Showing papers on "Return on marketing investment published in 1991"
Book•
30 Sep 1991
TL;DR: In this article, Leonard Berry and A. Parasuraman developed a model for understanding the relationship between quality and marketing in services and offer dozens of practical insights into ways to improve services marketing.
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.
2,252 citations
TL;DR: In this article, the authors present a framework for thinking about the impact of information and information technology on marketing, focusing on the concept of "information" or "knowledge" as both an asset to marketing.
Abstract: The author presents a framework for thinking about the impact of information and information technology on marketing. The focus is on the concept of “information” or “knowledge” as both an asset to...
1,020 citations
TL;DR: In this paper, the authors identify current approaches to marketing orientation and organize them around one central concept, the PTM, which influences customer relations and revenue without belonging to the marketing or sales department.
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.
590 citations
TL;DR: In this article, a marketing strategy continuum concept is presented and a number of marketing and management consequences are discussed, which demonstrates the need for a marketing concept which allows a variety of approaches to marketing.
Abstract: In this article the marketing strategy continuum concept is presented and a number of marketing and management consequences are discussed. It demonstrates the need for a marketing concept which allows a variety of approaches to marketing. The nature of a relationship approach to marketing strategy is analysed in comparison with the nature of a transaction marketing strategy. Relationship marketing and transaction marketing are seen as strategy options at opposite ends of the continuum. Eight marketing and management implications of the two extreme strategies are examined.
444 citations
Book•
01 Jun 1991
TL;DR: The decision to internationalize international marketing in the firm is discussed in this article, where the authors present the theories of the firm in International Markets Resources and Managerial Capacity Strategic Options for the Firm Part II: International Marketing Environment Global, Regional and Emerging Markets The Socio-Cultural Environment Public Policy Environment Creating Competitive Advantage Part III: How the Firm Enters International Markets International Markets and Customers Analysis of International Competitors Entering International Markets Exporting Competitive Alliances Foreign Direct Investment Part IV: The International Marketing Programme The Consumer Products Firm The Industrial Products firm The Industrial products firm The Services
Abstract: Part I: The Decision to Internationalize International Marketing in the Firm Theories of the Firm in International Markets Resources and Managerial Capacity Strategic Options for the Firm Part II: International Marketing Environment Global, Regional and Emerging Markets The Socio-Cultural Environment Public Policy Environment Creating Competitive Advantage Part III: How the Firm Enters International Markets International Markets and Customers Analysis of International Competitors Entering International Markets Exporting Competitive Alliances Foreign Direct Investment Part IV: The International Marketing Programme The Consumer Products Firm The Industrial Products Firm The Services Firm Part V: Implementing the International Marketing International Distribution Channels Selling and Negotiating in International Markets Managing International Marketing Operations
350 citations
Book•
30 Jul 1991
TL;DR: In this paper, the authors discuss marketing is everything and relationship marketing: it all starts with the customer, and why products succeed and why they fail, as well as new themes for new marketing.
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
302 citations
Book•
11 Apr 1991
TL;DR: 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.
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
286 citations
TL;DR: In this paper, the authors report on recent marketing strategies that simultaneously demonstrate a sense of social responsibility and satisfy shareholders' demands for increased profits and market share, also known as cause marketing.
Abstract: Reports on recent marketing strategies that simultaneously demonstrate a sense of social responsibility and satisfies shareholders′ demands for increased profits and market share, also known as cause marketing. Discusses the implementation of cause marketing through three forms of corporate sponsorship and examines consumer motivations and cause marketing strategies. Presents a study on consumer attitudes towards altruism and cause marketing segmentation with coupons. Provides managerial implications and recommendations for implementing strategies.
285 citations
TL;DR: In this paper, the authors examine the use of internal marketing in implementing strategy, and propose a set of practical tools for tackling implementation problems, which are illustrated in two company case examples.
284 citations
Book•
01 Dec 1991
TL;DR: In this article, the authors combine their teaching and professional experience to present students with an authoritative viewpoint of international and global marketing with managerial views, strategic focus, and coverage of global marketing that apply to managers from any industry sector or any country.
Abstract: The authors combine their teaching and professional experience to present students with an authoritative viewpoint of international and global marketing. The text reflects modern global marketing with managerial views, strategic focus, and coverage of global marketing that apply to managers from any industry sector or any country.
219 citations
TL;DR: In this article, the principal-agent agency paradigm is used to find incentive plans that will induce marketing and manufacturing managers to act in their self-interest so that the owner of the firm can attain as much as possible of the residual returns.
Abstract: Stereotypically, marketing is mainly concerned about satisfying customers and manufacturing is mainly interested in factory efficiency. Using the principal-agent agency paradigm, which assumes that the marketing and manufacturing managers of the firm will act in their self-interest, we seek incentive plans that will induce those managers to act so that the owner of the firm can attain as much as possible of the residual returns. One optimal incentive plan can be interpreted as follows: The owner subcontracts to pay the manufacturing manager a fixed rate for all capacity he delivers. Each marketing manager receives all of the returns from his product. In turn, all managers pay a fixed fee to the owner. Under this plan, the marketing managers will often complain about the stock level decisions, even though these levels are announced in advance. Under a revised plan, the owner can eliminate such complaints by delegating the stocking decisions to the respective marketing managers, without any loss. This plan is interpreted as requiring the owner to make a futures market for manufacturing capacity, paying the manufacturing manager the expected marginal value for each unit of capacity delivered, receiving the realized marginal value from the marketing managers, and losing money on average in the process.
Book•
01 Apr 1991
TL;DR: In this paper, international marketing - motivation and process the challenge of globalization International marketing - the key to success Part Two: Potential market assessment Part Three: Market entry strategy Part Four: Building and Sustaining the Global Position Part Five: International Product Management:Product Policy Decisions and Product Management Processes 14: International Distribution Management 15: International Sales Management 16: International Marketing Logistics 17: Pricing Decisions
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
TL;DR: The authors describe 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.
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.
TL;DR: In this article, the authors focus on the management and information analysis tasks of these organizations within a marketing context, and an overview of the fit with management literature philosophies is provided at the macro-level, while at the micro-level the paper pursues marketing science and marketing research contexts for tourism research.
TL;DR: In this article, a global product and marketing strategy development decision model is developed for the U.S. trade deficit and the effectiveness of international marketing strategies of American firms, which is based on the principle of "be global, act local".
Abstract: The U.S. trade deficit brings to question the effectiveness of international marketing strategies of American firms. Multinational corporations must develop better international products and improve their performance in their international marketing efforts. They must know when to globalize or localize their marketing practices. This article incorporates learning, involvement, diffusion/adoption and culture context as dimensions of a global product and marketing strategy development decision model. The model developed is “be global, act local.” The interrelationship of consumer behavior models in the context of a multinational product development decision is emphasized. This article raises research issues which need to be addressed for future success in multinational and/or multicultural markets.
TL;DR: In this article, a case study illustrates how individual branch managers of a large credit union applied the internal marketing con- cept to achieve strikingly effective results in the marketplace using limited resources.
Abstract: Internal marketing programs appear to be prohibi- tively expensive and inappropriate for the needs of branches of larger organizations. This study illustrates how individual branch managers of a large credit union applied the internal marketing con- cept to achieve strikingly effective results in the marketplace using limited resources. The case study lcads to important managerial im- plications for the implementation of the internal marketing concept in branches of large service organizations.
Book•
01 Nov 1991
TL;DR: In this paper, the authors present an auditing and SWOT analysis for marketing auditing, including segmental and productivity analysis, environmental analysis, customer and competitor analysis, and market segmentation.
Abstract: Marketing auditing and SWOT analysis Segmental and productivity analysis Environmental analysis Customer and competitor analysis Market segmentation Formulation and implementation of marketing strategy.
Journal Article•
TL;DR: In this article, Weinrauch et al. conducted an exploratory study to identify small business owners' attitudes and perceptions concerning dealing with a limited marketing budget, and found that the most popular sources of marketing assistance used by owners were the traditional success measures.
Abstract: DEALING WITH LIMITED FINANCIAL RESOURCES: A MARKETING CHALLENGE FOR SMALL BUSINESS A broadening topic of research is enhancement of marketing practices within small business firms. One focus of this research has been small business owners' experiences with marketing under tight financial constraints. Such research is critical because small businesses often operate on a financial razor's edge, and a minor miscalculation in revenues or expenses could be fatal. A number of previous writers have emphasized that small firms, unlike larger businesses, have limited funds for marketing (Buskirk 1987, Davis 1985, Goldstein 1984, Hills 1987, Mehra 1982, Sheth 1987, Morganosky 1988, Stasch 1987, Weinrauch 1987, and Wortman 1987). As a result, small business owners should seek creative, low-cost ways to market their products and services, to identify the problems caused by limited financial resources, and to seek help dealing with such problems. Low-cost marketing is a relative and nebulous concept. What might be affordable for one company may not be for another. Nevertheless, two previous articles by Weinrauch (1987) provide some basis for discussion. They state that low-cost marketing may be explained as strategies that cost little in terms of actual dollars spent, consist of a very small percentage of the total budget, or cost-effectively enhance sales revenue. Intuitively, small business researchers know that small businesses are quite innovative in adopting "shoestring" approaches. This perception is sometimes highlighted in the popular business literature. Many shoestring approaches are reported in the form of business vignettes, anecdotal stories, or occasional case studies. Moreover, some recent books dramatize marketing techniques for "bootstrapping" the small business (Davidson 1988, Weinrauch 1989). However, empirical studies that record small business owners' experiences, perceptions, and levels of success related to marketing practices are lacking in the literature. PURPOSE This article highlights the results of an exploratory study to identify small business owners' attitudes and perceptions concerning dealing with a limited marketing budget. Specifically, the purpose was to: * identify small business owners' attitudes concerning their ability to compete with larger businesses; * examine the owners' attitudes about the importance that marketing plays within their small businesses; * identify selected strategic marketing areas that are posing problems for the small business owners; * determine the most popular sources of marketing assistance used by owners; and * determine if any significant correlations exist between the owners' attitudes, problems, marketing assistance used, and various traditional success measures. All of these objectives are tied to the major issue of limited financial resources, and results should have some interesting implications for both educators and practitioners. From a theoretical perspective, the findings should also generate interest in previously overlooked research areas. For instance, how significant are limited finances in competing with large companies? Do small business owners feel that educators and government officials are paying enough attention to developing and communicating effective small business marketing strategies? What type of marketing-related problems prevail when finances are constrained? Do small business owners diligently seek assistance to overcome budgetary constraints? Such research could help the multitude of small businesses with "shallow pockets" to more effectively use their limited resources. METHODOLOGY The survey instrument was pre-tested on a group of 25 small business owners, and ambiguous questions were deleted or reworded for clarity. …
TL;DR: In this paper, a European perspective on package holiday marketing is presented, with particular reference to package holidays, and the authors argue that if tourism is to survive by generating satisfaction among interacting tourists and hosts, it must adopt societal marketing strategies.
Book•
16 Jan 1991
TL;DR: The Word-of-Mouth marketing is and what it can do for You What Are Your Customers Saying About You? The Power of Insider Talk The Care and Feeding of Champions The Critical Talk Factor--Service WORD-OF-MOUTH MARKETING over the long run--BUILDING and MAINTAINING the COMPANY REPUTATION Stop the Horror Talk--Defusing Angry Customers How to Install a No Hassle Program Nobody Talks About Good'' Service Seek Those Invaluable Complaints Word-OFMouth Marketing Begins with Motivating Your People Boss
Abstract: THE DYNAMICS OF THE TALK FACTOR What Word-of-Mouth Marketing Is and What It Can Do for You What Are Your Customers Saying About You? The Power of Insider Talk The Care and Feeding of Champions The Critical Talk Factor--Service WORD-OF-MOUTH MARKETING OVER THE LONG RUN--BUILDING AND MAINTAINING THE COMPANY REPUTATION Stop the Horror Talk--Defusing Angry Customers How to Install a No Hassle Program Nobody Talks About Good'' Service Seek Those Invaluable Complaints Word-of-Mouth Marketing Begins with Motivating Your People Boss Behavior that Converts Word-of-Mouth Marketing Strategies Into Action! THE WORD-OF-MOUTH MARKETING BLITZ The Word-of-Mouth Marketing Blitz: An Exercise in Simplicity The Word-of-Mouth Marketing Blitz on Word-of-Mouth Marketing 100 Little Things to Fire Up Your Word-of-Mouth Marketing Program Index.
TL;DR: In this article, the authors argue that the service marketer should view employees as customers who can be analyzed using marketing techniques, thereby enabling the enhancement of service quality, and propose a method, drawing on organizational literature, for identifying segments of the service organization which can be targeted by internal marketing.
Abstract: Considers how recent concerns with service quality have led to increased awareness of the importance of the role of the front‐line employee, the service provider. Describes how internal marketing has been instrumental in raising service providers′ performance. Develops a method, drawing on organizational literature, for identifying segments of the service organization which can be targeted by internal marketing. Argues that the service marketer should view employees as “customers” who can be analysed using marketing techniques, thereby enabling the enhancement of service quality. Includes detailed recommendations and an appendix.
TL;DR: Some destinations have gained a negative image in the minds of travelers as discussed by the authors, and some marketing methods for offsetting a bad image can be found in the literature, whether the reputation is deserved or not.
Abstract: Some destinations have gained a negative image in the minds of travelers. Here are some marketing methods for offsetting a bad image—whether the reputation is deserved or not
TL;DR: In this article, a distinction is made between market orientation and marketing orientation in the wine industry, and it is argued that the true marketing orientation has evolved from a realisation of the inadequacies of production and sales orientation.
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.
Book•
01 Jan 1991
TL;DR: In this article, the authors introduce marketing marketing in professional service firms and make marketing happen: developing a market orientation marketing and quality, developing a strategic marketing plan environmental analysis strategy alternatives, and making marketing happen.
Abstract: Part Marketing and the professions: introduction to marketing marketing in professional service firms Part 2 Market analysis and information: market analysis marketing information and research Part 3 Strategic market planning: strategic marketing of professional services developing a strategic marketing plan environmental analysis strategy alternatives Part 4 Marketing communications and advertising marketing communications personal selling and firm image Part 5 Making marketing happen: developing a market orientation marketing and quality
TL;DR: In this paper, the authors discuss the nature of marketing and distinguish strategic marketing from consumer marketing, and the particular difficulties of marketing public services, and argue that the applicability of marketing concepts in the public services is limited.
Abstract: There is a growing interest in the use of marketing techniques and approaches in the management of the public services, as a result of changed perceptions of public services, and the developments in public service management in the last decade. This article discusses the nature of marketing and distinguishes strategic marketing from consumer marketing. The particular difficulties of marketing public services are considered. Specific development of marketing approaches in the civil service, local government, and the National Health Service are discussed. Finally, it is argued that the applicability of marketing concepts in the public services is limited because of the nature of the polity and the relationship between states and citizens.
TL;DR: In this article, the authors examine organizational adoption of R&D/marketing integration from a diffusion-of-innovations perspective, summarizing findings and concepts gleaned from research.
Abstract: Examines organizational adoption of R&D/marketing integration from a diffusion‐of‐innovations perspective, summarizing findings and concepts gleaned from research. Applies these findings to improve understanding of the problem of integrating R&D and marketing in the new product development environment. Offers managerial recommendations for increased cooperation and communications between the marketing and R&D functions. Presents an agenda for further research.
TL;DR: In this article, 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.
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...
Book•
20 Mar 1991
TL;DR: 'Look before you Leap' - Problem Recognition and Specification - What Do The authors Know?
Abstract: 'Look before you Leap' - Problem Recognition and Specification - What Do We Know? - What Do We Need to Know? - Developing a Research Design - Sampling - Data Collection - Data Collection Methods - Data Interpretation - Report Presentation - Syndicated Market Research Services - Information Technology and Marketing Research - Marketing Information Systems
TL;DR: The marketing planning process appears on the surface to be just a series of procedural steps, but it does in fact embrace a set of underlying values and assumptions as discussed by the authors, and only the more developed and mature organizations seem likely to have the corporate culture which is capable of sustaining these values.
Abstract: This paper examines the marketing planning process of a number of British Companies. It finds that the companies who subscribe to what is described in the paper as a “complete marketing planning process”, are further along an organizational evolutionary development path than their semi‐planning and non‐planning counterparts. While the marketing planning process appears on the surface to be just a series of procedural steps, it does in fact embrace a set of underlying values and assumptions. Only the more developed and mature organizations seem likely to have the corporate culture which is capable of sustaining these values. Corporate culture is often intangible to the outsider, but can be very real to those within the company. It develops partly through the way the company has triumphed over adversity in the past, and partly through the so‐called “culture carriers”. These are the influential figures who, by their behaviour, communicate the organizational values they wish to see espoused. Because marketing...
Book•
01 Jan 1991
TL;DR: In this article, the authors present a review of marketing strategies, analysis, and decision-making in the future, including strategies, strategies, and strategies for new product line management.
Abstract: I. MARKETING STRATEGY FORMULATION. 1. Marketing Strategy and Decision Making. 2. Formulating Marketing Strategy. 3. Godfather's Pizza Case. 4. General Electric Company: Aircraft Engine Business Group. II. STRATEGIC ANALYSIS. 5. Customer Decision Making. 6. Life Cycles. 7. Market Segmentation. 8. Product Positioning. 9. Market Response. 10. Competitive Behavior. 11. Central Bell Publishing, Inc. 12. American Express Company: Credit Card Marketing. 13. General Motors Corporation: Buick Reatta. III. STRATEGIC DECISION MAKING. 14. New Product Development. 15. Management of Established Products. 16. Product Line Management. 17. Worldwide Corporate Strategy. 18. Cabot Corporation: E-A-R(R) Division Consumer Marketing Strategy. 19. USA Today. 20. Sun Micro Systems. 21. Citibank Indonesia: Developing a Market for Electronic Banking. IV. IMPLEMENTATION. 22. Tactics and Control. 23. The Marketing Plan-An Example and Review of Marketing Strategy. 24. International Business Machines Corporation: Marketing Strategy for Typewriters and PC Printers. 25. Marketing Strategy, Analysis, and Decision Making in the Future. Index.