assets rather than current operating expenses, showing new light on attitudes towards marketing decision-making and financial reporting.
Abstract: Suggests that most managers (other than those in marketing) take the view that too much money is spent on marketing. Adumbrates that the accountant may be able to contribute to improved decision making in marketing with regard to expenditure as an investment outlay rather than current expenses. Stresses, herein, that the concern for accounting is with marketing assets and their intangibility. Discusses further assets, valuation and investment and portrays these with the aid of tables and figures. Sums up by saying that a strong case can be made for recognizing many examples of marketing outlay as investments in assets rather than current operating expenses, showing new light on attitudes towards marketing decision‐making and financial reporting.
TL;DR: In this article, the authors focus on the use of pricing as a marketing tool, the importance of pilot programs in marketing, and especially on the broader approach to marketing used by utilities.
Abstract: Different load management strategies and utility approaches are used to obtain efficient utilization of electric energy in Europe. This paper focuses on the use of pricing as a marketing tool, the importance of pilot programs in marketing, and especially on the broader approach to marketing used by utilities. As the energy market becomes more complex, several utilities extend their endeavours to comprehensive programs. The utility either acts as co-ordinator itself, or as a part of a joint venture. A broad utility approach to customers, often as a total entrepeneur, is becoming more common in Europe.
TL;DR: The author reviews the growth and development of social marketing practice as a social work strategy and describes how the different categories of marketing correspond to administrative, planning, and community organization practice to demonstrate that social marketing is a useful addition to decision making and planning in social service agencies.
Abstract: The author reviews the growth and development of social marketing practice as a social work strategy and describes how the different categories of marketing correspond to administrative, planning, and community organization practice. She illustrates the similarity between the social planning process and the market planning process in an effort to demonstrate that social marketing is a useful addition to decision making and planning in social service agencies. Social marketing theory, diffusion theory, and exchange theory provide the theoretical frameworks for the argument developed. Drawing upon these theories, the paper draws attention to the fact that marketing is rapidly gaining acceptance as a viable strategy in macro practice designed to attract and retain consumers of services, develop resources, and inform service providers and practitioners of practice issues and innovations.