Outlines two distinct views of database marketing – as a total marketingstrategy and as a tactical tool. Argues that a database marketingstrategy can be realized only in companies…
Abstract
Outlines two distinct views of database marketing – as a total marketing strategy and as a tactical tool. Argues that a database marketing strategy can be realized only in companies with a genuine customer focus. As a result the tactical choice is more appropriate to most companies. Suggests that the problems of database saturation, where further cross‐selling using a database is not cost‐effective, can be overcome through widening the company′s credibility as a supplier as well as by increasing the size of the database. A database marketing strategy uses the tools of image and brand building to establish this credibility.
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Margaret Meskill, Suchitra Mouly and Stephen Dakin
The focus of this paper is on the recognition and resolution by managers of “disturbances”, which have been defined as “involuntary situations that threaten the smooth running of…
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The focus of this paper is on the recognition and resolution by managers of “disturbances”, which have been defined as “involuntary situations that threaten the smooth running of the organisation but are partially beyond managerial control”. We have employed a case‐study methodology that involved semi‐structured interviews, and both within‐ and cross‐case analysis of interview data. Our primary finding is that disturbances are either people‐oriented or systems‐related, and that both recognition and resolution are contingent upon the nature of the disturbance.
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Considers the impact of defensive marketing on a firm’s competitive ability in the marketplace. Examines telecommunications as an important means through which many companies are…
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Considers the impact of defensive marketing on a firm’s competitive ability in the marketplace. Examines telecommunications as an important means through which many companies are creating several competitive advantages for themselves through a defensive marketing strategy. Defines defensive marketing in the context of its counterpart, offensive marketing. Discusses several competitive advantages resulting from defensive marketing and its use of telecommunications and provides case examples to support each identified competitive advantage. Examines several issues of concern which marketing managers should consider before undertaking a defensive marketing strategy using telecommunications technology. Highlights the importance of opening communication lines with the customer, using customer‐friendly technology to facilitate customer‐business communication, and the need for a balanced marketing strategy combining both defensive and offensive marketing strategies as major implications resulting from the discussion.
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In light of a slew of recent ethical infractions in business, commercial organizations are increasingly expected to exhibit ethical behavior and moral management, and rightly so…
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In light of a slew of recent ethical infractions in business, commercial organizations are increasingly expected to exhibit ethical behavior and moral management, and rightly so. However, firms are now also being called to practice “corporate social responsibility” (CSR), not always rightly so. The problem is that the concept of CSR is fuzzy, with unclear boundaries and debatable legitimacy.
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Provides marketers with both a broad‐based and an industry‐specific understanding of the marketing implications of GATT. First presents background information regarding GATT…
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Provides marketers with both a broad‐based and an industry‐specific understanding of the marketing implications of GATT. First presents background information regarding GATT, followed by an overview of the key provisions of the agreement. Provides an analysis of a number of consumer product industries to help assess the potential industry‐specific impact of GATT on the “offensive” and “defensive” marketing strategies which are described in the study.
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One‐stop shopping has been identified as a major goal of many contemporary shoppers in today’s society. One‐stop shopping tends to imply that all of a shopper’s needs can be…
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One‐stop shopping has been identified as a major goal of many contemporary shoppers in today’s society. One‐stop shopping tends to imply that all of a shopper’s needs can be filled in one step, all at one time, suggesting that the proper assortment in each store is a must, and a desirable mix of stores should be assembled at one convenient location. A recent study conducted for the International Council of Shopping Centers revealed that the concept of one‐stop shopping is also related directly to the match of store hours with shopper schedules. Examines the hours and schedule matching aspect of one‐stop shopping within a framework called the TIMES model, which considers specifically the relation between shoppers’ resources and their choice of shopping centers. Presents the results of a study of perceived shopping‐center problems and gives managerial recommendations for targeting consumers who seek one‐stop shopping opportunities.
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Spousal influence in the decision‐making process has been studied by marketing researchers for many years. Although the knowledge base has increased substantially on this topic…
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Spousal influence in the decision‐making process has been studied by marketing researchers for many years. Although the knowledge base has increased substantially on this topic, the empirical research has generally focussed on goods. As services continue to dominate the gross domestic product, understanding marital influence in the decision‐making process for services becomes critical. Reports an initial study of the relative influence of husbands and wives and the decision‐making process for four different services. Results suggest that for experiential services, joint decision making is the norm. However, for services higher in credence qualities, role specialization tends to occur during the decision‐making process.
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John B. Jensen and Robert E. Markland
Explains that, as global competition changes the expanding service sector, quality will play an increasingly pivotal role in both attracting and retaining service customers…
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Explains that, as global competition changes the expanding service sector, quality will play an increasingly pivotal role in both attracting and retaining service customers. Reveals that research into service quality has addressed two important dimensions: promoting quality through the design of improved service systems; and searching for reliable instruments for measuring service quality. Proposes a procedure to help the service provider interpret service quality data to improve the service delivery system. Additionally, evaluates a two‐step control chart procedure for evaluating service operations using SERVQUAL type instruments.