Showing papers on "Return on marketing investment published in 1993"

Principles of Marketing

Abstract: This is the second edition of Randall's concise introductory text for general marketing courses, combining academic rigour with an accessible writing style. While providing a comprehensive overview of 'classical' marketing, the book also covers 'new' marketing, including the shift from transactions to relationships, one-to-one marketing and mass customisation, changes in the role and organization of the marketing function, marketing accountability and marketing metrics. With new chapters on e-commerce and branding, there is also additional material on marketing ethics/social responsibility, knowledge management and technical developments, environmental marketing, and a focus on financial marketing in the services marketing chapter.

Relationship marketing : bringing quality, customer service, and marketing together

Abstract: Part 1: Relationship marketing developing a relationship strategy quality as competitive strategy monitoring service quality performance the transition to quality leadership managing relationship marketing. Part 2 Case studies on quality leadership: just another Cambridge hi-tech company? the shift to "customer orientation" in retail banking involving senior managers in the quality improvement process at Johnson Matthey achieving real culture change at Ilford from "crisis" to quality leadership at Rank Xerox.

Linking market orientation and company performance: preliminary evidence on Kohli and Jaworski's framework

Abstract: Marketing continues to provide a focus for empirical research; not only to define its nature and scope, but also its impact on an organization's performance. While there is little precise agreement regarding the definition and manifestation of marketing, the consensus view is that marketing emphasizes customer's needs and their satisfaction. In a recent article, Kohli and Jaworski (1990) operationalize the marketing concept and put forward certain propositions that link elements of a market orientation, contextual factors and business performance. This paper examines a number of these propositions empirically, concluding that the market orientation — business performance relationship is situation-specific subject to various moderating influences.

The scope of internal marketing: Defining the boundary between marketing and human resource management

Abstract: The various extant formalizations of internal marketing appear to suggest that functions traditionally the preserve of the personnel function (such as attracting, developing and motivating staff) be subordinated to marketing. This paper attempts to define the boundaries between marketing and the personnel function. The paper further examines whether the marketing concepts and tools such as the marketing mix, segmentation and marketing research can be applied to the internal markets. For instance there are problems with the definition of product. What are internal customers buying? How are they paying? Can customers really be treated as customers? This is especially pertinent as the key difference between internal and external customers is that internal customers can be “coerced” into “buying”. This is because of the contractual nature of employment which gives the personnel function the coercive power to enforce compliance. It is suggested, therefore, that a clear understanding of the nature and scope of ...

Environmental Marketing: Positive Strategies for Reaching the Green Consumer

Abstract: As corporate America responds to growing public pressure for a cleaner environment, more and more companies are jumping on the "green" bandwagon But without proper planning and skillful marketing guidance, such a move can produce punishing consumer backlash "Environmental Marketing" aims to show marketing professionals how to pinpoint and capitalize on the unique marketing opportunities inherent in corporate and consumer environmentalism It sets down guidelines for developing and implementing new strategies to position competitatively and promote products or services Designed for practical use, this guide profiles the experience of actual companies - McDonald's, ATT building brand loyalty among environmentally conscious consumers; forging cooperative green merchandising strategies with retailers and environmental advocacy groups; negotiating the maze of federal, state, and local "green" regulations; and ensuring the long-term support of shareholders or investors Complete with summaries of environmental claims regulations and contact information for key federal regulatory agencies and environmental advocacy groups, "Environmental marketing" establishes a framework for executing successful marketing approaches in the competitive '90s

Integrated marketing communications

Abstract: 1. A History of Integrated Marketing Communications: Why Is It Important Now? 2. How Marketing Communications Works: Or At Least How We Think It Works 3. The Basics of Developing an Integrated Marketing Program: How to Get Started 4. Strategy Is Everything: Planning the Direction of the Communications Program 5. From Strategy to Creative Execution: Capturing the Imagination 6. Compensation: How Much for Doing What? 7. Measurement: What Did We Really Get from All the Time, Work, and Money We Invested? 8. How to Measure Consumer Responses: Establishing Effective Two-Way Communications 9. Barriers to Integration: Overcoming the Stumbling Blocks 10. Two Case Histories: Does Integrated Marketing Communications Really Work?

Strategic green marketing

Abstract: Argues that “Green Marketing” is taking shape as one of the key business strategies of the future, and that the increasing environmental consciousness makes it incumbent on consumer marketers not just to respond to it, but to lead the way in environmental programs. Sets forth the need and recommendations for incorporating environmental concerns into strategic marketing planning of the organisation.

The essence of services marketing

Abstract: The nature of services marketing developing mission statements the service marketing mix market segmentation production and institutional positioning communication strategies pricing and logistics strategies marketing planning for the service firm integrated services marketing.

Marketing for Service Industries-A Revie

Abstract: There is a large and rapidly growing body of literature on the marketing of services. Much of this literature has focused on the four unique characteristics that distinguish services from products, namely intangibility, inseparability, heterogeneity and perishability. This article siummarises this discussion, examines each of these traits in turn and identifies a number of factors which suggest that traditional marketing strategies and organisation need to be adapted for the effective marketing of services. It suggests a series of topics for managers and research.

Airline Marketing and Management

Abstract: Through six previous editions, Airline Marketing and Management has established itself as the leading textbook for students of marketing and its application to today's airline industry, as well as a reference work for those with a professional interest in the area. Carefully revised, the seventh edition of this internationally successful book examines an exceptionally turbulent period for the industry. It features new material on: *Changes in customer needs, particularly regarding more business travellers choosing - or being forced - to travel economy, and analysis of the bankruptcy of 'All Business Class' airlines. * An explanation of the US/EU 'Open Skies' agreement and analysis of its impact. *The increase in alliance activity and completion of several recent mergers, and the marketing advantages and disadvantages that have resulted. * Product adjustments that airlines must make to adapt to changes in the marketing environment, such as schedule re-adjustments and the reconfiguration of aircraft cabins. *Changes in pricing philosophies, with, for example, airlines moving to 'A La Carte' pricing, whereby baggage, catering and priority boarding are paid for as extras. *Airline websites and their role as both a selling and distributing tool. *The future of airline marketing. A review of the structure of the air transport market and the marketing environment is followed by detailed chapters examining business and marketing strategies, product design and management, pricing and revenue management, current and future distribution channels, and selling, advertising and promotional policies. The reader will benefit from greater understanding of both marketing and airline industry jargon and from knowledge obtained regarding the extraordinary strategic challenges now facing aviation. Written in a straightforward, easy-to-read style and combining up-to-date and relevant examples drawn from the worldwide aviation industry, this new edition will further enhance the book's reputation for providing the ideal introduction to the subject.

Marketing Management Bases for International Market Segmentation: An Alternate Look at the Standardization/Customization Debate

Abstract: By standardizing the marketing effort over similar worldwide segments and differentiating it across dissimilar worldwide segments, the international marketing manager is able to reap the advantages of both standardization and customization. The choice of the variables by which to segment the global market is crucial. Traditionally, purely environmental bases (geographic, political, economic, and cultural) were used as bases for international market segmentation. Proposes that international marketers group relevant markets based on both environmental as well as marketing management bases. The marketing management bases are classified as: (1) product‐related; (2) promotion‐related; (3) price‐related; and (4) distribution‐related. Derives number of propositions with direct implications for international marketing strategy and segmentation with respect to these bases. Highlights the managerial implications of the variables encompassed by these bases. Proposes the empirical investigation of the derived propositions as a research agenda for the future.

International Marketing: A Cultural Approach

Abstract: Part 1 Scanning the environment - the cultural variable in international marketing: culture and marketing the cultural process cultural dynamics language culture and comunication cross-cultural market research. Part 2 Global marketing or intercultural marketing?: globalization of markets intercultural marketing adaption or standardization of product policy a model for choice management of image linked to nationality and brand name. Part 3 Marketing in the intercultural environment: the critical role of price in relational exchange designing a multinational sales organization international promotion and advertising. Part 4 Intercultural marketing negotiations bribery in international marketing conclusion.

The exclusive value principle: the basis for prestige racing

Abstract: Proposes the concept of “An exclusive Value Principle” as an explanation for the attainment of brandexclusivity. Argues that positioning a brand carefully with prestige pricing approach reinforces a positive, even exclusive, brand image in the mind of the customer. Presents relationships between an exclusive value, market price, margin, risk, and firm value. Identifies 17 marketing strategy alternatives for achieving favourable high‐price positioning.

Strategic Marketing Planning

Abstract: Whilst there are a number of books available on marketing planning, they are predominantly "how to" texts: this book is a serious and in-depth treatment of the specialist aspects of marketing planning The various topics dealt with include a review of marketing strategy which examines the main strategic planning tools; competitive marketing strategy, which explains and reviews the concepts and applications; marketing planning and corporate culture; expert systems in strategic marketing planning; and the role of marketing in the future - the challenges for business and management education

Marketing Strategies during Recession: A Comparison of Small and Large Firms

Abstract: Recession is a phenomenon of decreasing demand for raw materials, products, and services. Technically, its beginning, progress, and ending depend on the operational measures used by different researchers and federal agencies. For example, in the United States a recession is said to exist when the gross national product (GNP) declines for two consecutive quarters, or when the leading economic indicators (LEIs) decline for three straight months, or when the index of the Association of Purchasing Managers dips below 50 points. Whichever the case, recession requires marketing managers to modify their marketing strategy and action in order to stay both profitable and consumer-responsive. This generally means adapting the marketing mix and/or changing the target markets. However, the response of marketing managers to recession depends on how they perceive its meaning and impact on their businesses. As a result, it is possible that a recession on the national level may affect different companies differently and may, in fact, indicate different economic environments, including those of growth and inflation. Specifically, an objectively measured and determined recession on the national level may affect companies of different size and different sectors and regions differently, hence requiring that marketing managers take different tactical and/or strategic measures to adjust to or even exploit changes in the economic environment. This article seeks to determine management perception of and response to economic recession by measuring the following and contrasting the results by sector and by company size: (1) The meaning of the 1991 economic recession to marketing managers, (2) The impact of this recession on marketing decisions, and (3) The resulting adjustments in marketing strategy and action. A fourth goal of this article is to make recommendations to marketing managers, which may be especially useful to those in small businesses. By accomplishing the goals of this article, the study will make a bridge between the scholarly marketing literature and daily or weekly reporting on marketing and economic performance. LITERATURE REVIEW Recession has been defined in the marketing literature as a "process of decreasing demand for raw materials, products and services, including labor" (Shama 1978) or as a "state in which the demand for a product is less than its former level" (Kotler 1973). Recession calls for marketing managers to use strategies to stimulate consumer demand. Such strategies often require a redefinition of the target customers and the marketing mix. They may include narrowing the product line, offering cheaper products and quantity discounts, lowering prices, increasing promotion, and offering products directly to consumers. To weather the recession, Bonoma (1991) advises practicing marketing managers to: (1) "Avoid |empty middle' marketing," (2) "Don't mistake expansiveness for empire," (3) "Do more for less," and (4) "Remember what winter is like when summer again comes" (Bonoma 1991, 10). In a related study, Goerne (1991) reports that marketing managers have been using significantly more coupons in the promotion mix in order to fight the negative impact of the recession on sales. In view of this, it is critically important that marketing managers make sure that the economic environment facing their company is indeed one of recession. However, the existence of a recession is often determined on a national level by federal agencies and business and economic research organizations. Thus, the U.S. Department of Commerce gathers and publishes two highly watched statistical data: the GNP and the LEIs. The GNP is the total monetary value of the "goods and services produced and consumed in the private, public, domestic and international sectors of the economy" and is therefore "the broadest indicator of economic output and growth" (Guide to Economic Indicators 1990). …

A philosophy for marketing education in small firms

Abstract: (1993). A philosophy for marketing education in small firms. Journal of Marketing Management: Vol. 9, No. 2, pp. 189-204.

The Strength of Branding and Positioning in Services

Abstract: In a recent article advertising agency boss Stephen King suggested that now is the time to revitalize the marketing of brands for the 1990s, and in particular to develop branding and positioning in services marketing. Argues that King′s comments do not do justice to the majority of marketing departments, especially the growing ranks of services marketers, and that current practice in this area is already well established in its own right. Draws on evidence from services marketing theory and practice to consider whether this area of marketing is any less developed than the marketing of manufactured goods. The initial focus is on the particular characteristics of the services sector and the resulting extension of the traditional marketing mix. For the practitioner, branding and positioning are at the forefront of the consumer offering. The role of branding and positioning in services marketing is, therefore, a key element of the discussion. Is the marketing of services a lower form of the discipline than th...

Marketing's mid-life crisis

Abstract: New challenges -- and a new competitive environment -- mean that the marketing function must reinvent itself WHATEVER THE REALITY behind marketing's vaunted contribution to corporate success, the large budgets it has enjoyed for decades are finally beginning to attract attention -- even criticism. So much so, in fact, that doubts are surfacing about the very basis of contemporary marketing: the value of ever more costly brand advertising, which often dwells on seemingly irrelevant points of difference; of promotions, which are often just a fancy name for price cutting; and of large marketing departments, which, far from being an asset, are often a millstone around an organization's neck. These uneasy suspicions grow even more troubling in the face of the environment in which consumer goods companies are operating today. Private label, large and increasingly sophisticated retailers, and the current recession all exert pressure on their margins. Consumer loyalty to their products dwindles. Line extensions stand in for innovation, while genuinely new products -- and the new markets they might create -- prove hard to find. Technology, instead of enhancing product or service distinctiveness, erodes it. Value shifts away from manufacturers and toward the point of sale. Conscious of these painful trends, many chief executives are beginning to wonder whether the higher salaries, better perks, and loftier status typically enjoyed by marketing managers -- especially in consumer goods companies -- are justified. In the last two decades, marketing departments have generated few new ideas. True, they have helped to execute the necessary structural changes arising from developments in globalization, information and communication technology, strategic planning, and organizational design. But when we look for new marketing frameworks, or for the fresh approaches that will help build the long-term relationships that manufacturers most need today, the examples are few. In the ascendant From the 1950s through most of the 1970s, the marketing function drove the rise to power of consumer goods companies. Everybody else -- distributors, retailers, other functions, even consumers -- was swept along as manufacturer's brand fought manufacturer's brand for dominance. During this period, marketing drew its power from two principal sources: innovation and a company's relationship with its customers and consumers. The years from 1950 to 1975 witnessed a tremendous surge in prosperity, accompanied by the mass penetration of refrigerators, washing machines, freezers, and many other household products that most developed societies now regard as virtual necessities. Such products also drove secondary demand for consumer goods. In parallel, the spread of television and the introduction of commercial channels allowed manufacturers to develop a new kind of relationship with consumers. At relatively low cost, television could communicate intangible benefits and cultivate trust. Not only were new products created, but brands were built -- brands that have demonstrated remarkable staying power. Nearly half of the top 50 brands in the United Kingdom in 1991 originated in this period. A function without a cause With a history as strong as this, why does marketing lack direction today? One answer is that the environment has changed so dramatically that marketers are simply not picking up the right signals any more. Past experience is no longer a reliable guide to what today's concerns should be. Marketing has been struggling to respond to several environmental forces that have been at work since the mid-1970s. Of these, none has been more powerful than the rise of retailers. Retailers' growing clout In the United Kingdom, supermarket chains first developed in the post-war consumer boom, gradually pushing out the independent and cooperative grocery stores that had long been associated with the country's economic fabric. …

Consumer evaluations of goods and services: implications for services marketing

Abstract: Maintains that many services marketing strategies have been based on four commonly accepted dimensions. Empirically tests these dimensions to determine if they are relevant for developing services marketing strategies in consumer markets. Shows that while they perceive significant differences between goods and services, they use evaluative dimensions that are somewhat different from those proposed by the services marketing literature. Concludes that consumer‐driven strategies are more effective than strategies based on commonly accepted conceptual dimensions of services.

Marketing Research Activity and Company Performance: Evidence from Manufacturing Industry

Abstract: While a number of research studies have examined the factors determining the extent of use of marketing research information by managers, there is only scant empirical evidence on the link between marketing research activity and company performance. Aims to examine the nature of marketing research undertaken by manufacturing firms in a variety of industrial contexts and to explore its impact on competitive success. According to the results, and contrary to prior research, no direct link can be detected between performance and (1) whether marketing research is conducted/commissioned, (2) what information is collected, or (3) how it is obtained. Discusses the findings in the light of previous evidence and theoretical speculation concerning the role of marketing research as a determinant of company success, and makes a number of suggestions for future research.

Marketing Concepts for Libraries and Information Services

Abstract: What is marketing? the corporate mission marketing strategies for librarians and information professionals the marketing mix promotion and public relations market segmentation marketing in the digital age marketing research and market research corporate identity and corporate image the marketing plan.

Satisfaction with international marketing channels

Abstract: This article examines factors leading to a firm’s satisfaction with its marketing channels. The authors build on existing studies of consumer satisfaction and the channels literature. They add a transaction cost factor and use the discrepancy model to examine the determinants of satisfaction. Findings from a survey of Canadian exporters show that a firm’s domestic performance, its previous experience, the uncertainty it faces, and its ability to change channels and monitor channel operations all provide significant explanations for management satisfaction.

Bank Marketing – Myth or Reality?

Abstract: Widespread dissatisfaction with the services provided by commercial banks suggests that they have been less than successful in adopting the marketing concept. This article examines the nature of the marketing concept, its transferability to the domain of banking and its adoption by the AIB Group. However, this bank′s experience appears to be atypical, given numerous examples of customer dissatisfaction. There is a clear lack of marketing in both principle and practice in the UK banking system and one can only conclude that “Bank Marketing” is more myth than reality.

Marketing information systems in the fortune 500 companies: past, present, and future

Abstract: Soon after the concept of a management information system was introduced in the mid-1960s, marketers tailored it to their own unique needs, naming it the marketing information system (MKIS). Several studies have been conducted of how MKISs are used in the Fortune 500 companies, and the authors compare their current findings to those of ten and eighteen years ago. It seems that both the MKIS support and the model use for the three levels of marketing management are more balanced today than ten years ago. Moreover, pricing decisions instead of product decisions are taking the lead in using the MKIS services today. Marketers have been taking advantage of developments in technology and methodology to increase the level of decision support since the 1960s. However, there is a lack of satisfaction with the MKIS among marketers today. Many firms are not linking their marketing plans with their companywide information system plans to create competitive advantages. Under today's intense global competition, these situations must be rectified as soon as possible. Otherwise, they will definitely create pressures that could either increase the role of the marketing information system in these firms, or eliminate it entirely.

The rise and fall of mass marketing.

Abstract: The fourth phase of marketing - Marketing history and the business world today Mass marketing motor cars in Britain before 1850 - The missing dimension The rise and fall of mass marketing? Food retailing in Great Britain since 1960 Marketing and business history, in theory and practice The marketing of Scotch whiskey - An historical perspective A machine on every desk - The development of the mass market in computers Marketing in British banking, 1945-80 International wheat marketing in the post-war period - An Australian perspective on the era of discriminating buyers An economic theory of marketing Conceptualizing an adaptable marketing system - The end of mass marketing.