The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Peter R J Trim - One of the best experts on this subject based on the ideXlab platform.
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a Strategic Marketing intelligence and multi organisational resilience framework
European Journal of Marketing, 2008Co-Authors: Peter R J TrimAbstract:Purpose – The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the Strategic intelligence process.Design/methodology/approach – The paper presents a review of the literature and the development of a Strategic Marketing intelligence and multi‐organisational resilience framework.Findings – Competitive intelligence officers can contribute more fully to the Strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what Strategic Marketing represents, Marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.Research limitations/implications – A study can be undertaken to establ...
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the Strategic corporate intelligence and transformational Marketing model
Marketing Intelligence & Planning, 2004Co-Authors: Peter R J TrimAbstract:Reference to the Strategic Marketing and corporate intelligence interface is made explicit in this paper, and various contributions to the field of competitive intelligence are highlighted. A conceptual model, known as the Strategic corporate intelligence and transformational Marketing (SATELLITE) model is outlined, and can be used by corporate intelligence staff to provide better Marketing intelligence. The SATELLITE model provides a framework within which Strategic Marketing staff and corporate intelligence staff can develop intelligence and security related strategies that can counter the moves of competitors and unwelcome protagonists. The model can also be used to identify areas of organizational weakness and can assist senior managers in identifying future areas of market opportunity.
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Strategic Marketing of further and higher educational institutions partnership arrangements and centres of entrepreneurship
International Journal of Educational Management, 2003Co-Authors: Peter R J TrimAbstract:Partnership arrangements involving institutions of further and higher education provide educational provision to a broad audience. It is essential that within the framework of a partnership arrangement there is a structure in place which allows senior academics and administrators to ensure that the partnership is maintained, developed and realizes the objectives set by senior management. This paper makes reference to a centre of entrepreneurship, which academics and administrators can establish, to facilitate the development of partnership arrangements and can be viewed also as a catalyst for developing new products and services which can be turned into marketable products and services, leading to increased opportunities for income generation. The framework outlined in this paper can provide a basis for establishing a professional and relational Marketing approach that should ensure that customer expectations are met, and can be used to audit, evaluate and manage a partnership arrangement.
Malcolm Mcdonald - One of the best experts on this subject based on the ideXlab platform.
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Strategic Marketing planning theory practice and research agendas
Journal of Marketing Management, 1996Co-Authors: Malcolm McdonaldAbstract:This paper reviews the development of Strategic Marketing planning from the early 1960s to 1995. Whilst it focuses on the scientific planning model, which dominates research and teaching during this period, it also briefly reviews other planning models. In evaluating the legitimacy of the universal belief in the efficacy of Marketing planning, a number of contradictions are apparent, which surface in studies of Marketing planning failures. The reasons for these failures, however, are not linked to any general “theory”, but seem to cluster around the cultural and cognitive dimensions of planning. These dimensions are explored in detail and an agenda for future research is suggested.
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Strategic Marketing planning
1993Co-Authors: Malcolm McdonaldAbstract:Whilst there are a number of books available on Marketing planning, they are predominantly "how to" texts: this book is a serious and in-depth treatment of the specialist aspects of Marketing planning. The various topics dealt with include a review of Marketing strategy which examines the main Strategic planning tools; competitive Marketing strategy, which explains and reviews the concepts and applications; Marketing planning and corporate culture; expert systems in Strategic Marketing planning; and the role of Marketing in the future - the challenges for business and management education.
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Strategic Marketing planning a state of the art review
Marketing Intelligence & Planning, 1992Co-Authors: Malcolm McdonaldAbstract:Strategic Marketing planning has never been the simple, step‐by‐step approach described so prolifically in prescriptive texts and courses. Reviews Strategic Marketing planning in the context of different modes of Strategic planning. Defines Strategic Marketing planning, examines its role in an organization, reviews some of the techniques used in the process and concludes by exploring some of the principal barriers which hamper the introduction of Strategic Marketing planning, or serve to reduce its effectiveness.
C B Bhattacharya - One of the best experts on this subject based on the ideXlab platform.
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the debate over doing good corporate social performance Strategic Marketing levers and firm idiosyncratic risk
Journal of Marketing, 2009Co-Authors: Xueming Luo, C B BhattacharyaAbstract:Abstract Marketers and investors face a heated, provocative debate over whether excelling in social responsibility initiatives hurts or benefits firms financially. This study develops a theoretical framework that predicts (1) the impact of corporate social performance (CSP) on firm-idiosyncratic risk and (2) the role of two Strategic Marketing levers, advertising and research and development (R&D), in explaining the variability of this impact among different firms. The results show that higher CSP lowers undesirable firm-idiosyncratic risk. Notably, although the salutary impact of CSP is greater in firms with higher (versus lower) advertising, a simultaneous pursuit for CSP, advertising, and R&D is harmful with increased firm-idiosyncratic risk. For theory, the authors advance the literature on the Marketing–finance interface by drawing attention to the risk-reduction potential of CSP and by shedding new light on some critical but neglected roles of Strategic Marketing levers. They also extend CSP researc...
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the debate over doing good corporate social performance Strategic Marketing levers and firm idiosyncratic risk
2009Co-Authors: Xueming Luo, C B BhattacharyaAbstract:Marketers and investors face a heated, provocative debate over whether excelling in social responsibility initiatives hurts or benefits firms financially. This study develops a theoretical framework that predicts (1) the impact of corporate social performance (CSP) on firm-idiosyncratic risk and (2) the role of two Strategic Marketing levers, advertising and research and development (R&D), in explaining the variability of this impact among different firms. The results show that higher CSP lowers undesirable firm-idiosyncratic risk. Notably, although the salutary impact of CSP is greater in firms with higher (versus lower) advertising, a simultaneous pursuit for CSP, advertising, and R&D is harmful with increased firm-idiosyncratic risk. For theory, the authors advance the literature on the Marketing-finance interface by drawing attention to the risk-reduction potential of CSP and by shedding new light on some critical but neglected roles of Strategic Marketing levers. They also extend CSP research by moving away from the long-fought battle for a universal CSP impact and toward a finer-grained understanding of when some firms derive more risk-reduction benefits from CSP. For practice, the results indicate that the “goodwill refund” of CSP is not unconditional. They also empower marketers to communicate more effectively with investors (i.e., doing good to better manage the risk surrounding firm stock prices).
Philip Kotler - One of the best experts on this subject based on the ideXlab platform.
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philip kotler s contributions to Marketing theory and practice
2011Co-Authors: Philip KotlerAbstract:The author describes how he entered the Marketing field and describes his contributions in four sections: articles written, books published, students nurtured, and executives consulted and trained. He describes his contributions to the Marketing field in nine areas: Marketing theory and orientations, improving the role and practice of Marketing, analytical Marketing, the social and ethical side of Marketing, globalization and international Marketing competition, Marketing in the new economy, creating and managing the product mix, Strategic Marketing, and broadening the concept and application of Marketing.
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Strategic Marketing for health care organizations building a customer driven health system
2011Co-Authors: Philip Kotler, Joel Shalowitz, Robert J StevensAbstract:This much needed text offers an authoritative introduction to Strategic Marketing and presents a wealth of ideas for gaining the competitive edge in the health care arena. The authors analyze many aspects of customer driven health care industries, and use examples and cases to show how real companies build and implement effective strategies. It includes Marketing approaches through a wide range of perspectives: hospitals, physician practices, social Marketing, international health, managed care, pharmaceuticals, and biotechnology. With "Strategic Marketing for Health Care Organizations", students and future administrators will have a guide to the most successful strategies and techniques, presented ready to apply by the most knowledgeable authors.
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Strategic Marketing for nonprofit organizations
2003Co-Authors: Philip Kotler, Alan R AndreasenAbstract:SECTION I Developing a Customer Orientation Chapter 1 The Growth and Development of Nonprofit Marketing SECTION II Strategic Planning and Organization Chapter 2 Developing a Customer-Centered Mindset Chapter 3 Strategic Marketing Planning Chapter 4 Understanding Consumer Behavior Chapter 5 Acquiring and Using Marketing Information Chapter 6 Segmentation, Positioning, and Branding CHAPTER 7 Branding SECTION III Designing the Marketing Mix Chapter 8 Managing the Organization's Offerings Chapter 9 Developing and Launching New Offerings Chapter 10 Managing Perceived Costs Chapter 11 Facilitating Marketing Behaviors Chapter 12 Formulating Communications Strategies Chapter 13 Managing Communications: Advertising and Personal Persuasion Chapter 14 Managing Public Media and Public Advocacy SECTION IV Developing and Organizing Resources Chapter 15 Generating Funds Chapter 16 Attracting Human Resources: Staff, Volunteers, and Boards Chapter 17 Working with the Private Sector Section V Organizing and Controlling Marketing Strategies Chapter 18 Organizing for Implementation Chapter 19 Marketing Evaluation, Monitoring, and Control
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Strategic Marketing for educational institutions
1995Co-Authors: Philip Kotler, Karen F A FoxAbstract:1. The Education Marketplace. 2. Providing Quality Service, Value, and Customer Satisfaction. 3. Identifying and Researching Marketing Issues. 4. The Marketing Planning Process. 5. Analyzing and Adapting to the Environment. 6. Defining Institutional Resources and Direction. 7. Formulating Market Strategy. 8. Measuring and Forecasting Market Size. 9. Segmenting, Selecting, and Appealing to Markets. 10. Understanding Consumers. 11. Designing Educational Programs. 12. Pricing Educational programs. 13. Delivering Educational Programs and Services. 14. Communicating with Markets. 15. Attracting and Retaining Students. 16. Attracting Resources. 17. Evaluating Marketing Performance.
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Marketing places attracting investment industry and tourism to cities states and nations
1993Co-Authors: Philip Kotler, Donald Haider, Irving ReinAbstract:Today's headlines report cities going bankrupt, states running large deficits, and nations stuck in high debt and stagnation. Philip Kotler argues that thousands of "places" - cities, states, and nations - are in crisis, and can no longer rely on national industrial policies, such as federal matching funds, as a promise of jobs and protection. The authors show that places must, like any market-driven business, become attractive "products" by improving their industrial base and communicating their special qualities more effectively to their target markets. From studies of cities and nations throughout the world, Kotler offer a systematic analysis of why so many places have fallen on hard times, and make recommendations on what can be done to revitalize a place's economy. He shows how "place wars" - battles for Japanese factories, government projects, Olympic Games, baseball team franchises, convention business, and other economic prizes - are often misguided and end in wasted money and effort.The hidden key to vigorous economic development, the author argues, is Strategic Marketing of places by rebuilding infrastructure, creating a skilled labour force, stimulating local business entrepreneurship and expansion, developing strong public/private partnerships, identifying and attracting "place compatible" companies and industries, creating distinctive local attractions, building a service-friendly culture, and promoting these advantages effectively. Strategic Marketing of places requires a deep understanding of how "place buyers" - tourists, new residents, factories, corporate headquarters, investors - make their place decisions. With this understanding, "place sellers" - economic development agencies, tourist promotion agencies, mayor's offices - can take the necessary steps to compete aggressively for place buyers.
Rajan Varadarajan - One of the best experts on this subject based on the ideXlab platform.
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Strategic Marketing and Marketing strategy: Domain, definition, fundamental issues and foundational premises
Journal of the Academy of Marketing Science, 2010Co-Authors: Rajan VaradarajanAbstract:This paper proposes a domain statement for Strategic Marketing as a field of study and delineates certain issues fundamental to the field. It also proposes a definition for Marketing strategy, the focal organizational strategy construct of the field, and enumerates a number of foundational premises of Marketing strategy. The domain of Strategic Marketing is viewed as encompassing the study of organizational, inter-organizational and environmental phenomena concerned with (1) the behavior of organizations in the marketplace in their interactions with consumers, customers, competitors and other external constituencies, in the context of creation, communication and delivery of products that offer value to customers in exchanges with organizations, and (2) the general management responsibilities associated with the boundary spanning role of the Marketing function in organizations. At the broadest level, Marketing strategy can be defined as an organization's integrated pattern of decisions that specify its crucial choices concerning products, markets, Marketing activities and Marketing resources in the creation, communication and/or delivery of products that offer value to customers in exchanges with the organization and thereby enables the organization to achieve specific objectives. Chief among the issues that are fundamental to Strategic Marketing as a field of study are the questions of how the Marketing strategy of a business is influenced by demand side factors and supply side factors.
