It's not enough to simply acquire alternative and small‐press materials. They must also be made easily accessible to library users by means of accurate, intelligible, and thorough…
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002726. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002726. When citing the article, please cite: Martha Rogers, Richard W. Buchanan, (1989), “Creating the marketing receptive environment: overcoming the two year hatchet limit for a firmʼs first marketing director”, Journal of Business & Industrial Marketing, Vol. 4 Iss: 2, pp. 17 - 25.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb054500. 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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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/eb054500. When citing the article, please cite: Don Peppers, Martha Rogers, (1995), “A new marketing paradigm: Share of customer, not market share”, Planning Review, Vol. 23 Iss 2 pp. 14 - 18.
A new marketing paradigm called “one‐to‐one marketing,” or “relationship marketing,” shows promise as an innovative alternative to mass marketing. This one‐to‐one approach uses…
Abstract
A new marketing paradigm called “one‐to‐one marketing,” or “relationship marketing,” shows promise as an innovative alternative to mass marketing. This one‐to‐one approach uses advanced information technology to give an enterprise the ability to develop relationships with individual customers.
These specialists in marketing and customer intelligence challenge Don Peppers' and Martha Rogers' reliance on past customer behavior, as suggested in their recent article “A…
Abstract
These specialists in marketing and customer intelligence challenge Don Peppers' and Martha Rogers' reliance on past customer behavior, as suggested in their recent article “A Marketing Paradigm: Share of Customer, Not Market Share” in the March/April 1995 issue of Planning Review.
Martha Rogers and Richard W. Buchanan
Discusses the reasons for the high number of failures of firstmarketing directors within organizations. Analyses the problems involvedin hiring first‐time marketing directors and…
Abstract
Discusses the reasons for the high number of failures of first marketing directors within organizations. Analyses the problems involved in hiring first‐time marketing directors and offers solutions that increase both the chances of survival of the marketing director, and the firm′s marketing effort. Concludes that survival depends on the creation of a marketing‐receptive environment through training, recruitment, management structure, and well‐defined marketing expectations.
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Martha Rogers and Richard W. Buchanan
Examines the problem of selecting new marketing directors and thehigh failure rate among new marketing personnel. Contends that thefailure of first‐time marketing directors is not…
Abstract
Examines the problem of selecting new marketing directors and the high failure rate among new marketing personnel. Contends that the failure of first‐time marketing directors is not automatic; identifies the problems involved in hiring first‐time directors and offers specific steps that a first‐time marketing director can take and that a firm can support to increase the possibility of success for the new marketing executive, as well as the firm′s overall marketing effort. Concludes that first time marketing executives are not doomed to fail.
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The authors posit that leading companies are achieving competitive advantage by designing their information system and operations to protect and promote each customer's interest…
Abstract
Purpose
The authors posit that leading companies are achieving competitive advantage by designing their information system and operations to protect and promote each customer's interest proactively.
Design/methodology/approach
Called “extreme trust,” this approach requires a re-assessment of value produced by the systems that produce the customer journey experience.
Findings
Companies need to revisit customer relationship management in the light of three principles: Seeing opportunities to create value from the perspective of the customer; taking extra steps when necessary to ensure that a customer does not make a mistake, or overlook some benefit or service; and not failing to do something that would have significant benefit for the customer.
Research limitations/implications
Case examples are offered.
Practical implications
Trustability is in fact financially attractive for a business, even though in many situations it may cost money up front in the form of forgone profits or newly incurred expenses, as many business improvements do.
Originality/value
The authors promote the proposition that quantifying the benefits of establishing “extreme trust” – including the value of increased customer loyalty, referrals and additional sales – requires a robust customer analytics capability, as well as a financial perspective that fairly balances short-term and long-term results.
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Kevin Thomson and Lorrie Arganbright
Technology is rapidly changing the shape of internal communication, as increasingly more organisations make use of email, intranets, ‘extrenets’, databases and the like. The…
Abstract
Technology is rapidly changing the shape of internal communication, as increasingly more organisations make use of email, intranets, ‘extrenets’, databases and the like. The promise of an ‘information superhighway’ has led many organisations to invest heavily in technology, both in terms of time and money. Based on a recent study of electronic communication in 20 top high‐tech companies, this paper explores the critical success factors for realising a maximum return on such an investment and considers the implications for all aspects of an internal communication mix.