Showing papers on "Return on marketing investment published in 1996"

Manage Marketing by the Customer Equity Test

Abstract: Managers have recently begun to think of good marketing as good conversation, as a process of drawing customers into progressively more satisfying relationships with a company. And just as the art of conversation follows two steps--first striking up a conversation with a likely partner and then maintaining the flow--so the new marketing naturally divides itself into the work of customer acquisition and the work of customer retention. But how can managers determine the optimal balance between spending on acquisition and spending on retention? Robert Blattberg and John Deighton use decision calculus to help managers answer that question. That is, they ask managers to approach the large, complex problem through several smaller, more manageable questions on the same topic. Then they use a formal model to turn those smaller judgments into an answer to the larger question. The ultimate goal, the authors say, is to grow the company's customer equity the sum of all the conversations-to its fullest potential. Recognizing that managers must constantly reassess the spending points determined by the decision-calculus model, the authors also provide a series of guidelines and suggestions to help frame the issues that affect acquisition, retention, and customer equity. When managers strive to grow customer equity rather than a brand's sales or profits, they put a primary indicator of the health of the business at the fore front of their strategic thinking: the quality of customer relationships.

The Internet and International Marketing

Abstract: Is the Internet just another marketing channel like direct mail or home shopping? Or will it revolutionize global marketing? Will large multinationals lose the advantages of size, while small start-ups leverage the technology and become big players internationally? The authors discuss the different opportunities and challenges that the Internet offers to large and small companies worldwide. They examine the impact on global markets and new product development, the advantages of an intranet for large corporations, and the need for foreign government support and cooperation.

Marketing Across Cultures

Abstract: Table of contents PART I: THE CULTURAL VARIABLE IN INTERNATIONAL MARKETING 1. The cultural process 2. Cultural dynamics 1: time and space 3. Cultural dynamics 2: interactions, mindsets and behaviours PART II: THE INTEGRATION OF LOCAL CONSUMPTION IN A GLOBAL MARKETING ENVIRONMENT 4. Cross-cultural consumer Behaviour 5. Local consumers and the globalisation of consumption 6. Cross-cultural market research PART III: MARKETING DECISIONS FOR THE INTERCULTURAL ENVIRONMENT 7. Intercultural marketing strategy 8. Product policy 1: physical, service and symbolic attributes 9. Product policy 2: managing meaning 10. The critical role of price in relational exchange 11 .International distribution and sales promotion PART IV: INTERCULUTURAL MARKETING COMMUNICATIONS 12. Language, culture and communication 13. Intercultural marketing communications 1: advertising 14. Intercultural marketing communications 2: personal selling, networking and public relations

Relationship marketing: strategic and tactical implications

Abstract: Discusses the logic of the re‐emerging relationship approach to marketing and presents key strategic as well as tactical implications for a firm attempting to apply a relationship marketing strategy. Notes that major changes in the business philosophy may be required if relationship marketing is truly to be adopted. Otherwise the firm may just be paying lip‐service to the new philosophy. Using direct marketing techniques and developing partnerships alone are not sufficient. Relationship marketing requires much more than that.

Relationship marketing in consumer markets

Abstract: The ideas of relationship marketing have so far mainly been applied to industrial and services marketing, but may also have some relevance for consumer marketing. This paper suggests that marketing relationships will be easier to form in some types of consumer market than others, and that this inherent “relationship‐friendliness” will depend upon certain characteristics of both the market segment and the product field in question. A simple typology of consumer markets is proposed as a basis for further research in this field: it is suggested that suppliers can take action, including offering incentives, to increase the natural relationship potential of a particular product market, but that care should be taken to distinguish between actions that aim to develop marketing relationships and actions that are more appropriately interpreted and evaluated as sales promotions.

Political marketing ‐ vive la différence!

Abstract: Suggests that insufficient attention has been given to the significant differences between political and product or service marketing. The rise in awareness of political marketing has coincided with a decline of party membership in Britain and an increased distance between party and voter. Considers the relationships between party leader, brand image, exposure and awareness. Notes the current absence of predictive and prescriptive theories of political marketing action, and the relative significance of exogeneous factors in electoral success. Crossovers between conventional marketing, political science and political marketing are identified for future study.

Marketing Planning and Strategy

Abstract: Our professional services was released having a hope to work as a comprehensive on-line electronic digital collection that provides entry to many PDF publication collection. You will probably find many di erent types of e-book and other literatures from the files data bank. Specific well-known issues that spread on our catalog are popular books, solution key, test test question and answer, information example, exercise guide, quiz test, user guide, consumer guideline, support instruction, restoration manual, and many others.

Relationship marketing and imaginary organizations: a synthesis

Abstract: Explores the dependency between relationship marketing (RM) and new developments in organization theory. In RM, relationships, networks and interaction are in focus. The primary role of marketing is to connect suppliers and customers but RM also includes relationships with other stakeholders, both inside and outside the organization. Presents a theoretical discourse based on two recent developments in Nordic research. One is RM and its emergence from traditional marketing, services marketing, the network approach of industrial marketing, and quality management. The other is research concerning imaginary organizations, in which the organization consists of a network of relationships between suppliers, customers, subcontractors, competitors, authorities and others, rather than being a structure with clear boundaries. The synthesis of RM and imaginary organizations leads to the concept of complete marketing equilibrium, where not only the market but also the organization and society are included in a network of interactive relationships.

Marketing on the Internet

Abstract: Examines the impact of the Internet on the marketing aspects of businesses today. Looks at its future and how businesses can use its unlimited potential to their advantage. Concludes that the Internet has many risks associated with its use, but it has many benefits too.

Political marketing and the marketing concept

Abstract: Refers to the argument that examining political and electoral processes from a marketing perspective offers new insights into the behaviour of political parties. However, research into the marketing activities of political parties is still growing at this stage, and very few papers address the marketing orientation of political parties, while none address the marketing concept. Presents the findings of an exploratory research project carried out in Queensland. The results indicate that key political marketing decision makers within the party examined often have a limited understanding of the marketing concept. The researcher’s redefinition of the marketing concept into political terms received a high level of acceptance from certain groups of respondents within the study. Shows that the marketing concept with its customer centred orientation created a major concern from the perspective of the state executive decision‐making category interviewed in this study. This was so primarily because this key decision‐making category indicated the role and significance of the voter (customer) in developing the political product is negligible.

Relationship Marketing: the Importance of Customer-Perceived Service Quality in Retail Banking

Abstract: During the last couple of years relationship marketing has been introduced within services marketing since more efficient, profitable and long-term marketing can be achieved by focusing on present customers instead of concentrating on attracting new ones. Retail banks have in this respect had a unique position as they have a well-developed system of local offices that enable them to be close to and to establish relationships to their customers. A prerequisite for a bank that wants to establish long-term customer relationships is satisfied customers who want to remain customers. In other words, the service quality as perceived by the customers must at least meet their expectations. Otherwise there is a possibility that a dissatisfied customer starts searching for another bank offering similar services, resulting in a break in the relationship with the bank, with which he was dissatisfied.

Marketing-Mix Standardization : Determinants of Export Performance

Abstract: The increasing globalization of worl markets has made international marketing strategy more important than ever. Unfortunately, research about it has tended to use simple measures of performance and a limited set of explanatory strategy variables. The research reported here identifies strategies that lead to export performance. It includes a more comprehensive set of explanatory variables than previous studies and evaluates the reliability and validity of these measures. Research hypotheses are tested by data generated from a mail survey and in-depth interviews. Export performance is seen as an outcome of standardizing or adapting marketing strategies. Empirical results and s synthesis of in-depth interviews support some research hypotheses. The findings are used to generate a number of managerial implications in the context of international marketing strategy.

A review of brand loyalty measures in marketing.

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Order of Entry as a Moderator of the Effect of the Marketing Mix on Market Share

Abstract: Order of entry has been demonstrated to have a significant effect on market share. A number of explanations for this effect have been suggested in the marketing and strategy literatures. To date, the market share advantage gained by pioneers has typically been treated as a main effect---an automatic regularity. Treating order-of-entry as a main effect implies that there is no penalty on the effectiveness of a brand's marketing instruments for late entry and that a late entrant can compensate for being late by dedicating sufficient marketing resources to their product. In this study, we investigate the influence of order-of-entry into a market on the effectiveness of a firm's marketing mix decisions by asking the question, “Can followers compensate for not being first by their marketing mix decisions?” Also, even if they can compensate for being late, does this effort become increasingly more difficult with later entry? That is, are there asymmetries in the effectiveness of a brand's marketing mix variables that relate to its order of entry into the market, or as has been typically assumed to date, is order of entry strictly a main effect? An asymmetry exists, for example, if the market response to advertising is different for the first entrant versus the second or third entrant. An asymmetry also exists if the effects of, say, a price change by the first entrant on the second entrant are different than the effects on the third entrant. We develop a market share attraction model where the parameters vary as a function of order-of-entry. Our main contribution is in modeling the sources of order-of-entry advantage as asymmetries in the effectiveness of a brand's marketing instruments. Hence, distinct from previous research we explain why there are inherent order-of-entry effects. This paper is potentially of interest to researchers developing market share models and studying the effectiveness of marketing-mix variables. The substantive implication of our results concern directly academics interested in marketing strategy as well as the practicing marketing strategists. We model asymmetries in the market response of early entrants versus late entrants using data from two durables and three nondurables categories. With one exception, all data sets are established from the inception of the category and hence do not suffer from the possible bias of excluding pioneers who have failed. Results show that asymmetries in the effectiveness of a brand's marketing mix variables are an essential source of order-of-entry effects; we find that the main effects of order of entry are minimal. Order-of-entry effects do not necessarily lead to lower shares, but overcoming these effects is not without substantial cost to the late entrant. Our results support previous research that has demonstrated advantages to early entry. In addition, we provide guidelines for how late entrants should compete. Later entry tends to reduce a competitor's price sensitivity, suggesting that they not instigate in a price war with earlier entrants in order to gain share. Order-of-entry tends to decrease response to quality and to promotion. To achieve the same impact on market share, later entrants need a bigger change in quality and need to spend more on promotion. Our data did not support an asymmetric effect on advertising.

Do small businesses have to practise marketing to survive and grow

Abstract: Addresses the relevance of marketing principles and how marketing should be practised in very small or micro firms by studying new start businesses in the West Yorkshire area. Reports qualitative research findings from in‐depth interviews with a sample of 18 small business founders using simple content analysis and case study techniques. Addresses specific topics including customers and customer focus; competitive advantage and positioning; marketing communications; marketing planning and strategy; and key issues involved in business growth and development. Concludes with a summary of how marketing is practised in small businesses, based on the research findings; an examination of marketing in different types of businesses; and recommendations on how marketing can help small businesses improve performance and achieve growth.

An alternative view of relationship marketing: a framework for ethical analysis

Abstract: At present, a continuing widespread debate on the moral nature of business is widely recognized. However, it seems that the ethical evaluation of business practices is not very common in the area of relationship marketing. Analyses relationship marketing from the viewpoint of ethical theories. The theories applied are deontology, utilitarianism, virtue ethics, and emotivism. Reviews and analyses studies on relationship marketing issues in order to construct a framework for the ethical analysis of relationship marketing principles. Finally presents a framework for ethical analysis in the form of a constructive solution. Includes a model or code of business ethics for relationship marketers. The code will help make relationship marketing practices ethically longer lasting and, in this way, make the practices also more competitive and profitable.

The New Marketing Paradigm: Integrated Marketing Communications

Abstract: This book tells why mass marketing no longer works - and shows how integrated communications programs can respond to each customer.

From brand values to customer value

Abstract: Many commentators have recently questioned the validity of the traditional precepts on which the marketing concept is based, and have suggested that marketing has failed to deliver its long promised prize in the form of sustainable competitive advantage. Suggests that the need for marketing today is as strong as ever. However, the practice of marketing must change its focus, to go beyond a narrow concern with brand values and instead to emphasize the creation of customer value as the over‐riding objective of marketing activity.

Global Marketing: Foreign Entry, Local Marketing & Global Management

Abstract: Part I: Fundamentals Chapter 1: The Global Marketing Job Chapter 2: Theoretical Foundations Chapter 3: Cultural Foundations Part II: Foreign Entry Chapter 4: Country Attractiveness Chapter 5: Export Expansion Chapter 6: Licensing, Strategic Alliances, FDI Part III: Local Marketing Chapter 7: Understanding Local Buyers Chapter 8: Local Marketing in Mature Markets Chapter 9: Local Marketing in New Growth Markets Chapter 10: Local Marketing in Emerging Markets Part IV: Global Management Chapter 11: Global Segmentation and Positioning Chapter 12 Global Products Chapter 13: Global Services Chapter 14: Global Pricing Chapter 15: Global Distribution Chapter 16: Global Advertising Chapter 17: Global Promotion, E-Commerce, and Personal Selling Chapter 18: Organizing for Global Marketing Appendix: Global Marketing Planning

Do better at doing good

Abstract: Managers in charge of developing marketing strategies for social change efforts often rely upon conventional consumer goods-oriented marketing approaches. However such methods are not always effective. Several major anti-drug initiatives targeted at school-age children were launched in Boston during the mid-1980s with top-caliber advertising concerns producing brief clear and informative advertisements. Market surveys conducted in 1987 however revealed that although many people remembered the campaigns they failed to bring about the desired change in behavior. Conventional marketing methods are generally designed for situations in which benefits to the consumer from choosing the advertised product or service clearly outweigh the costs. The benefits are not always so concrete in social marketing. The authors developed a framework to help social marketers determine which causes can be promoted through conventional marketing methods which need an alternative approach and what the options are in the latter case. Obstacles to marketing social change analyzing the costs and benefits of change and determining appropriate strategies are discussed.

Fundamentals of Sport Marketing

Abstract: The Sport Business Industry The Global Market for the Sport Industry Sport Marketing Theory Sport Marketing Research Segmentation, Targeting, and Positioning in Sport Business Marketing Information Systems The Marketing Mix and the Sporting Industry The Product in the Sport Industry Pricing Strategies for the Sport Industry Marketing Channels and Distribution Decisions in the Sport Business Industry Promotion in the Sport Industry Media Relations in Sport Marketing Through Endorsements and Sponsorships Using Licensing and Logos in the Sport Industry.

The Internet for the rest of us: Marketing on the World Wide Web.

Abstract: Examines the World Wide Web (WWW) ‐ a relatively new Internet service based on hypermedia, as a marketing tool, illustrating the issues raised with case examples. Explains how information can be accessed and disseminated via the WWW using a typology developed by the authors. An analysis of current usage patterns indicates that several underutilized elements of the typology may provide a competitive advantage to companies which adopt them.

Quality perceptions in the financial services sector

Abstract: Argues that one theme that has emerged consistently in the recent services marketing literature is the importance of frontline employees in service delivery The internal marketing concept is based on the belief that a firm’s internal market/employees can be motivated to strive for customer‐consciousness, market orientation and sales‐mindedness through the application of accepted external marketing approaches and principles Considers in this study that these objectives could be achieved by marketing, among others, the service firm’s goals, objectives and values to frontline employees A causal model was constructed which included organizational commitment (as an intervening variable), frontline employees’ own perceptions of the service quality they deliver, and the service quality their supervisors believe they deliver as endogenous latent variables The model was empirically evaluated with data from frontline employees in the banking and insurance industries

The Marketing of Tourism Products: Concepts, Issues and Cases

Abstract: PART 1: CONCEPTS. 1. The marketing concept in tourism. 2. The analysis of tourism demand: market segmentation. 3. The analysis of tourism demand: tourism behavior. 4. Marketing research in tourism. 5. The marketing mix: the tourism product. 6. The marketing mix: tourism pricing. 7. The marketing mix: tourism distribution. 8. The marketing mix: tourism promotion. 9. Putting it all together: tourism marketing past and present. PART 2: ISSUES. 10. Tourism marketing in Eastern Europe. 11. The EU leisure tourist market. 12. The UK short holiday market. 13. Business travel marketing. 14. Destination marketing. 15. Airline marketing. 16. Marketing the small tourism business. 17. Information technology and databases for Service, quality and tourism. PART 3: CASES. 18. Airline marketing: Northwest Airlines. 19. Hotel marketing: marketing plan in the Canadian hotel industry. 20. Travel agency marketing: Thomas Cook, UK. 21. Tour operator marketing: Direct Holidays, UK. 22. Destination marketing: Florida - the uses of research. Index.

Relationship marketing: a universal paradigm or management fad?

Abstract: The business environment of the 1990s has seen a shift in firms’ emphasis away from recruiting new customers, towards nurturing and retaining those that they currently have. Numerous studies have demonstrated the effects on profitability of pursuing what has become known generically as “relationship marketing”. Discussion of relationship marketing has suffered from a failure to position the concept, resulting in interpretations ranging from short‐term sales incentives to a core business philosophy. Explores these multiple dimensions of relationship marketing, and challenges the emerging conventional wisdom that relational exchange between buyers and sellers should be the norm which all businesses aim for. Although relationship marketing may be very attractive for many products and markets, its adoption may be inappropriate in others. Parties to an exchange may have diverging views on commitment to each other and may not welcome the possibility of having their chances for opportunism restricted. In some sensitive markets, the cost of loyalty schemes may exceed the revenue benefits of repeated levels of business at profitable prices. Finally, the overenthusiastic development of buyer‐seller relationships can have anti‐ competitive implications, which are evident in some Eastern countries.

Setting socially responsible marketing objectives: a quality-of-life approach

Abstract: Financial‐ and growth‐oriented marketing objectives of traditional marketers have been criticized by marketing ethicists, because these objectives may lead to socially irresponsible marketing practices. Marketing based on the quality‐of‐life (QOL) concept posits that marketers should strive to enhance consumers’ wellbeing without harming other publics or stakeholders. Shows how marketing managers can set marketing objectives based on the QOL concept to guide socially responsible marketing practices. Develops a conceptual framework for setting marketing objectives. The framework shows that marketing managers with a QOL frame of mind should first examine the marketing policies that have been criticized by marketing ethicists. Second, marketing managers should logically drive specific marketing mix objectives based on the QOL concept. Third, general marketing objectives should be deduced from the marketing mix objectives for socially responsible marketing.

Marketing schools and consumer choice

Abstract: States that the concept of marketing is regarded with suspicion by many in education because of its commercial implications. Marketing is seen as a potential tool for the application of market forces and is therefore regarded as ethically undesirable. Argues that the methods and ideology of commercial marketing, if properly understood and correctly applied by professionals in education, can be beneficial rather than harmful, and may be imperative for schools and colleges wishing to attract students and to offer them the most relevant provision.