This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008087. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008087. When citing the article, please cite: Kevin J. Clancy, Mary Lou Roberts, (1984), “TOWARD AN OPTIMAL MARKET TARGET: A STRATEGY FOR MARKET SEGMENTATION”, Journal of Consumer Marketing, Vol. 1 Iss: 1, pp. 64 - 73.
David W. Lloyd and Kevin J. Clancy
Considers the long‐standing debate over media effects onadvertising performance, in particular the effects of televisionadvertising material. Argues that the attentiveness towards…
Abstract
Considers the long‐standing debate over media effects on advertising performance, in particular the effects of television advertising material. Argues that the attentiveness towards involving programme material, rather than immediately dissipating with the onset of commercial breaks, remains activated to some extent, producing a positive effect on commercial performance. Provides a summary of the evidence and reports on research findings.
Details
Keywords
Marketing practices are generally unhealthy. Reports of marketing success are wildly and widely exaggerated. Indeed, marketing efforts and practices rarely succeed if one defines…
Abstract
Marketing practices are generally unhealthy. Reports of marketing success are wildly and widely exaggerated. Indeed, marketing efforts and practices rarely succeed if one defines success as demonstrating a reasonable return on investment. For example, 16,000 new package goods were introduced into American supermarkets and pharmacies last year, and 80 percent failed. Research suggests similar failure rates for new movies; financial products and services; and consumer durables, including automobiles, appliances and consumer electronics. One CEO of a major company admitted last year: “We would have made more money if we had taken everything we spent creating and introducing new products in the last ten years and put it into certificates of deposit.”
Kevin J. Clancy and Robert S. Shulman
Managers can improve the likelihood of new product success with simulated test market (STM) research and software programs. It's a way of getting the had news in the laboratory…
Abstract
Managers can improve the likelihood of new product success with simulated test market (STM) research and software programs. It's a way of getting the had news in the laboratory, without spending millions of dollars only to be hammered in test market cities.
Kevin J. Clancy and Mary Lou Roberts
There are few if any marketing concepts that have generated effort as voluminous and sustained as marketing segmentation. From the middle 1950's to the present, the topic has…
Abstract
There are few if any marketing concepts that have generated effort as voluminous and sustained as marketing segmentation. From the middle 1950's to the present, the topic has attracted both academicians and practitioners because of its inherent intellectual challenge and relevance to real world marketing decision making.
Bhagaban Panigrahi, Fred O. Ede and Stephen Calcich
Data collected from 202 large and 92 small consumer goods manufacturing firms were analysed to examine the perceptions and experiences of these companies with test marketing as…
Abstract
Data collected from 202 large and 92 small consumer goods manufacturing firms were analysed to examine the perceptions and experiences of these companies with test marketing as part of their new product development strategy. Seventy six per cent of the large companies and twenty four per cent of the small firms in the study test marketed their new products before full‐scale introduction. Chi‐square analysis indicated a relationship between firm size, type of business/industry, the scope of marketing operations, and whether the firm conducted test marketing or not. Cost, time constraints, and the generic nature of the product were the most prominent reasons cited by all firms for not conducting test marketing. In addition, small firms cited their size as amajor reason they did not engage in test marketing.
Details
Keywords
It seems intuitive that as firms continue to try and keep in touch with the customers they serve, research should play an increasingly important role in determining the needs and…
Abstract
It seems intuitive that as firms continue to try and keep in touch with the customers they serve, research should play an increasingly important role in determining the needs and wants of the consumer. Accordingly, as goods and services are tailored to meet these needs, so too does the accompanying advertising. Additionally, there is constant pressure on advertising agencies to produce advertising that consistently meets the objectives of their clients. Marketing departments, in turn, have to justify and be accountable to top management for advertising budgets. Consequently, agencies increasingly have to provide measures of effectiveness (Flandin et al 1992). In order to optimize the process(es) that will meet client objectives, agencies have to ensure that they understand how the consumer thinks and feels. One such approach to understanding the consumer's view is account planning. The main objective of this paper will be to provide a thorough review of the account planning phenomenon in advertising and in so doing, highlight the use of advertising research from a developmental perspective. This paper will describe the account planning process and how it differs from traditional agency practices. The justification for such a paper is the fact that billions of dollars are spent annually on advertising, in the hopes that the advertiser's objectives will consistently be met. If it could be demonstrated that increased attention to the consumer, in the development stages of advertising leads to more effective advertising than when consumer input is limited to the evaluation of advertising, after the fact, this would be of significant interest to advertisers as well as advertising agencies.
We know their names, their slogans, the colors of their logos, even the shapes of their packages. Think of the curve of the Coca‐Cola bottle, the motion implied in the Nike…
Abstract
We know their names, their slogans, the colors of their logos, even the shapes of their packages. Think of the curve of the Coca‐Cola bottle, the motion implied in the Nike swoosh. Sometimes their images linger long after the real thing is gone. Sure, there's more than one way to make a brand indelible. The question is, what does a company do with a brand after it makes its mark?