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Journal articles on the topic 'Management and marketing'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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1

Rutkauskas, Aleksandras Vytautas, and Adomas Ginevičius. "INTEGRATED MANAGEMENT OF MARKETING RISK AND EFFICIENCY / INTEGRUOTAS MARKETINGO RIZIKOS IR EFEKTYVUMO VALDYMAS." Journal of Business Economics and Management 12, no. 1 (April 12, 2011): 5–23. http://dx.doi.org/10.3846/16111699.2011.555357.

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There are two principal problems arising for marketing management: first—the increase of marketing ability to use effectively its resources, and second—to inventory the risks influencing marketing activity in order to develop their management strategy. Considering exceptional riskiness of marketing, the solution of marketing efficiency problems is not separable from identification of risks, influencing marketing, and their management strategies development. Integrated analysis of marketing efficiency and risk management problems is performed in two ways. First, a marketing risks portfolio management situation is analysed in such a way that resources, intended for risk management, are distributed among the means of decreasing value at risk in such a manner that the overall value of risk, i.e. the resultant of all risk values, would be minimal. Second, based on the expert efficiency estimates for a unit of costs in every element of marketing structure, a distribution of costs is pursued which would uphold the best increase of marketinggenerated marginal utility. To find the solution, imitative modeling and stochastic optimization methods are used. Santrauka Kyla dvi pagrindines marketingo valdymo problemos: pirma—tai marketingo gebejimo efektyviai naudoti jam skirtus išteklius didinimas, antra—inventorizuoti marketingo veiklai itak daranèias rizikas, siekiant parengti ju valdymo strategij. Atsižvelgiant i išskirtini marketingo rizikingum, jo efektyvumo problemu sprendimas neatsiejamas nuo riziku, daranèiu poveiki marketingui, identifikavimo ir ju valdymo strategiju sukurimo. Straipsnyje marketingo efektyvumas ir rizikos valdymo problemos nagrinejamos dviem budais. Pirmas—nagrinejama marketingo riziku portfelio valdymo situacija, kai ištekliai, skirti rizikai valdyti, dalijami tarp priemoniu, skirtu riziku vertei mažinti (Value at Risk), taip, kad bendroji rizikos verte, t. y. visu rizikos verèiu atstojamoji, butu minimali. Antras—remiantis ekspertu efektyvumo iverèiais snaudu vienetui kiekviename marketingo strukturos elemente, ieškomas toks snaudu padalijimas, kuris puoseletu naudingiausi marketingo sukuriamo ribinio naudingumo prieaugi. Sprendimams rasti pasitelkti imitacinio modeliavimo ir stochastinio optimizavimo metodai.

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2

Arora, A. P. "Marketing Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 99. http://dx.doi.org/10.1177/0972262912469705.

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3

Shukre, Anagha. "Marketing Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 99–100. http://dx.doi.org/10.1177/0972262912469708.

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4

Levy, Sidney J. "Marketing management and marketing research." Journal of Marketing Management 28, no. 1-2 (February 2012): 8–13. http://dx.doi.org/10.1080/0267257x.2011.645688.

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5

Grönroos, Christian. "Marketing as promise management: regaining customer management for marketing." Journal of Business & Industrial Marketing 24, no. 5/6 (June 12, 2009): 351–59. http://dx.doi.org/10.1108/08858620910966237.

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6

V, Saillaja, Jhansi Rani K, and Catherine R. "Global Marketing Management Planning and Organization." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (September 25, 2019): 489–93. http://dx.doi.org/10.5373/jardcs/v11/20192596.

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7

Jevtić, Petronije, Ljiljana Stošić-Mihajlović, and Robert Latin. "Modern crisis marketing management." Ekonomski izazovi 9, no. 18 (2020): 110–20. http://dx.doi.org/10.5937/ekoizazov2018110j.

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According to the broadest understanding, business crises are threats to a company that create, or have the potential to create, unwanted and negative outcomes in its business. The damage caused by the crisis to the economic entity affected by the crisis includes financial losses (declining income), creating a bad image and reducing the company's reputation, damage to company assets, technological inferiority, losses for interest and influence groups, the so-called. stakeholders of the company. The business crisis is related to the weaknesses that the company has and which further encourage it; when resources and potentials are lacking, leading to a decline in competitiveness or a weakening of market position; when events take place in the environment that are unexpected and unplanned. Thus, a business crisis is an unplanned and unwanted process that endangers or hinders the development of a company, thus putting it in an inferior position in relation to the competition. Therefore, a significant number of crisis situations arise due to the inability of management to anticipate changes that occur in the company environment. This paper will discuss the current crisis in business, which has affected almost the entire economic structure and all companies, with greater or lesser intensity. The crisis is caused by environmental factors due to the COVID-19 pandemic, but it is also a challenge in the use of new tools and methods available to marketing managers in overcoming the crisis in modern conditions.

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8

Zinsmayer, Philipp. "Marketing Performance Management." Controlling 26, no. 2 (2014): 106–8. http://dx.doi.org/10.15358/0935-0381_2014_2_106.

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9

D'Arcy, Emma, and Mike Gazeley. "Marketing HIV management." Inpharma Weekly &NA;, no. 1220 (January 2000): 3–4. http://dx.doi.org/10.2165/00128413-200012200-00004.

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10

von der Dunk, Frans G. "Aerospace Marketing Management." Space Policy 20, no. 1 (February 2004): 65–66. http://dx.doi.org/10.1016/j.spacepol.2003.11.009.

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11

Barat, Somjit. "Global Marketing Management." Journal of Global Marketing 22, no. 4 (September 18, 2009): 329–31. http://dx.doi.org/10.1080/08911760903022556.

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12

Tadajewski, Mark, and Paul Hewer. "Engaging marketing management." Journal of Marketing Management 28, no. 7-8 (July 2012): 955–56. http://dx.doi.org/10.1080/0267257x.2012.700202.

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13

Costoiu, M., A. Ioana, A. Semenescu, and D. Marcu. "Marketing Management Elements." IOP Conference Series: Materials Science and Engineering 161 (November 2016): 012105. http://dx.doi.org/10.1088/1757-899x/161/1/012105.

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14

Jenkins, Melinda, and Donna L. Torrisi. "Marketing and Management." Journal of the American Academy of Nurse Practitioners 7, no. 3 (March 1995): 119–24. http://dx.doi.org/10.1111/j.1745-7599.1995.tb01134.x.

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15

El-Ansary, Adel I. "Relationship Marketing Management." Journal of Relationship Marketing 4, no. 1-2 (August 16, 2005): 43–56. http://dx.doi.org/10.1300/j366v04n01_04.

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16

Wilde, Edwin. "Marketing management consultancy." Work Study 45, no. 2 (April 1996): 18–21. http://dx.doi.org/10.1108/00438029610110393.

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17

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 3 (May 2008): 245–46. http://dx.doi.org/10.1016/j.indmarman.2008.03.001.

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18

LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 36, no. 7 (October 2007): 843. http://dx.doi.org/10.1016/j.indmarman.2007.06.002.

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19

LaPlaca, Peter J. "Industrial Marketing Management,." Industrial Marketing Management 36, no. 8 (November 2007): 1019–21. http://dx.doi.org/10.1016/j.indmarman.2007.08.001.

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20

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 1 (January 2008): 1–2. http://dx.doi.org/10.1016/j.indmarman.2007.09.004.

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21

LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 37, no. 2 (April 2008): 117–19. http://dx.doi.org/10.1016/j.indmarman.2008.01.004.

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22

Charnes, A., W. W. Cooper, D. B. Learner, and F. Y. Phillips. "Management Science and Marketing Management." Journal of Marketing 49, no. 2 (1985): 93. http://dx.doi.org/10.2307/1251568.

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23

Charnes, A., W. W. Cooper, D. B. Learner, and F. Y. Phillips. "Management Science and Marketing Management." Journal of Marketing 49, no. 2 (March 1985): 93–105. http://dx.doi.org/10.1177/002224298504900208.

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In interactions with management, management science and marketing research have produced new methodologies and methodological (as distinguished from substantive) theories. Data developments and identification and structuring of new problems have also been important. Future directions are suggested for these kinds of activities, evaluated relative to other alternatives and examined in terms of past accomplishment and future potential.

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24

Piercy, Nigel F. "The Marketing Budgeting Process: Marketing Management Implications." Journal of Marketing 51, no. 4 (October 1987): 45. http://dx.doi.org/10.2307/1251247.

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25

Havlícek, Karel. "Marketing Management and Marketing Contrilling of SMEs." EUROPEAN RESEARCH STUDIES JOURNAL XIV, Issue 4 (November 1, 2011): 39–54. http://dx.doi.org/10.35808/ersj/334.

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26

Piercy, Nigel F. "The Marketing Budgeting Process: Marketing Management Implications." Journal of Marketing 51, no. 4 (October 1987): 45–59. http://dx.doi.org/10.1177/002224298705100405.

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Most examinations of marketing and advertising budgeting concentrate on techniques ranging from arbitrary “rules of thumb” to complex management science models. The author suggests greater insight is obtained through a focus on the process of marketing budgeting. The processual variables identified in the article provide a framework for managing marketing budgeting that is much more insightful than the simple prescription of budgeting techniques. This insight arises from the source of such processual variables, as they are grounded in the task environment for marketing budgeting. The goal is to develop a conceptual framework for managing marketing budgeting that goes beyond technique to process and structure. This framework can be extended toward an organizational model of marketing budgeting. The argument is illustrated with the findings of a study of U.K. manufacturing firms.

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27

Hurth, Victoria, and Emma Whittlesea. "Characterising marketing paradigms for sustainable marketing management." Social Business 7, no. 3 (December 21, 2017): 359–90. http://dx.doi.org/10.1362/204440817x15108539431541.

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28

Takahashi, Chieko. "Health-Oriented Management Branding:." Japan Marketing Journal 39, no. 1 (June 28, 2019): 119–30. http://dx.doi.org/10.7222/marketing.2019.030.

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29

Imai, Norio. "Toward Data-Driven Management:." Japan Marketing Journal 40, no. 3 (January 7, 2021): 89–99. http://dx.doi.org/10.7222/marketing.2021.009.

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30

Petrunia, Yurii, Victor Chentsov, Norbert Życzyński, and Vira Petrunia. "Marketing environment and marketing management of universities in Ukraine: national and regional dominants." Innovative Marketing 15, no. 1 (February 5, 2019): 1–12. http://dx.doi.org/10.21511/im.15(1).2019.01.

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The marketing environment of universities’ activities in Ukraine is changing dramatically. As a result, the system of chances and risks for universities is constantly changing. Therefore, timely detection of changes in the marketing environment and effective management ensure the competitiveness of the universities. The aim of the article is to identify the marketing environment dominants of the Ukrainian universities, as well as to assess the efficiency of marketing tools application in the system of universities’ management. On the basis of statistical and primary data analyses, the higher education market in Ukraine both at the state and regional levels has been assessed and the university’s dependence on market sources of funding has been substantiated. As the modern domains of the marketing environment of universities, changes in the distribution of state-funded places, the impact of external independent testing, and the intensification of competition between universities are determined. The influence of external independent testing on structural intersegmental changes concerning the choice of specialties of universities’ entrants is proved. The comparative characteristics of the marketing management tools in Ukrainian and Polish universities are considered. The obtained results outline the importance of strengthening the marketing orientation of management in universities.

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31

Berc Radišić, Branka. "MARKETING MANAGEMENT DER DIENSTLEISTUNGEN IM HOTEL." Tourism and hospitality management 9, no. 2 (December 2003): 51–56. http://dx.doi.org/10.20867/thm.9.2.5.

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Das Management des Hotelmarketing ist ein Prozess der Planung, Organisierung, Anwendung und der Kontrolle des Hotelproduktabsatzes. Dieser Prozess wird durch die Hotelmarketingsabteilung an der Spitze mit dem Hauptmarketingsmanagement bewegt und geführt. Der Hoteleigentümer sollte die Marketingsabteilung als den Schlüsselfaktor einer erfolgreichen Geschäftsführung erkennen und dementsprechend die Notwendigkeit ersehen diese anzuregen und zu stimulieren.

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32

Mennicken, Claudia. "Marktforschung und marketing management." International Journal of Research in Marketing 14, no. 3 (July 1997): 293–95. http://dx.doi.org/10.1016/s0167-8116(97)89446-3.

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33

Carson, David, and Audrey Gilmore. "SME marketing management competencies." International Business Review 9, no. 3 (June 2000): 363–82. http://dx.doi.org/10.1016/s0969-5931(00)00006-8.

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34

Calantone, Roger J., and Josef A. Mazanec. "Marketing management and tourism." Annals of Tourism Research 18, no. 1 (January 1991): 101–19. http://dx.doi.org/10.1016/0160-7383(91)90042-a.

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35

Dann, Graham M. S. "Destination marketing and management." Annals of Tourism Research 27, no. 1 (January 2000): 227–29. http://dx.doi.org/10.1016/s0160-7383(99)00057-2.

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36

Crié, Dominique. "BIBLIOGRAPHIE: Relationship marketing management." Recherche et Applications en Marketing (French Edition) 19, no. 1 (March 2004): 105–8. http://dx.doi.org/10.1177/076737010401900107.

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37

Chonko, Lawrence B., and Shelby D. Hunt. "Ethics and Marketing Management:." Journal of Business Research 50, no. 3 (December 2000): 235–44. http://dx.doi.org/10.1016/s0148-2963(00)00175-2.

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38

Larson, Tim, and Jim Potter. "Integrated Marketing Communication Management:." Journal of Nonprofit & Public Sector Marketing 3, no. 2 (July 25, 1995): 23–36. http://dx.doi.org/10.1300/j054v03n02_03.

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39

Bansal, Ajay. "Book Review: Marketing Management." Vision: The Journal of Business Perspective 17, no. 2 (June 2013): 189–90. http://dx.doi.org/10.1177/0972262912484998.

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40

Schlegelmilch, Bodo B., and Elfriede Penz. "Knowledge Management in Marketing." Marketing Review 3, no. 1 (September 1, 2002): 5–19. http://dx.doi.org/10.1362/146934702321477208.

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41

Elena, Radu Mihaela. "Cases in marketing management." Long Range Planning 26, no. 4 (August 1993): 116–17. http://dx.doi.org/10.1016/0024-6301(93)90068-q.

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42

L, Fedun Igor. "Concept of Innovative Marketing in Management of Enterprise." Journal of Advanced Research in Dynamical and Control Systems 12, SP7 (July 25, 2020): 352–58. http://dx.doi.org/10.5373/jardcs/v12sp7/20202116.

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43

Damnjanović, Radovan, Marija Bešlin-Feruh, and Aleksandar Rajković. "Sustainable development marketing and ecological management." Odrzivi razvoj 2, no. 2 (2020): 31–40. http://dx.doi.org/10.5937/odrraz2002031d.

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In general, every development that enables undisturbed satisfying of todays generations' needs and doesn't unfavourabley influence future generations to satisfy their needs, represents sustainable development. No matter how it seems that economy and ecology are two different categories that don't have anything in common, in the developed world these two sciences are tightly connected, so in coexistence they greatly support the theory of sustainable development.

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44

Raduški, Dragoljub. "Marketing management in culture and arts." Marketing 48, no. 4 (2017): 224–34. http://dx.doi.org/10.5937/markt1704224r.

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45

Dehbid, Mehdi, and Ayeh Vilkey. "Strategic Marketing Management with Japanese Management Approach." Journal of Politics and Law 9, no. 10 (November 30, 2016): 172. http://dx.doi.org/10.5539/jpl.v9n10p172.

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<p>Extensive and comprehensive political, economics, technological differences and related crisis have caused organizations to encounter many challenges in directing activities and maintaining their position in a competitive environment. Strategic management is known as an efficient solution for institutes in dynamic environments.</p><p>Strategic marketing management determines and plans marketing strategies and implements them with a clear understanding of the organization`s mission, the assessment of environmental factors, checking the organization’s situation, and exploring opportunities in the market.</p>Strategic management process is a guidance to execute organization activities besides organization type or size. This process can be used by organizations in terms of marketing. The basic steps of strategic marketing management are similar for all types of organizations like organizations related to manufacturing industries, while importance of each step is different to others depending on effective environmental factors on the institute. In the present paper, these steps and some examples of their application are explained.

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46

Lazer, William. "Executive Insights: Changing Dimensions of International Marketing Management—The New Realities." Journal of International Marketing 1, no. 3 (September 1993): 93–103. http://dx.doi.org/10.1177/1069031x9300100306.

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International marketing is now in the midst of a major transformation that, in the next 15 to 20 years, will reshape and restructure concepts, approaches, and operations. International marketing management thinking may well be turned upside down, as fundamental precepts are challenged, a new mindset evolves, and marketing's international thrust comes of age. International concerns will move to the forefront of business, with government and societal issues transforming the management of marketing activities. The author offers some perspectives on the future of international marketing practices based on some current trends.

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47

Nielson, Charles C. "Global marketing: Foreign entry, local marketing and global management." International Journal of Research in Marketing 14, no. 3 (July 1997): 298–300. http://dx.doi.org/10.1016/s0167-8116(97)89448-7.

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48

Salzinger, Leslie, and Lee V. Chalmers. "Marketing Masculinities: Gender and Management Politics in Marketing Work." Contemporary Sociology 32, no. 2 (March 2003): 177. http://dx.doi.org/10.2307/3089578.

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49

KRZEPICKA, Alicja. "Marketing plan as a tool in marketing management process." Nowoczesne Systemy Zarządzania 9, no. 1 (January 1, 2015): 209–16. http://dx.doi.org/10.5604/18969380.1159479.

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50

Peterson, Robin T. "A Marketing History Perspective for the Marketing Management Class." Journal of Marketing Education 9, no. 1 (April 1987): 31–36. http://dx.doi.org/10.1177/027347538700900106.

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