scispace - formally typeset
Search or ask a question

Showing papers on "Return on marketing investment published in 2007"


Journal ArticleDOI
TL;DR: In this article, the authors find that green marketing could learn from conventional marketing in discovering other means than labelling to promote green products, such as addressing a wider range of consumers, working with the positioning strategies of price, place and promotion, and actively engaging in market creation.

533 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the effect of ability to measure marketing performance on firm performance, using both primary data collected from senior marketers and secondary data on firm profitability and stock returns.
Abstract: Marketing practitioners are under increasing pressure to demonstrate their contribution to firm performance. It has been widely argued that an inability to account for marketing's contribution has undermined its standing within the firm. To respond to this pressure, marketers are investing in the development of performance measurement abilities, but to date, there have been no empirical studies of whether the ability to measure marketing performance has any actual effect on either firm performance or marketing's stature. In this study of senior marketing managers in high-technology firms, the authors examine the effect of ability to measure marketing performance on firm performance, using both primary data collected from senior marketers and secondary data on firm profitability and stock returns. They also explore the effect of ability to measure marketing on marketing's stature within the firm, which is operationalized as chief executive officer satisfaction with marketing. The empirical results...

391 citations


Book
01 Jan 2007
TL;DR: Marketing Research: An Applied Approach as mentioned in this paper is comprehensive, practical, applied, managerial, and presents a balanced coverage of both qualitative and quantitative material, written from the perspective of users of marketing research.
Abstract: Marketing Research: An Applied Approach is comprehensive, practical, applied, managerial, and presents a balanced coverage of both qualitative and quantitative material. This book is written from the perspective of users of marketing research. It reflects the current trends in international marketing, ethics and the integration of the Internet and computers, as well as a focus on the practice of marketing research by featuring Sports Marketing Surveys and other marketing research organizations.

389 citations


Journal ArticleDOI
TL;DR: In this paper, the authors empirically investigated various facets of thought-world differences and their effects on various outcomes and concluded that differences hamper the cooperation between marketing and sales, which leads to a lower market performance of the business unit.
Abstract: The literature is divided on whether differences between the thought worlds of marketing and sales are deleterious or beneficial. This article empirically investigates various facets of thought-world differences and their effects on various outcomes. It confirms that, in general, differences hamper the cooperation between marketing and sales, which leads to a lower market performance of the business unit. However, some facets of thought-world differences enhance the market performance of the business unit through a direct effect that outweighs the negative effect mediated by the quality of cooperation between marketing and sales. Market performance is enhanced if one side plays the customers' advocate while the other plays the products' advocate. Market performance is also enhanced if one side plays the advocate of short-term considerations while the other plays the advocate of long-term considerations. In contrast, differences between marketing and sales in regard to product knowledge and interp...

341 citations


Journal ArticleDOI
TL;DR: The distinctive difference between the 1985 and the 2004 American Marketing Association definitions of marketing is the lack of exchange as discussed by the authors, and a focus on creating and delivering value through customer relationships replaces the historical focus on the exchange paradigm.
Abstract: The distinctive difference between the 1985 and the 2004 American Marketing Association definitions of marketing is the lack of exchange. In the new definition, a focus on creating and delivering value through customer relationships replaces the historical focus on the exchange paradigm. The authors welcome this change and discuss its implications, the limits of the exchange paradigm, the merits of value creation, and the future paradigm for marketing.

330 citations


Journal Article
TL;DR: A straightforward tool that can be used to calculate both customer lifetime value (CLV), the worth of your customers' purchases, and customer referral value (CRV, the value of their referrals), and the effectiveness of this segmentation approach is demonstrated.
Abstract: The customers who buy the most from you are probably not your best marketers. What's more, your best marketers may be worth far more to your company than your most enthusiastic consumers. Those are the conclusions of professors Kumar and Petersen at the University of Connecticut and professor Leone at Ohio State University, who analyzed thousands of customers in research focused on a telecommunications company and a financial services firm. In this article, the authors present a straightforward tool that can be used to calculate both customer lifetime value (CLV), the worth of your customers' purchases, and customer referral value (CRV), the value of their referrals. Knowing both enables you to segment your customers into four constituent parts: those that buy a lot but are poor marketers (which they term Affluents); those that don't buy much but are very strong salespeople for your firm (Advocates); those that do both well (Champions); and those that do neither well (Misers). In a series of one-year experiments, the authors demonstrated the effectiveness of this segmentation approach. Offering purchasing incentives to Advocates, referral incentives to Affluents, and both to Misers, they were able to move significant proportions of all three into the Champions category. Both companies reaped returns on their marketing investments greater than 12-fold--more than double the normal marketing ROI for their industries. The power of this tool is its ability to help marketers decide where to focus their efforts. Rather than waste funds encouraging big spenders to spend slightly more while overlooking the power of customer evangelists who don't buy enough to seem important, you can reap much higher rewards by nudging big spenders to make referrals and urging enthusiastic proponents of your wares to buy a bit more.

264 citations


Journal ArticleDOI
TL;DR: Marketing thought and practice has evolved over the past 100 years from a philosophy of taking things to market to a belief in marketing to customers and, increasingly today, to marketing with customers as mentioned in this paper.
Abstract: Marketing thought and practice has evolved over the past 100 years from a philosophy of taking things to market to a philosophy of market(ing) to customers and, increasingly today, to a philosophy of market(ing) with customers. The author discusses the evolution of these philosophies and their influence on how the American Marketing Association has defined marketing.

181 citations


Journal ArticleDOI
TL;DR: In this paper, the authors present the successful application of a model, which combines Mitchell's theory of stakeholder saliency and Coviello's framework of contemporary marketing practices in a leading non-profit organization in the U.K.
Abstract: Non-profit (NP) organizations present complex challenges in managing stakeholder relationships, particularly during times of environmental change. This places a premium on knowing which stakeholders really matter if an effective relationship marketing strategy is to be developed. This article presents the successful application of a model, which combines Mitchell’s theory of stakeholder saliency and Coviello’s framework of contemporary marketing practices in a leading NP organization in the U.K. A cooperative enquiry approach is used to explore stakeholder relationships, dominant marketing practices, and to surface differing perceptions about the organization’s marketing strategy. Resolving these differences sets the scene for developing choices in marketing strategy for the future.

174 citations


Book
01 Jan 2007
TL;DR: In this paper, the authors present the basics of marketing management, including strategic planning, marketing information, research, and understanding the target market, as well as the process and systems for decision-making.
Abstract: Section I Essentials of Marketing Management Part A Introduction Chapter One Strategic Planning and the Marketing Management Process Part B Marketing Information, Research, and Understanding the Target Market Chapter Two Marketing Research: Process and Systems for Decision Making Chapter Three Consumer Behavior Chapter Four Organizational Buying Chapter Five Market Segmentation Part C The Marketing Mix Chapter Six Product Strategy Chapter Seven New Product Planning and Development Chapter Eight Integrated Marketing Communications: Advertising and Sales Promotion Chapter Nine Personal Selling Chapter Ten Distribution Strategy Chapter Eleven Pricing Strategy Part D Marketing in Special Fields Chapter Twelve The Marketing of Services Chapter Thirteen Global Marketing Section II Analyzing Marketing Problems and Cases Section III Financial Analysis for Marketing Decisions Section IV Internet Exercises and Sources of Marketing Information Part A Internet Exercises Part B Annotated Bibliography of Major Online Databases Used in Marketing Section V Marketing Management Cases Case Group A Market Opportunity Analysis Case Group B Product Strategy Case Group C Promotion Strategy Case Group D Distribution Strategy Case Group E Pricing Strategy Case Group F Social and Ethical Issues in Marketing Management Section VI Strategic Marketing Cases Section VII Developing Marketing Plans

173 citations


Book
08 Mar 2007
TL;DR: Where there are many, small customers and the technology is simple, marketing communications and distribution tends to follow similar patterns to those found in consumer markets, but where there are few, large customers, and particularly where technology is complex and fast changing, the emphasis shifts from an impersonal marketing management process to the management of inter-firm relationships.
Abstract: Organisational markets are very diverse. A business customer may be a single-person enterprise or a global corporation. The products and services sold to business customers may be technologically very simple (a sweeping broom) or hugely complex (a turnkey manufacturing plant, or a strategy for the takeover of a key competitive rival). Consequently, a debate has raged in the literature about whether business-to-business marketing is essentially the same as consumer marketing, or is a substantially different practice. Where there are many, small customers and the technology is simple, marketing communications and distribution tends to follow similar patterns to those found in consumer markets. However, where there are few, large customers, and particularly where technology is complex and fast changing, the emphasis shifts from an impersonal marketing management process to the management of inter-firm relationships. Impersonal marketing communications and indirect distribution channels are inappropriate under these circumstances; personal relationship management (Key Account Management), direct distribution, and adapting to the needs of individual customer organisations become the dominant strategy. In the practice of business-to-business marketing management, it is not as simple as this, however. Many firms will have a few large customers for whom a relational marketing strategy is appropriate, and many smaller customers for whom it probably is not. Key strategic decisions surround the treatment of individual customers. Marketing resources must be invested wisely; time spent building a relationship with a customer who turns out to be unprofitable is money wasted, while handling a potentially important customer with insufficient care may lead to the loss of profitable business.

158 citations


08 Jul 2007
TL;DR: In this paper, the authors present an Intranet-private network of sharing information Reduces paper Ease in sharing information Access restricted EDI - electronic data interchange Used in ordering, invoicing and confirmation of product movement ECR-efficient consumer response Use of electronic point of sale (EPOS) units (scanners) CRMcustomer relationship management Amazon.com history of sales, suggestions Replacements.com listing of personal patternsemails on inventory available SFAsales force administration Monitoring visits, sales, training, promotions etc.
Abstract: Intranet-private network of sharing information Reduces paper Ease in sharing information Access restricted EDI – electronic data interchange Used in ordering, invoicing and confirmation of product movement ECR-efficient consumer response Use of electronic point of sale (EPOS) units (scanners) CRMcustomer relationship management Amazon.comhistory of sales, suggestions Replacements.com listing of personal patternsemails on inventory available SFAsales force administration Monitoring visits, sales, training, promotions etc. Data warehouseskey aspect of a companies system PRIVACY Issues

Journal ArticleDOI
TL;DR: The authors empirically investigated whether brand orientation can partly close the performance gap between marketing strategy and performance and found that brand orientation moderated the path from marketing strategy to brand performance, and it is brand orientation that offers extra benefits in terms of partly closing the strategy-performance gap.
Abstract: Recently there has much interest in the role of marketing contributing to firm performance. However, in practice, because of implementation difficulties intended strategy often falls short of optimum performance. The purpose of this paper is to report a recent empirical study that can close the gap between marketing strategy and performance. We empirically investigate whether brand orientation can partly close the strategy–performance gap. Empirical evidence was collected from a sample of 403 Australian firms. Marketing strategy and innovation level were found to influence significantly brand performance. In turn, brand orientation moderated the path from marketing strategy to brand performance. The results suggest that brand orientation, marketing strategy and innovation can influence brand performance and it is brand orientation that offers extra benefits in terms of partly closing the strategy–performance gap.

Journal ArticleDOI
TL;DR: In this paper, the authors focus on the measurement of the return on marketing and present a conceptual framework that places measurement efforts in a historical perspective, and conclude with a discussion on where the future of marketing metrics lies.

Journal ArticleDOI
TL;DR: Two empirical studies conducted in Finland showed that compared to traditional Direct Mail and commercial e-mail, the responsiveness to mobile marketing was considerably lower, indicating that companies need to consider consumers' responsiveness in order to understand the marketing communication effectiveness in different traditional and new communication media.
Abstract: Digital marketing media, e.g. internet and mobile phones, are considered powerful new opportunities to reach consumers but are dependent upon consumer responsiveness to the new media. Consumer responsiveness is a function of the perceived relevance of the marketing message and the acceptance of the medium of the message. Two empirical studies conducted in Finland showed that compared to traditional Direct Mail (DM) and commercial e-mail, the responsiveness to mobile marketing was considerably lower. The findings indicate that companies need to consider consumers' responsiveness in order to understand the marketing communication effectiveness in different traditional and new communication media.

Journal ArticleDOI
TL;DR: In this paper, the authors analyzed the possible significant impacts of mobile phone technology developments on marketing and determined those target mobile phone users who have the most positive attitudes towards mobile marketing tools, including mobile advertising, mobile discount coupons, mobile entertainment, location-based mobile services, mobile internet and mobile banking.
Abstract: This study analyses the possible significant impacts of mobile phone technology developments on marketing and determines those target mobile phone users who have the most positive attitudes towards mobile marketing tools. The survey results, conducted on 418 mobile phone users, show that the mobile phone users’ adaptation to mobile shopping is low; however, mobile phone users have positive attitudes towards mobile marketing tools — mobile advertising, mobile discount coupons, mobile entertainment, location-based mobile services, mobile internet and mobile banking. The survey results suggest that target segment/segments can be determined for mobile marketing strategies. Managerial implications and recommendations are also offered that may work to increase mobile commerce and marketing adaptation rates.

Journal ArticleDOI
TL;DR: In this article, the authors suggest a shift in the tourism marketing paradigm away from economic profit priorities toward sustainability, considering social equity, environmental protection, and economic livability, and propose a sustainable tourism marketing model integrating tourism into a larger holistic context and focusing on marketing a quality of life for all stakeholders in the system.
Abstract: Purpose – The purpose of this paper is to suggest a shift in the tourism marketing paradigm away from economic profit priorities toward sustainability. The sustainability approach adopts a holistic, integrated view of marketing, considering social equity, environmental protection, and economic livability. The paper seeks to examine the evolving model for the tourism marketing environment.Design/methodology/approach – The paradigm shift naturally occurs by tracing the evolution of marketing approaches from production, sales, and a consumer orientation toward marketing alternatives such as societal, causal, green, responsible, and relationship marketing. Adapting a living system theory to tourism marketing, a sustainable tourism marketing model integrates tourism into a larger holistic context and focuses on marketing a quality of life for all stakeholders in the system.Findings – While alternative approaches to tourism marketing include societal consideration such as tourism impacts and environmental segme...

Journal ArticleDOI
TL;DR: Social marketing is the application of commercial technologies to the analysis, planning, execution and evaluation of programs designed to improve the voluntary behaviour of target audiences in order to improve their personal welfare and that of society.
Abstract: The unique feature of social marketing is that it takeslearning from the commercial sector and applies it to theresolution of social and health problems. This idea datesback to 1951, when Wiebe asked the question ‘Can broth-erhood be sold like soap?’ For the first time, people beganto think seriously that methods used very successfully toinfluence behaviour in the commercial sector might transferto a non-profit arena. Wiebe evaluated four different socialchange campaigns, and concluded that the more similaritiesthey had with commercial marketing, the more successfulthey were.Over the next two to three decades, marketers and publichealth experts developed and refined this thinking, learningparticularly from international development efforts, wheresocial marketing was used to inform family planning anddisease control programmes (1). Social marketing thinkingand techniques spread to the developed world, and socialmarketing is now located at the centre of health improve-ment in several countries. In the USA, social marketing isincreasingly being advocated as a core public health strat-egy for influencing voluntary lifestyle behaviours such assmoking, drinking, drug use and diet (2).Last year in the UK, the potential of social marketingwas recognized in the White Paper on Public Health, whichtalks of the ‘power of social marketing’ and ‘marketingtools applied to social good’ being ‘used to build publicawareness and change behaviour’ (3). The National SocialMarketing Centre, led by the National Consumer Counciland the Department of Health, has been established to‘help realise the full potential of effective social marketingin contributing to national and local efforts to improvehealth and reduce health inequalities’ (4).Social marketing – like generic marketing – is not atheory in itself. Rather, it is a framework or structure thatdraws from many other bodies of knowledge such as psy-chology, sociology, anthropology and communicationstheory to help us understand how to influence people’sbehaviour (5). Several definitions of social marketing exist,but one of the most useful is Andreasen’s, which describessocial marketing as follows:Social marketing is the application of commercial mar-keting technologies to the analysis, planning, executionand evaluation of programs designed to influence thevoluntary behaviour of target audiences in order toimprove their personal welfare and that of society. (6)Four key features are illustrated in this definition. Thefirst is a focus on

Journal ArticleDOI
TL;DR: In this article, the authors analyzed the Internet's effect as a new distribution channel on traditional retail travel agencies and evaluated the opportunities it offers them, dispelling the idea that it is a threat.
Abstract: The development of information and communication technologies (ICTs) has had profound effects in goods and services marketing. In particular, the advent of electronic commerce has forced companies to face new types of competition and customer relationship management to survive in markets. This study analyzes the Internet's effect as a new distribution channel on traditional retail travel agencies and evaluates the opportunities it offers them, dispelling the idea that it is a threat. The effect of ICTs on customers' trust is also examined, and the results open ways to improve the management of business relationships with customers.

Journal ArticleDOI
TL;DR: In this paper, the authors examine how companies are affected by economic crises, assess the effects of marketing strategies on company performance in such conditions, and identify those that can help companies to maintain successful performance despite turbulence in the operational environment.
Abstract: Purpose – To examine how companies are affected by economic crises, to assess the effects of marketing strategies on company performance in such conditions, and to identify those that can help companies to maintain successful performance despite turbulence in the operational environment.Design/methodology/approach – A structured questionnaire contained questions relating to 21 marketing strategies, associated with the elements of the marketing mix, plus a “general marketing strategies” category. It was completed by 172 Turkish companies, drawn from a national frame of 1,000. Data were analysed by factor analysis, with performance criteria set as the dependent variable. Results are reported for each of the elements of the marketing mix.Findings – Companies that modify their strategies appropriately can maintain or improve their performance in times of crisis. Conclusions and recommendations identify the strategic changes most likely to achieve that outcome, measured mainly in terms of sales, market share a...

Journal ArticleDOI
TL;DR: In this paper, the authors explore the concept of adapting the business relationship marketing framework to the challenges of college student retention and propose a different way of viewing student retention, providing a different perspective on retention strategies, and providing an economic justification for implementing retention programs.
Abstract: Relationship marketing, a concept that focuses on attracting, maintaining, and building business relationships, has enhanced the profitability of businesses. The core of the relationship marketing approach in business is that resources are directed toward strengthening ties to existing customers on the proven premise that maintaining existing customers is less costly than is attracting new ones. Relationship marketing models have been developed in a wide range of settings and evidence exists suggesting that it is a successful approach. This article explores the concept of adapting the business relationship marketing framework to the challenges of college student retention. The student retention and relationships marketing literatures are reviewed and parallels are drawn. The relationship marketing model presents a different way of viewing student retention, provides a different perspective on retention strategies, and provides an economic justification for implementing retention programs. Retaining studen...

Journal ArticleDOI
TL;DR: In this paper, the authors address the simultaneous management of multiple business relationships and multiple projects in the marketing strategy of a project-based firm and discuss how these portfolios may be interrelated.

Journal ArticleDOI
TL;DR: In this paper, a model is developed from a mid-level (marketing) managerial perspective by comparing three groups of strategy implementation types (change, collaborative, and cultural) against five contextual and process characteristics of marketing strategy implementation.
Abstract: Purpose – The main objective of this paper is to consider how firms set about strategising in marketing and the nature of their implementation effort. Prior research has not considered the alternative means of implementation that firms display in practice. Design/methodology/approach – A model is developed from a mid-level (marketing) managerial perspective by comparing three groups of strategy implementation types (“change”, “collaborative”, and “cultural”) against five contextual and process characteristics of marketing strategy implementation. Findings – Contrary to literature that has recommended bottom-up marketing planning, the findings show if the firm displays an implementation environment characterised by hierarchical structures and strong top-down influences, then marketing strategy implementation will be more effective. Research limitations/implications – More analysis of the daily lives of mid-level employees is essential to improve the understanding of the key implementation success factors. Also, more research is needed on the influence of firm factors, such as culture, structure and management style, in determining the context for implementation. Practical implications – The strategic paradox in the results suggests that there is a need for a degree of top-down imposition, yet it also suggested that fostering the cooperation of mid-level marketing managers through bottom-up initiatives is required in the implementation process. Originality/value – Provocatively, the paper concludes that the movement to restructure corporate hierarchies should not amount to a rejection of hierarchy as an organising principle in terms of implementing marketing strategies more effectively. The data indicate that a hierarchical implementation style will positively enhance the performance of those strategies.

Journal ArticleDOI
TL;DR: In this paper, the authors examined the importance of this proposition and found that there is a direct and positive relationship between these two constructs and identified five antecedents to improving collaboration between sales and marketing and outlined the management implications of the study.
Abstract: Prior research proposes that greater collaboration between sales and marketing has benefits to the organization through improved business performance. This study examines the importance of this proposition and finds that there is a direct and positive relationship between these two constructs. In addition, this study identifies five antecedents to improving collaboration between sales and marketing and outlines the management implications of the study. The findings indicate that a positive senior management attitude toward collaboration between sales and marketing, the reduction of interdepartmental conflict, the improvement of communications, the establishment of organizational learning, and effective market intelligence systems are important antecedents to effective collaboration between sales and marketing.

Journal ArticleDOI
TL;DR: In this article, the authors proposed a framework for such a diagnosis and applied several methods to provide converging evidence for two main findings: first, contrary to prevailing beliefs, the performance of brands in mature markets is not always stable.
Abstract: Even in mature markets, managers are expected to improve their brands' performance year after year. When successful, they can expect to continue executing on an established marketing strategy. However, when the results are disappointing, a change or turnaround strategy may be called for to help performance get back on track. In such cases, performance diagnostics are needed to identify turnarounds and to quantify the role of marketing policy shifts in this process. This paper proposes a framework for such a diagnosis and applies several methods to provide converging evidence for two main findings. First, contrary to prevailing beliefs, the performance of brands in mature markets is not always stable. Instead, brands systematically improve or deteriorate their performance outlook in clearly identifiable time windows that are relatively short compared to windows of stability. Second, these shifts in performance regimes are associated with the brand's marketing actions and policy shifts, as opposed to competitive marketing. Promotion-oriented marketing policy shifts are particularly potent in improving a brand's performance outlook.

Journal ArticleDOI
TL;DR: In this article, the authors argue that adoption of the Internet for advanced marketing operations opens up challenging opportunities for firms of all sizes, however, such adoption might destroy investments in present market channels and th...
Abstract: Adopting the Internet for advanced marketing operations opens up challenging opportunities for firms of all sizes. However, such adoption might destroy investments in present market channels and th ...

Journal ArticleDOI
Bo Rundh1
TL;DR: In this article, the authors studied the international marketing behavior of Swedish manufacturing firms within the exporting industry and found that the main factors affecting market entry relate to proximity due to local representation and a need for service in local market.
Abstract: Purpose – The increasing internationalisation and globalisation of business has forced many firms to reconsider what contributes to international success. The purpose of this paper is to study international marketing behaviour of firms within the exporting industry.Design/methodology/approach – The main study was conducted by a questionnaire within the Swedish manufacturing industry with respect to firms' exports to Europe. Data was then analysed in relation to four areas – export stimuli, factors affecting market entry, market barriers and need for changes in the marketing strategy.Findings – The findings in this study indicate no general difference in the international marketing behaviour among small and large firms. The main factors affecting market entry relate to proximity due to local representation and a need for service in the local market. The main obstacles are administrative and technical impediment and a fierce competitive situation. Changing market conditions also have an impact on a need to ...


Journal ArticleDOI
TL;DR: Shankar and Malthouse as discussed by the authors discuss the growth of interactions and dialogs, not only between the firm and the consumer, but also among consumers, particularly through on-line social networks.

Book
27 Sep 2007
TL;DR: In this article, the authors present a set of principles and drivers of the new marketing environment in the virtual world, including: Strategy and Models for the Virtual World 3. Online Marketing Planning Issues 4. Online marketing Research - Principles and Practice 5. Online Buyer Behaviour 6. Search Engine Optimisation 7. Permission and Personalisation Online 8. Website Development - Design and Content 9. The Online Product 10. Pricing Issues on the Web 11. Online Communication Tools 12. Online Distributuion and Procurement 13.
Abstract: 1. Principles and Drivers of the New Marketing Environment 2. Strategy and Models for the Virtual World 3. Online Marketing Planning Issues 4. Online Marketing Research - Principles and Practice 5. Online Buyer Behaviour 6. Positioning for Traffic and Profit. Search Engine Optimisation 7. Permission and Personalisation Online 8. Website Development - Design and Content 9. The Online Product 10. Pricing Issues on the Web 11. Online Communication Tools 12. Online Distributuion and Procurement 13. Online Marketing Legal Issues

Book
01 Jan 2007
TL;DR: In this article, the authors discuss the tourism marketing environment, including the marketing principles, characteristics of tourism marketing, and tourism marketing trends and the future tourism marketing issues in the tourism industry.
Abstract: PART 1: Understanding marketing in the tourism industry 1 Marketing principles 2 Characteristics of tourism marketing PART 2: Gathering information for decision-making 3 The tourism marketing environment 4 Tourism marketing planning 5 Tourism marketing research PART 3: Analysing the tourism market 6 Segmentation, targeting, and positioning 7 Consumer behaviour in tourism 8 Organisational behaviour in tourism PART 4: Implementing the marketing mix strategies 9 Product-offering strategies 10 Pricing strategies 11 Distribution strategies 12 Marketing communication and advertising strategies 13 Sales promotions and personal selling strategies 14 eMarketing and direct marketing strategies 15 Marketing collateral, public relations, and sponsorship strategies 16 Physical evidence, people, and process strategies PART 5: Understanding tourism marketing issues 17 Service quality through internal and relationship marketing 18 Destination marketing 19 Event marketing 20 Tourism trends and the future of tourism marketing