Showing papers on "Return on marketing investment published in 2009"
TL;DR: In this paper, the effect of word-of-mouth (WOM) marketing on member growth at an Internet social networking site and compare it with traditional marketing vehicles is studied. But the authors employ a vector autoregressive (VAR) modeling approach.
Abstract: The authors study the effect of word-of-mouth (WOM) marketing on member growth at an Internet social networking site and compare it with traditional marketing vehicles. Because social network sites record the electronic invitations from existing members, outbound WOM can be precisely tracked. Along with traditional marketing, WOM can then be linked to the number of new members subsequently joining the site (sign-ups). Because of the endogeneity among WOM, new sign-ups, and traditional marketing activity, the authors employ a vector autoregressive (VAR) modeling approach. Estimates from the VAR model show that WOM referrals have substantially longer carryover effects than traditional marketing actions and produce substantially higher response elasticities. Based on revenue from advertising impressions served to a new member, the monetary value of a WOM referral can be calculated; this yields an upper-bound estimate for the financial incentives the firm might offer to stimulate WOM.
2,322 citations
TL;DR: In this article, the authors identify a set of managerially relevant factors and test their power to alter customer perceptions of relationship marketing investments to increase customer gratitude, which can make relationship marketing programs more effective.
Abstract: Most theories of relationship marketing emphasize the role of trust and commitment in affecting performance outcomes; however, a recent meta-analysis indicates that other mediating mechanisms are at work. Data from two studies—a laboratory experiment and a dyadic longitudinal field survey—demonstrate that gratitude also mediates the influence of a seller's relationship marketing investments on performance outcomes. Specifically, relationship marketing investments generate short-term feelings of gratitude that drive long-lasting performance benefits based on gratitude-related reciprocal behaviors. The authors identify a set of managerially relevant factors and test their power to alter customer perceptions of relationship marketing investments to increase customer gratitude, which can make relationship marketing programs more effective. Overall, the research empirically demonstrates that gratitude plays an important role in understanding how relationship marketing investments increase purchase int...
807 citations
TL;DR: In this article, a customer-based brand equity model that emphasizes the importance of understanding consumer brand knowledge structures is put forth, and the brand resonance pyramid is reviewed as a means to track how marketing communications can create intense, active loyalty relationships and affect brand equity.
Abstract: To help marketers to build and manage their brands in a dramatically changing marketing communications environment, the customer-based brand equity model that emphasizes the importance of understanding consumer brand knowledge structures is put forth. Specifically, the brand resonance pyramid is reviewed as a means to track how marketing communications can create intense, active loyalty relationships and affect brand equity. According to this model, integrating marketing communications involves mixing and matching different communication options to establish the desired awareness and image in the minds of consumers. The versatility of on-line, interactive marketing communications to marketers in brand building is also addressed.
707 citations
TL;DR: In this paper, the authors consider the potential of the discipline of marketing to contribute to consumption reduction from a social marketing perspective, and review the difficulties of applying conventional marketing theory and practice in pursuit of more sustainable consumption, and the logic of applying an adapted form of social marketing to promote more sustainable lifestyles and reductions in consumption.
578 citations
Book•
05 Jun 2009
TL;DR: Sustainability marketing: A Global Perspective as mentioned in this paper provides a new sustainability-oriented vision of marketing for the twenty-first century, with a consumer marketing focus with an emphasis on integrating sustainability principles into both marketing theory and the practical decision making of marketing managers.
Abstract: Sustainability Marketing: A Global Perspective provides a new sustainability-oriented vision of marketing for the twenty-first century. It has a consumer marketing focus with an emphasis on integrating sustainability principles into both marketing theory and the practical decision making of marketing managers. The book shows how the complexities of sustainability issues can be integrated into marketing decisions through a systematic step-by-step approach. The steps involve an analysis of socio-environmental priorities to complement conventional consumer research; an integration of social, ethical and environmental values into marketing strategy development; a new consumer-oriented sustainability marketing mix to replace the outmoded and producer-oriented ‘4 Ps’; and finally an analysis of how marketing can go beyond responding to social change to contribute to a transformation to a more sustainable society. Without taking such steps, marketing will continue to drive global crises linked to climate change, poverty, food shortages, oil depletion and species extinction, instead of helping to tackle them.
The book is ideally suited to both students and practitioners at many different levels and disciplines including marketing, business and sustainability or environmental management.
506 citations
TL;DR: In this paper, the impact of marketing on financial and firm value effects is discussed, and the authors present an agenda for future research challenges in this area, and summarize the empirical findings to date on how marketing creates shareholder value.
Abstract: The marketing profession is being challenged to assess and communicate the value created by its actions on shareholder value. These demands create a need to translate marketing resource allocations and their performance consequences into financial and firm value effects. The objective of this article is to integrate the existing knowledge on the impact of marketing on firm value. The authors first frame the important research questions on marketing and firm value and review the important investor response metrics and relevant analytical models as they relate to marketing. Next, they summarize the empirical findings to date on how marketing creates shareholder value, including the impact of brand equity, customer equity, customer satisfaction, research and development and product quality, and specific marketing-mix actions. Then, the authors review emerging findings on biases in investor response to marketing actions. They conclude by formulating an agenda for future research challenges in this em...
501 citations
TL;DR: In this article, the authors investigated whether the characteristics of a firm's network of alliances affect the firm value created from the announcement of a new marketing alliance, and found that network centrality, network density, network efficiency, network reputation, and marketing alliance capability influence firm value creation.
Abstract: Prior research has found that the announcement of marketing alliances tends to produce no effect on firm value creation in a high-tech context. This article reexamines this issue and investigates whether the characteristics of a firm’s network of alliances affect the firm value created from the announcement of a new marketing alliance. The authors investigate whether network centrality, network density, network efficiency, network reputation, and marketing alliance capability influence firm value creation. They examine this question using an event study of 230 announcements for marketing alliances in the software industry. The results indicate that, in general, marketing alliance announcements create value (i.e., abnormal stock returns) for the firm in the announcement period event window. Furthermore, network efficiency and network density have the strongest positive impact when they are moderate; network reputation and network centrality have no effect. These results point to the greater role of relational network characteristics than size-/status-based benefits. Finally, marketing alliance capability, which reflects a firm’s ability to manage a network of previous marketing alliances, has a positive impact on value creation.
365 citations
Book•
13 Nov 2009
TL;DR: The Social Media Marketing Book guides you through the maze of communities, platforms, and social media tools so you can decide which ones to use, and how to use them most effectively.
Abstract: Are you looking to take advantage of social media for your business or organization? With easy-to-understand introductions to blogging, forums, opinion and review sites, and social networks such as Twitter, Facebook, and LinkedIn, this book will help you choose the best -- and avoid the worst -- of the social web's unique marketing opportunities. The Social Media Marketing Book guides you through the maze of communities, platforms, and social media tools so you can decide which ones to use, and how to use them most effectively. With an objective approach and clear, straightforward language, Dan Zarrella, aka "The Social Media & Marketing Scientist," shows you how to plan and implement campaigns intelligently, and then measure results and track return on investment. Whether you're a seasoned pro or new to the social web, this book will take you beyond the jargon to social media marketing mastery. Make sense of this complicated environment with the help of screenshots, graphs, and visual explanations Understand the history and culture of each social media type, including features, functionality, and protocols Get clear-cut explanations of the methods you need to trigger viral marketing successes Choose the technologies and marketing tactics most relevant to your campaign goals Learn how to set specific goals for your campaigns and evaluate them according to key performance indicators
355 citations
TL;DR: In this article, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as "organizational identification" (OI).
Abstract: There is little empirical research on internal marketing despite its intuitive appeal and anecdotal accounts of its benefits. Adopting a social identity theory perspective, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as “organizational identification” (OI). The authors test the OI-transfer research model in two multinational studies using multilevel and multisource data. Hierarchical linear modeling analyses show that the OI-transfer process takes place in the relationships between business unit managers and salespeople and between regional directors and business unit managers. Furthermore, both leader–follower dyadic tenure and charismatic leadership moderate this cascading effect. Leaders with a mismatch between their charisma and OI ultimately impair followers' OI. In turn, customer-contact employees' OI strongly predicts their sales performance. Finally, both employees' ...
352 citations
Book•
28 Feb 2009
TL;DR: In this article, the authors show how to harness the power of digital media and use it to achieve the utmost success for their businesses and explain how to choose online marketing channels in order to get products and services to market.
Abstract: The world of digital media is changing at a phenomenal pace. Constantly evolving technologies, and their evolving uses,are transforming how we access informationand how we interact and communicate with one another on a global scale. Understanding Digital Marketing looks at the world of digital marketing: how it got started, how it got to where it is today, and where the thought leaders in the industry believe it is headed in the future. The book shows readers, in a practical and comprehensive way, how to harness the power of digital media and use it to achieve the utmost success fortheir businesses. Itexplains how tochoose online marketing channels in order to get products and services to market.It explores in detail such areas as search marketing, affiliate marketing, e-mail marketing, creative online executions, and digital marketing strategies.Including real-world examples of digital marketing successes and expert opinions, Understanding Digital Marketing will givereaders the tools to utilize the power of the internet to take their businesses whereverthey wantthem to go.
349 citations
TL;DR: In this article, a model of customer's experience is proposed, implications for practitioners and academics are discussed and greater dialogue is called for between marketers and their academic counterparts, where service-Dominant logic is employed to bridge the divide between theory and practice in this respect.
Abstract: For the last twenty-five years customer experiences have been considered to be a key concept in marketing management, consumer behaviour, services marketing and retailing with the result that the underlying logic and managerial rationale for experience marketing is well established in the marketing literature. However, the gulf between academics and practitioners on this topic is now as wide as ever with bestselling titles on experience marketing written by and for practitioners, which are rich in examples and step-by-step guides to managerial success yet pay scant attention to the contributions of academics in this area. The purpose of this paper is to review and reassess the extant work on experience marketing. Service-Dominant logic is employed to bridge the divide between theory and practice in this respect. A model of customer's experience proposed, implications for practitioners and academics are discussed and greater dialogue is called for between marketers and their academic counterparts.
TL;DR: There is an alarming and growing gap between the interests, standards, and priorities of academic marketers and the needs of marketing executives operating in an ambiguous, uncertain, fast-changing, and complex marketspace.
Abstract: There is an alarming and growing gap between the interests, standards, and priorities of academic marketers and the needs of marketing executives operating in an ambiguous, uncertain, fast-changing, and complex marketspace. This has gone beyond the familiar dilemma of academic research pitted against practical relevance. Our contention is that this widening divergence has become detrimental to the long-term health of the field. We share our concerns and offer proposals for better aligning the interests of marketing academics and practitioners to their mutual benefit. We are guided by the belief that the role of academic marketing is not just to advance theory and methods but also to have an impact on the practice of marketing.
TL;DR: The digital interactive transformation in marketing is not unfolding on the model of direct marketing as discussed by the authors, as some thought it would, and the transformation is unfolding on a model of consumer empowerment, in which consumers use digital media to communicate with one another and deal with marketing's intrusions.
TL;DR: In this article, the authors describe the kinds of new media that companies are using to engage customers and the challenges that these media present from the perspective of the marketing manager, using the management challenges as a framework, they describe the research opportunities posed by these media and where marketing academics can make the greatest contributions.
TL;DR: A review of the marketing mix applies particularly to the marketing can be found in this paper, where the authors present an up-to-date picture of the current standing in the debate around the mix as marketing paradigm and predominant marketing management tool by reviewing academic views from five marketing management sub-disciplines (consumer marketing, relationship marketing, services marketing, retail marketing and industrial marketing).
Abstract: The main objective of this study is to review the present marketing mix applies particularly to the marketing. Borden (1965) claims to be the first to have used the term marketing mix and that it was suggested to him by Culliton’s (1948). McCarthy (1964) offered marketing mix, often referred to as the 4Ps, as a means of translating marketing planning into practice (Bennett, 1997). Marketing mix is originating from the single P (price) of microeconomic theory (Chong, 2003). Number of researchers (eg. Gronroos, 1994; Constantinides, 2002; Goi, 2005; Moller, 2006) explores more Ps instead of traditional 4Ps only currently applied in the market. However, the creation of new P seem like unstop. New Ps were introduced into the marketing scene in order to face up into a highly competitively charged environment (Low and Tan, 1995). Even, Moller (2006) presents an up-to-date picture of the current standing in the debate around the Mix as marketing paradigm and predominant marketing management tool by reviewing academic views from five marketing management sub-disciplines (consumer marketing, relationship marketing, services marketing, retail marketing and industrial marketing) and an emerging marketing (E-Commerce). The concept of 4Ps has been criticised by number of studies. Popovic (2006) criticised 4Ps as being a production-oriented definition of marketing, and not a customer-oriented. However, in spite of its deficiencies, the 4Ps remain a staple of the marketing mix. The subsequent Ps have yet to overcome a consensus about eligibility and agreement over the practical application (Kent and Brown, 2006).
TL;DR: In this article, the identification of distinct market segments with different sensitivities to environmental matters is discussed. And the possible implications of these results for the marketing strategies of companies are also discussed.
Abstract: The modern world has led consumers to become increasingly concerned about the environment. Such concerns have begun to be displayed in their purchasing patterns, with consumers increasingly preferring to buy so-called ‘environmentally friendly products’. Marketing managers have in turn recognised the strategic importance of marketing in finding responses to the ‘environmental needs’ of consumers due to the influence this may have on their consumption habits. The growing number of organisations entering the green product market also indicates the need for suitable segmentation and positioning strategies. This paper focuses on the identification of distinct market segments. Through the use of variables related to the environment, as well as demographic variables, the segments that are occupied by consumers with different sensitivities to environmental matters are identified, and the possible implications of these results for the marketing strategies of companies are also discussed.
TL;DR: In this article, the authors conclude that social networks will play a key role in the future of marketing; externally they can replace customer annoyance with engagement, and internally they help to transform the traditional focus on control with an open and collaborative approach more conducive to success in the modern business environment.
Abstract: Purpose – The authors review recent developments in online marketing strategy that demonstrate the growing power of online communities in building brand reputations and customer relationships.Design/methodologies/approach – This work draws upon the results of an ongoing research project that is investigating the use of new technologies by entrepreneurial growing businesses in the London area. A range of examples from our 30 case study businesses are drawn upon to illustrate some of the opportunities and threats associated with these new marketing priorities.Findings – The authors conclude that social networks will play a key role in the future of marketing; externally they can replace customer annoyance with engagement, and internally they help to transform the traditional focus on control with an open and collaborative approach that is more conducive to success in the modern business environment.Research limitations/implications – Further research should aim to track this activity as it integrates with m...
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TL;DR: In this paper, the authors propose a network-based approach to B2B and C2C marketing, which is based on new developments in marketing, network theory, and case study research, emphasizing the necessity of heeding complexity and context by addressing marketing as a coherent, relational system.
Abstract: Purpose - With B2B (business-to-business) and new developments in marketing as the springboard, to emphasize the necessity of heeding complexity and context by addressing marketing as a coherent, relational system. Methodology/approach - Conceptual analysis based on new developments in marketing, network theory, and case study research; and the thesis that any company or marketing situation directly or indirectly embraces both B2B and B2C (business-to-consumer) issues. Findings - First, recent marketing theory points to the need for a network and systems approach to marketing and to changing roles between suppliers and customers. Two of these developments, many-to-many marketing as a broadening of relationship marketing (RM) and CRM (customer relationship management), and the service dominant logic (S-D logic) stress C2B (consumer-to-business) and C2C (customer-to-customer) interaction, exposing the customer’s active role. Second, a practitioner contribution, the cross-disciplinary IBM servicescience program, is enrolling academic research and education in the development of more functional and seamless service systems that work in real settings. Third, the conventional divide in goods and services marketing is conceptually dissolved in favor of supplier-customer interaction leading to value propositions and the co-creation of value. Research implications - B2B, B2C/C2B and C2C aspects are part of an integrated, complex context. Case study research and network theory allow researchers to let complexity and context to come forward. Network theory should be used in all marketing and not only on B2B. Definitions, categories and concepts in use need to be constantly evaluated as to validity and relevance for contemporary and future marketing. The conventional economic sectors(manufacturing, services, agriculture) are supplier-centric whereas marketing prescribes customer-centricity; consequently they should not be used in marketing. By focusing on continuous theory generation, an open source code and mass collaboration, “testing” and critiquing theory is superfluous; instead generate better theory to replace previous theory. Treat marketing as an aspect of all company activities; in a network every node and link can potentially affect any other part of a network. Practical implications - For marketers to better overview complexity and context of their specific marketing situations, to systematically observe relational phenomena and the customer’s role, and as a consequence better foresee opportunities and avoid mistakes in their marketing planning. Originality/value - In the light of new research and conceptualization, the article offers a network view which is only marginally represented in research and education in marketing. With bigger and more global systems and growing dependency on software and the Internet, the need to address integrated systems becomes urgent. In the new logic of service and value creation, marketing categories are being dissolved and the reductionism and linearity of Western science are being challenged in favor of a broader network approach. The dependency between B2B and B2C has been noted before but we go further and treat these as perspectives of a grander marketing context and not as independent categories. The analysis of B and C combinations displays the broadened role of customers in value networks. Goods and services are intertwined and can only be understood and handled in a unified context.
Posted Content•
TL;DR: In this paper, the authors study a market model in which competing firms use costly marketing devices to influence the set of alternatives which consumers perceive as relevant, and examine the implications of this behavioral model in the context of a competitive market model, particularly on industry profits, vertical product differentiation, and consumers' conversion rates.
Abstract: We study a market model in which competing firms use costly marketing devices to influence the set of alternatives which consumers perceive as relevant. Consumers in our model are boundedly rational in the sense that they have an imperfect perception of what is relevant to their decision problem. They apply well-defined preferences to a “consideration set”, which is a function of the marketing devices employed by the firms. We examine the implications of this behavioral model in the context of a competitive market model, particularly on industry profits, vertical product differentiation, the use of marketing devices and consumers’ conversion rates.
TL;DR: In this paper, the authors developed a promise management-based approach to marketing with the goal of regaining customer management for marketing, which is viewed as a process of enabling and making promises as well as keeping promises to meet expectations created by promises made.
Abstract: Purpose – In today's competitive markets where market offerings are far more complicated and customer interfaces are far broader than conventional marketing models assume, marketing has become increasingly tactical and lost control of the customer management process. The purpose of this paper is to develop a promise management‐based approach to marketing with the goal of regaining customer management for marketing.Design/methodology/approach – The approach takes the form of a conceptual analysisFindings – According to the promise management approach marketing is viewed as a process of enabling and making promises as well as keeping promises in order to meet expectations created by promises made. Value creation in customer processes is considered the goal for marketing. It is claimed that by taking this view marketing can once again take full responsibility for customer management.Research limitations/implications – The paper establishes a foundation for studying marketing as a process in situations where ...
TL;DR: In this article, the authors examined the impact of internal marketing, operationalised as a set of internal marketoriented behaviours (IMO), on market orientation and consequently organisational performance and provided the first quantitative evidence supporting the long held assumption that internal marketing has an impact on marketing success.
Abstract: The role of internal marketing in developing organisational competencies is identified as a key area for continued research (Rafiq & Ahmed, 2003). One competence of particular interest to marketers is market orientation. This paper examines the impact of internal marketing, operationalised as a set of internal market‐oriented behaviours (IMO), on market orientation (MO) and consequently organisational performance. It provides the first quantitative evidence to support the long held assumption that internal marketing has an impact on marketing success. Data from UK retail managers were analysed using structural equation modelling employing LISREL software. These data indicate significant relationships between internal market orientation, employee motivation and external marketing success (market orientation, financial performance and customer satisfaction). Our results also support previous findings indicating a positive impact of external market orientation on customer satisfaction and financial performan...
TL;DR: In this paper, the Society for Marketing Advances called on the marketing discipline to be accountable, link its contributions to financial performance, and assert the value it contributes to the firm.
Book•
12 Nov 2009
TL;DR: The business of marketing: What is marketing? Strategic marketing in business A very brief history of marketing where are we headed? Classic marketeers verses the new marketing model Case study: The five 'P's' in action Smart plan: Part One Chapter questions and exercises.
Abstract: Introduction. Chapter by chapter. How to get the most out of this book. The business of marketing: What is marketing? Strategic marketing in business A very brief history of marketing Where are we headed? Classic marketeers verses the new marketing model Case study: The five 'P's' in action Smart plan: Part One Chapter questions and exercises. Consumer behaviour: What is consumer behaviour? Consumer behaviour influencers Consumer behaviour and psychological make-up Market segmentation and target groups How people shop The Everyman effect Case study: Amazon.com and analytics Smart plan: Part Two Chapter questions and exercises. Product and brand development: Brands and branding Managing and growing existing brands Why are brands important? Developing new products and brands Organising for new product development Case study: Pestages Smart plan: Part three Chapter questions and exercises. Strategic pricing: Basics of marketing finance Profit - the bottom line Pricing strategies Case study: Exotic water Smart plan: Part four Chapter questions and exercises. Distribution channel marketing: What are distribution channels and how do they work? Distribution strategies Developing and managing your sales force Customer relationship marketing (CRM) Case study: Wal-Mart Smart plan: Part five Chapter questions and exercises. Promotion in marketing: The basic theories Rational verses emotional selling The communications revolution Developing marketing communications The creative process Pitching the concept Assessing marketing communications Measuring effectiveness Case study: Red Bull Smart plan: Part six Chapter questions and exercises. Appendix. Student resources. Glossary of terminology. Picture credits and acknowledgements. Working with ethics.
Book•
21 Dec 2009
TL;DR: In this article, the authors present an introduction to marketing communications and how marketing communications work, as well as an analysis and planning for marketing communications, including strategies and tactics for positioning.
Abstract: Part 1: Introduction to Marketing Communications. Chapter 1 Introduction to Marketing Communications. Chapter 2 How Marketing Communications Works. Part 2 Analysis and Planning for Marketing Communications. Chapter 3 Analysis of Target Markets. Chapter 4 Marketing Communications Effects and Objectives. Chapter 5 Marketing Communications Strategy and Planning. Chapter 6 Strategic Positioning. Chapter 7 Tactics and Techniques of Positioning Part 3 Implementation and Control of Marketing Communications. Chapter 8 Building Brand Equity. Chapter 9 Brand Narrative and Relational Management. Chapter 10 The Marketing Communications Mix. Chapter 11 Advertising Strategy. Chapter 12 Advertising Creativity. Chapter 13 Media Concepts and Media Planning. Chapter 14 Public Relations and Hybrid Marketing Communications. Chapter 15 Sales and Sales Promotion. Chapter 16 Beyond Traditional Marketing Communications. Chapter 17 Evaluating Marketing Communications.
TL;DR: In this article, the authors argue that marketers generally have heeded Levitt's (1960) advice to avoid "marketing myopia" by focusing on customers, resulting today in a new form of marketing myopia, which also causes distortions in strategic vision and can lead to business failure.
Abstract: During the past half century, marketers generally have heeded Levitt's (1960) advice to avoid "marketing myopia" by focusing on customers. We argue that they learned this lesson too well, resulting today in a new form of marketing myopia, which also causes distortions in strategic vision and can lead to business failure. The New Marketing Myopia stems from three related phenomena: 1) a single-minded focus on the customer to the exclusion of other stakeholders; 2) an overly narrow definition of the customer and his/her needs; and 3) a failure to recognize the changed societal context of business that necessitates addressing multiple stakeholders. We illustrate these phenomena and then offer a vision of marketing management as an activity that engages multiple stakeholders in value creation, suggesting that marketing can bring a particular expertise to bear. We offer five propositions for practice that would help marketers correct the myopia: 1) map the company's stakeholders, 2) determine stakeholder salience, 3) research stakeholder issues and expectations and measure impact, 4) engage with stakeholders, and 5) embed a stakeholder orientation. We conclude by noting their implications for research.
TL;DR: In this paper, consumer processing of cause marketing communications featuring a brand and a cause is investigated in the context of the communication format (perceived fit and dominance) on consumer attitudes and behavioral intentions.
TL;DR: An overview of research on marketing management and its relationship to a corporation's stock price can be found in this paper, where the authors discuss the tension between marketing techniques such as market segmentation, which assume discrepancies in markets, and finance's efficient market hypothesis.
Abstract: The article provides an overview of research on marketing management and its relationship to a corporation's stock price, the subject of the articles published in this issue. Although the aim of marketing, like any corporate action, is ultimately to increase the company's market value, it has traditionally been thought to be a contribution which takes time, as successful marketing increases revenues through attracting and retaining customers. Areas of research considered in this issue and elsewhere are discussed, including whether relations with investors are governed by the same principles as customer relations, and the tension between marketing techniques such as market segmentation, which assume discrepancies in markets, and finance's efficient market hypothesis.
TL;DR: In this paper, the authors assess the marketing literature with regard to marketing metrics and develop a framework that identifies key metrics that firms should focus on that can give a firm a better picture of how they got to where they are now and insights towards how they can continue to grow into the future.
01 Jan 2009
TL;DR: This article conducted a survey with non-profit managers in the UK, USA, and Australia to test three hypotheses: non-profits follow a customer-centered approach to marketing; marketing is run by marketing-trained staff; and cross-continental differences in the adoption of marketing in UK, the USA and Australia exist due to difference in the operating environment.
Abstract: Purpose – The purpose of this paper is to tests three hypotheses: non‐profit organizations follow a customer‐centered approach to marketing; marketing is run by marketing‐trained staff; and cross‐continental differences in the adoption of marketing in the UK, the USA, and Australia exist due to differences in the operating environment.Design/methodology/approach – A survey study was conducted with non‐profit managers. The sample contains 136 respondents; 36 from the UK, 33 from the USA and 67 from Australia.Findings – Non‐profit managers indicated that the most important marketing activities are promotional in nature. The importance of market research and strategic marketing was acknowledged only by a small proportion of non‐profits, supporting Andreasen and Kotler's assertion that non‐profit organizations have an “organization‐centered” mindset. Only one fifth of marketing staff are trained in marketing. Non‐profit organizations in the UK, the USA, and Australia did not differ in their use of marketing a...
TL;DR: This paper conducted a survey with non-profit managers in the UK, USA, and Australia to test three hypotheses: non-profits follow a customer-centered approach to marketing; marketing is run by marketing-trained staff; and cross-continental differences in the adoption of marketing in UK, the USA and Australia exist due to difference in the operating environment.
Abstract: Purpose – The purpose of this paper is to tests three hypotheses: non‐profit organizations follow a customer‐centered approach to marketing; marketing is run by marketing‐trained staff; and cross‐continental differences in the adoption of marketing in the UK, the USA, and Australia exist due to differences in the operating environment.Design/methodology/approach – A survey study was conducted with non‐profit managers. The sample contains 136 respondents; 36 from the UK, 33 from the USA and 67 from Australia.Findings – Non‐profit managers indicated that the most important marketing activities are promotional in nature. The importance of market research and strategic marketing was acknowledged only by a small proportion of non‐profits, supporting Andreasen and Kotler's assertion that non‐profit organizations have an “organization‐centered” mindset. Only one fifth of marketing staff are trained in marketing. Non‐profit organizations in the UK, the USA, and Australia did not differ in their use of marketing a...