This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569610123825. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569610123825. When citing the article, please cite: Sönke Albers, (1996), “CAPPLAN: a decision-support system for planning the pricing and sales effort policy of a salesforce”, European Journal of Marketing, Vol. 30 Iss: 7, pp. 68 - 82.
Describes the decision‐support system CAPPLAN. CAPPLAN has been developed for firms which sell their products through a salesforce to industrial customers or wholesalers and…
Abstract
Describes the decision‐support system CAPPLAN. CAPPLAN has been developed for firms which sell their products through a salesforce to industrial customers or wholesalers and retailers. Explains that in such situations, it is common practice to negotiate the price based on guidelines provided by the sales management. Details how CAPPLAN offers a jointly optimal differentiation of prices and allocation of calling effort across account groups subject to both a limited production capacity and working‐time capacity, and also provides a parametric optimization of prices and calling effort for varying levels of production capacity. Reports how the system has been applied at an industrial photo laboratory selling the development of film and the production of prints through retailers, resulting in a substantial improvement in profits.
Details
Keywords
Mehir Baidya, Bipasha Maity and Supriyo Ghose
There has been a lot of research on how to set marketing budgets, but the overlooked aspect was how allocating funds influences business performance in a multi-goal context. This…
Abstract
Purpose
There has been a lot of research on how to set marketing budgets, but the overlooked aspect was how allocating funds influences business performance in a multi-goal context. This study aims to examine the relationship between business performance, the process of allocating funds to multiple goals and the interaction among the goals.
Design/methodology/approach
Ratio data were generated through “a constant sum scale” from a sample of 362 managers from the B2C sector, besides data on after-tax revenue for two years. The data file was created. Then, a factor analysis was performed on the data. Furthermore, an econometric model with interaction terms was fitted to the data.
Findings
The results show that allocating funds to multiple marketing goals – demand generation, customer experience, brand image, marketing competency and purchase intention – influences business performance. Furthermore, a goal’s impact on business performance is higher when coupled with other goals than in isolation.
Practical implications
The findings of the study should assist managers in increasing revenue while spending less on marketing and shifting funds from less efficient goals and pairs of goals to highly efficient ones.
Originality/value
By extending the relevant theory on the relationship between the process of marketing fund allocation, multiple goals and business performance, this study contributes to the literature on marketing.