Search results

The purpose of this paper is to analyze associations between practitioners' perception of marketing and business performance, and discuss possible implications for marketing education.

A survey was conducted in Norwegian companies in the furniture and fishery sectors. The relationship between practitioners' perceptions of marketing and business performance is analysed by combining ordinal regression with cluster analysis. The latter is used to categorize practitioners' views of marketing.

The results indicate that the cluster to which a firm belongs makes a difference in business performance. Firms that share a common view of marketing, strongly focused on both core marketing and sales, perform better than firms that share a more narrow view of marketing. Thus, both “intrinsic” and “instrumental” aims may be important to any core curriculum for marketing education.

Even though the data set accounts for a large percentage of the two selected sectors in terms of total turnover, the sample itself is small.

Vocational skills such as sales management should be an integrated part of marketing education. Financial accountability and customer profitability analyses should preferably also be included.

This study of the relationships between practitioners' perceptions of marketing and business performance, by combining cluster analysis and ordinal regression, is a new and valuable approach in this context. The findings have also important practical implications for marketing education.

The purpose of this paper is to address financial decision support for marketers and provide suggestions for improvement potentials.

The context is the Norwegian furniture and fishing industries. The samples consisted of 118 respondents, 69 from the fishing industry and 49 from the furniture industry, with an average response rate of 33 per cent. Respondents reported on six groups of marketing costs, gave an overall evaluation of their existing and potential management accounting systems and of the systems' existing and potential decision support in nine marketing decision areas.

Marketing costs represented 8.9 per cent of total revenues in the fishing industry and 16.2 per cent in the furniture industry. The difference can be attributed to items that resulted in revenue reductions and promotional costs. Both industries showed significant potential for improvements in management accounting systems. Priorities regarding the nine decision support areas differed between the two industries. Additionally, priorities in the fishing industry seemed to differ regarding time horizons (short‐ versus long‐term).

While the discussion was based on a survey representing 55 per cent of the total turnover for the fishing industry and 40 per cent for the furniture industry, the findings cannot be considered valid in other contexts. Thus other studies are welcomed.

The findings suggest a need to be fairly familiar with business contexts when preparing a management accounting system. Therefore marketers should become involved and make substantial contributions when any system is developed. At a minimum, marketers should ensure that necessary decision‐relevant information is made easily available.

Few studies have focused on the cost and profitability aspects of marketing.