Journal articles on the topic 'Strategic Marketing Thinking'
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Daltas, Arthur, and Philip McDonald. "Barricades to strategic marketing thinking." Planning Review 15, no. 1 (January 1987): 8–15. http://dx.doi.org/10.1108/eb054171.
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Daltas, A., and P. McDonald. "Barricades to strategic marketing thinking." Long Range Planning 20, no. 4 (August 1987): 126. http://dx.doi.org/10.1016/0024-6301(87)90185-3.
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Moon, Junyean. "Introduction: Strategic thinking in marketing." Journal of Business Research 66, no. 10 (October 2013): 1697. http://dx.doi.org/10.1016/j.jbusres.2012.11.005.
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Kerin, Roger A., and Michael G. Harvey. "STRATEGIC MARKETING THINKING: A GAME PERSPECTIVE." Journal of Business & Industrial Marketing 2, no. 2 (February 1987): 47–54. http://dx.doi.org/10.1108/eb006026.
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Fodness, Dale. "Rethinking strategic marketing: achieving breakthrough results." Journal of Business Strategy 26, no. 3 (June 1, 2005): 20–34. http://dx.doi.org/10.1108/02756660510597074.
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PurposeTo provide a practical overview of strategic thinking concepts and practices for marketing and other managers that can help them improve their strategy making.Design/methodology/approachThe raw materials of strategic thinking are illustrated by case studies and examples from a range of industries to aid managers in their successful application. The principles and techniques are presented in four categories: thinking strategies, strategic decision making, strategic competencies and visualizing strategy.FindingsOffers marketers an approach for moving beyond the automatic application of traditional strategic frameworks to identify and to achieve breakthrough strategies. Recognizes the real power of strategic thinking as a source of competitive advantage.Practical implicationsThe principles and practices proposed represent a practical system for enhancing strategic promise and performance, as well as for reducing the risks of strategic failure.Originality/valueThe marketing discipline is long overdue in applying the same attention and rigor to strategic thinking that it applies to strategic planning and this paper offers managers practical help in identifying and developing strategic thinking competencies.
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Benito-Ostolaza, Juan M., and Juan A. Sanchis-Llopis. "Training strategic thinking: Experimental evidence." Journal of Business Research 67, no. 5 (May 2014): 785–89. http://dx.doi.org/10.1016/j.jbusres.2013.11.045.
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Huang, Ming-Hui, and Roland T. Rust. "A strategic framework for artificial intelligence in marketing." Journal of the Academy of Marketing Science 49, no. 1 (November 4, 2020): 30–50. http://dx.doi.org/10.1007/s11747-020-00749-9.
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AbstractThe authors develop a three-stage framework for strategic marketing planning, incorporating multiple artificial intelligence (AI) benefits: mechanical AI for automating repetitive marketing functions and activities, thinking AI for processing data to arrive at decisions, and feeling AI for analyzing interactions and human emotions. This framework lays out the ways that AI can be used for marketing research, strategy (segmentation, targeting, and positioning, STP), and actions. At the marketing research stage, mechanical AI can be used for data collection, thinking AI for market analysis, and feeling AI for customer understanding. At the marketing strategy (STP) stage, mechanical AI can be used for segmentation (segment recognition), thinking AI for targeting (segment recommendation), and feeling AI for positioning (segment resonance). At the marketing action stage, mechanical AI can be used for standardization, thinking AI for personalization, and feeling AI for relationalization. We apply this framework to various areas of marketing, organized by marketing 4Ps/4Cs, to illustrate the strategic use of AI.
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Dickson, P. R., P. W. Farris, and W. J. M. I. Verbeke. "Dynamic Strategic Thinking." Journal of the Academy of Marketing Science 29, no. 3 (July 1, 2001): 216–37. http://dx.doi.org/10.1177/0092070301293001.
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Dickson, P. R., P. W. Farris, and W. J. M. I. Verbeke. "Dynamic Strategic Thinking." Journal of the Academy of Marketing Science 29, no. 3 (July 1, 2001): 216–37. http://dx.doi.org/10.1177/03079459994605.
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Baraldi, Enrico, Ross Brennan, Debbie Harrison, Annalisa Tunisini, and Judy Zolkiewski. "Strategic thinking and the IMP approach: A comparative analysis." Industrial Marketing Management 36, no. 7 (October 2007): 879–94. http://dx.doi.org/10.1016/j.indmarman.2007.05.015.
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Rossiter, John R. "Advertising management principles are derived mostly from logic and very little from empirical generalizations." Marketing Theory 12, no. 2 (April 10, 2012): 103–16. http://dx.doi.org/10.1177/1470593112441563.
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This article illustrates with numerous examples that the strategic principles of advertising management – and also its concepts and frameworks – are derived more from logic (by deduction) than from empirical generalizations (by induction). As argued by Rossiter in Marketing Theory (2001b, 2002), empirical generalizations are useful only when they are translated into strategic principles, which are ‘if, do’ recommendations for managerial actions. The present article comprehensively demonstrates that advertising’s strategic principles depend either (a) entirely on logical thinking, or (b) on logical thinking about causality designed to ‘ungeneralize’ – and specifically for the brand, improve upon – general empirical findings.
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Pheng Low, Sui, and Martin C. S. Tan. "A convergence of Western marketing mix concepts and oriental strategic thinking." Marketing Intelligence & Planning 13, no. 2 (March 1995): 36–46. http://dx.doi.org/10.1108/02634509510083491.
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Patterson, Anthony, Lee Quinn, and Steve Baron. "The power of intuitive thinking: a devalued heuristic of strategic marketing." Journal of Strategic Marketing 20, no. 1 (February 2012): 35–44. http://dx.doi.org/10.1080/0965254x.2011.628407.
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Bekoglu, Filiz Bozkurt, and Ahu Ergen. "Art of War and Its Implications on Marketing Strategies: Thinking like a Warrior." International Journal of Research in Business and Social Science (2147-4478) 3, no. 3 (July 22, 2014): 37–47. http://dx.doi.org/10.20525/ijrbs.v3i3.108.
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Throughout the evolution of marketing, as a result of increasing competition, there has been a shift from a production oriented approach to a marketing oriented approach. Strategic thinking that gives companies an advantage over their competitors gained importance. By the end of the 1980s, experts studying strategy looked back into rich military literature to find some basic principles to help them define strategies for today’s business environment. In this period warfare and its similarities with the business world were a great inspiration for marketers. The aim of this study is to show the relation between marketing strategies and military strategies. This exploratory research used secondary data. It is expected that, in the twenty-first century’s highly competitive conditions, this study will give marketers a different point of strategic view and contribute to marketing literature.
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Cravens, David W., Nigel F. Piercy, and Artur Baldauf. "Management framework guiding strategic thinking in rapidly changing markets." Journal of Marketing Management 25, no. 1-2 (February 16, 2009): 31–49. http://dx.doi.org/10.1362/026725709x410025.
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Chen, Yuxin, and Ozge Turut. "Entry deterrence/accommodation with imperfect strategic thinking capability." Quantitative Marketing and Economics 16, no. 2 (December 15, 2017): 175–207. http://dx.doi.org/10.1007/s11129-017-9195-8.
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Pagani, Margherita, and Peter Otto. "Integrating strategic thinking and simulation in marketing strategy: Seeing the whole system." Journal of Business Research 66, no. 9 (September 2013): 1568–75. http://dx.doi.org/10.1016/j.jbusres.2012.09.020.
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Du Plessis, Wendy, and Mark Peters. "Egan’s Irish Whiskey: a story of heritage and renewal." Emerald Emerging Markets Case Studies 11, no. 2 (August 16, 2021): 1–23. http://dx.doi.org/10.1108/eemcs-05-2020-0179.
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Learning outcomes The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs. Case overview/synopsis The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable. Complexity academic level The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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Durham, Gemma, and Chris Charman. "All together now? Strategic segmentation in talent and reward." Strategic HR Review 11, no. 4 (June 15, 2012): 211–16. http://dx.doi.org/10.1108/14754391211234931.
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PurposeThe purpose of this paper is to explore the marketing notion of segmentation in the HR context and specifically how this thinking can be applied to talent and reward programs.Design/methodology/approachThe paper presents a best practice guide and discussion based on a combination of recent survey data and the authors' experience of applying this thinking across a range of companies and industry sectors.FindingsSegmentation can be applied as a principle with benefits across talent and reward programs but it presents a range of change challenges. Long‐term low levels of people spend in Western multinationals may lead to segmented thinking being a logical response to future people challenges. Reward and talent professionals should consider this as a potential response early and strategically.Originality/valueThe article points to the adoption of a bottom‐up, role‐based approach to segmentation as a valuable approach to thinking through the implications of segmentation in any organization.
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Moutinho, L., and P. A. Phillips. "The impact of strategic planning on the competitiveness, performance and effectiveness of bank branches: a neural network analysis." International Journal of Bank Marketing 20, no. 3 (June 1, 2002): 102–10. http://dx.doi.org/10.1108/02652320210424188.
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The banking distribution system is going through a rapid process of change. This research study focuses on the analysis of the perceptions, of 58 bank branch managers selected from 14 branches belonging to two major Scottish banks, of the impact of a variety of planning practices on competitiveness, overall performance, strategic planning effectiveness and marketing effectiveness. The gathered data were then subjected to a number of learning iterations as part of a specifically designed neural network topology. Major findings derived from the study revealed that: bank branch effectiveness is affected by effective management practices; the overall performance of the branch depends highly on both long term thinking and innovation; long‐term thinking seems to have also a high degree of impact on strategic planning effectiveness; and finally, the degree of precision attached to planning, programming, budgeting and control seems to trigger high levels of marketing effectiveness.
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Brychkov, Dmitry, and Christine Domegan. "Social marketing and systems science: past, present and future." Journal of Social Marketing 7, no. 1 (January 3, 2017): 74–93. http://dx.doi.org/10.1108/jsocm-10-2016-0065.
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Purpose The purpose of this paper is to present retrospective, current and prospective aspects of social marketing and systems science integration. Design/methodology/approach The paper uses a periodization methodology, based on turning points of conceptual integration between social marketing and systems science. Findings The paper identifies three periods of integration between social marketing and systems science: initialization of marketing and systems science integration; further conceptualization of the link between marketing and systems science, coupled by permeation of systems thinking into social marketing; and deep integration of social marketing with systems science. The latter period is ongoing and focuses on the origination of strategic systems-based theories and practices for sustainable social change. Research limitations/implications The use of a periodization methodology might be biased by subjectivity, as chronological sequences of conceptualization-related events can be hard to decipher and can be reluctant to structural analysis. The necessity to examine the link between marketing and systems science, in so far as social marketing draws upon marketing theory regarding integration with systems science, has social marketing overshadowed by marketing at some points in time. Practical implications Historical research of social marketing and systems science integration provides a robust platform for large-scale practical manifestation of system-based strategic projects in social marketing. Originality/value This paper demonstrates that the permeation of systems thinking into the social marketing paradigm is gaining momentum and describes the trends, prospects and complexities associated with the accelerating integration.
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Cohen, David H., and Paul M. Smith. "Global marketing strategies for forest product industries." Canadian Journal of Forest Research 22, no. 1 (January 1, 1992): 124–31. http://dx.doi.org/10.1139/x92-017.
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The rapid globalization of markets in the 1980s combined with increasing disposable incomes in Japan and western Europe has mandated global thinking by both forest products companies and producing regions. Moreover, competitive threats of both domestic and foreign origin must be addressed in strategic planning and operations for firms to compete effectively. The two end points for the continuum of strategic options for the export of wood products are international and global marketing. International marketing targets specific customer segments with distinctive product lines developed for each segment. Global marketing exports a single standardized product line to all customer segments regardless of geographical location. To successfully compete in the increasingly competitive world marketplace, companies and (or) industries in producing countries must understand the requirements, benefits, and disadvantages of these two dissimilar export approaches.
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Rundh, Bo. "Development of customer value in a supply chain: managerial thinking about strategic marketing." Journal of Business & Industrial Marketing 26, no. 4 (April 12, 2011): 260–72. http://dx.doi.org/10.1108/08858621111127009.
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Key, Thomas Martin, and Astrid Lei Keel. "How executives talk." European Journal of Marketing 54, no. 3 (January 31, 2020): 546–69. http://dx.doi.org/10.1108/ejm-01-2019-0105.
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Purpose This paper aims to explore how chief executive officers (CEOs) and C-suite marketing executives (chief marketing officers [CMOs], chief customer officers [CCOs], chief branding officers [CBOs], etc.) talk about marketing concepts to better understand how marketers can more effectively articulate their value and increase their strategic influence within the firm. Design/methodology/approach Artificial intelligence-enabled computerized text analysis was used to identify and weight keywords from 266 CEO and C-suite marketing executive interviews. Custom marketing concept dictionaries were used to gauge overall marketing focus. Findings The analysis revealed opportunities for C-suite marketers to align specific marketing concepts with that of CEOs for increased strategic influence. Comparisons between C-suite marketing roles showed that CMOs are more focused on marketing strategy than specialized C-suite marketing positions, such as CCO and CBO. This points to a potential decrease in strategic impact for marketing executives dependent on the specialization of their position. Research limitations/implications Using IBM Watson’s black-box artificial intelligence may limit the ability to replicate results from the content analysis; however, the results identify important ways that marketing executives can use to increase their ability to articulate their value within the firm. Practical implications C-suite marketing executives who want to increase the strategic alignment of their role with their firm must pay close attention to the marketing concepts they talk about, and how those align with their CEO’s marketing knowledge. The creation of specialized C-suite marketing roles may unintentionally limit the strategic thinking and firm-level impact of marketers. Originality/value This paper represents the first use of artificial intelligence-enabled computerized text analysis to explore and compare executive speech acts to help increase marketing’s influence in the firm. It is also the first to explore differences in marketing concept use between C-suite marketing roles.
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Hagen, Birgit, Antonella Zucchella, and Pervez Nasim Ghauri. "From fragile to agile: marketing as a key driver of entrepreneurial internationalization." International Marketing Review 36, no. 2 (April 8, 2019): 260–88. http://dx.doi.org/10.1108/imr-01-2018-0023.
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PurposeThe purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.Design/methodology/approachThe study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.FindingsStrategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.Practical implicationsThe findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.Originality/valueStrategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.
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Ramos, André Luiz, Otávio Bandeira De Lamônica Freire, and Marcelo Moll Brandão. "Value of the Company and Marketing Metrics." Revista Ibero-Americana de Estratégia 12, no. 4 (December 1, 2013): 235–60. http://dx.doi.org/10.5585/ijsm.v12i4.2044.
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Thinking marketing strategies from a resource-based perspective (Barney, 1991), proposing assets as either tangible, organizational and human, and from Constantin and Luch’s vision (1994), where strategic resources can be tanbigle or intangible, internal or external to the firm, raises a research approach on Marketing and Finance. According to Srivastava, Shervani and Fahey (1998) there are 3 market assets types, which generate firm value. Firm value can be measured by discounted cashflow, compromising marketing activities with value generation forcasts (Anderson, 1982; Day, Fahey, 1988; Doyle, 2000; Rust et al., 2004a). The economic value of marketing strategies and marketing metrics are calling strategy researchers’ and marketing managers’ attention, making clear the need for building a bridge able to articulate marketing and finance form a strategic perspective. This article proposes an analytical framework based on different scientific approaches envolving risk and return promoted by marketing strategies and points out advances concerning both methodological approaches and marketing strategies and its impact on firm metrics and value, usgin Srinivasan and Hanssens (2009) as a start point.
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Endo, Ana Claudia Braun, Luiz Alberto de Farias, and Pedro Simões Coelho. "Service branding from the perspective of higher education administrators." Marketing Intelligence & Planning 37, no. 4 (June 3, 2019): 401–16. http://dx.doi.org/10.1108/mip-06-2018-0237.
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PurposeThe purpose of this paper is to provide empirical insights about service branding from higher education administrators (HEAs) perspectives and to identify the main factors involved in their strategic thinking in this sector.Design/methodology/approachAdopting a qualitative approach, 22 in-depth interviews were performed in Brazilian HEAs to analyze service branding as a strategic institutional process in this context.FindingsFindings reveal that service branding depends on several factors, e.g., in this case, deep integration between branding and services, leadership involvement, strong value propositions, sharing of strategic guidelines, branding experiences and, finally, credibility and reputation. Excellence of service is considered essential in higher education (HE) and, therefore, service branding faces the challenge of promoting the provision of quality services.Originality/valueAlthough there have been many studies relating to HE and branding, few authors have studied service branding in educational sector and which issues must be observed in a competitive marketplace.
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Levine, Charles H. "Police Management in the 1980s: From Decrementalism to Strategic Thinking." Public Administration Review 45 (November 1985): 691. http://dx.doi.org/10.2307/3135022.
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Pagani, Margherita, and Charles H. Fine. "Value network dynamics in 3G–4G wireless communications: A systems thinking approach to strategic value assessment." Journal of Business Research 61, no. 11 (November 2008): 1102–12. http://dx.doi.org/10.1016/j.jbusres.2007.11.004.
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Giordani, Sara. "Re-thinking the role of intellectual property in nano-strategy." Nanotechnology Reviews 1, no. 1 (January 1, 2012): 97–102. http://dx.doi.org/10.1515/ntrev-2011-0007.
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AbstractIn two past studies we observed and analyzed a group of European new and adolescent ventures, looking in particular at how they were about exploiting nanotechnology-based business opportunities, what was the role of intellectual property rights (IPRs), mainly patents, in those strategies, what was the link between patent filings in nanotechnology and exploitation patterns in the market. We formulated hypotheses and proposed an interpretative model of the strategic decisions and business choices. After a couple of years we took the opportunity to revisit some of the hypotheses and outcomes of the proposed interpretative model. If the overall framework of analysis is still, at least partly, applicable to the current situation, new trends emerge, which involve: the creation of extended portfolios of IPRs and intangible assets, which are both technology and marketing related, the entry of strategic investors and the new role of the financial and funding instruments, and the emergence of new types of consolidation patterns which are rooted in the net of strategic partnerships, collaborations and new forms of alliances in the supply chain and in the market.
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Avdiu, Msc Arjanit. "Strategic Management Key to Success for Kosovo Companies - Expansion in International European Market." European Journal of Interdisciplinary Studies 3, no. 3 (May 19, 2017): 148. http://dx.doi.org/10.26417/ejis.v3i3.p148-153.
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A recent signed Stabilisation and Association Agreement (SAA), an platform that promotes harmonious economic relations and gradually development of a free trading areas between EU and Kosovo, encouraged many companies from this country to start thinking big for international business expansion in Europe. Access in Europe via free trade, is a mine of gold opportunity since it allows reaching a large number of customers in a vast and broad market. Getting and even more competing with European and other international companies for a slight market share, obviously it is a hard "piece of cake". Path to be paved attaining business objectives could be more easily headed applying an appropriate management strategy. Strategic thinking, strategic planning, strategic marketing, and international managerial strategy are pillars that could support and craft any company have a proper approach and successive performance into European market environment.
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Avdiu, Msc Arjanit. "Strategic Management Key to Success for Kosovo Companies - Expansion in International European Market." European Journal of Interdisciplinary Studies 8, no. 1 (May 19, 2017): 148. http://dx.doi.org/10.26417/ejis.v8i1.p148-153.
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A recent signed Stabilisation and Association Agreement (SAA), an platform that promotes harmonious economic relations and gradually development of a free trading areas between EU and Kosovo, encouraged many companies from this country to start thinking big for international business expansion in Europe. Access in Europe via free trade, is a mine of gold opportunity since it allows reaching a large number of customers in a vast and broad market. Getting and even more competing with European and other international companies for a slight market share, obviously it is a hard "piece of cake". Path to be paved attaining business objectives could be more easily headed applying an appropriate management strategy. Strategic thinking, strategic planning, strategic marketing, and international managerial strategy are pillars that could support and craft any company have a proper approach and successive performance into European market environment.
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Pels, Jaqueline, Sergio Barile, Marialuisa Saviano, Francesco Polese, and Luca Carrubbo. "The contribution of VSA and SDL perspectives to strategic thinking in emerging economies." Managing Service Quality 24, no. 6 (November 4, 2014): 565–91. http://dx.doi.org/10.1108/msq-09-2013-0199.
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Purpose – The purpose of this paper is to reflect upon strategic marketing in emerging economies (EEs). It tries to answer the research question: what new business models are enabled by the Viable Systems Approach (VSA) and Service-Dominant Logic (SDL) perspectives? Design/methodology/approach – The paper is developed by integrating two well-established perspectives – VSA and SDL – and applying them to inclusive businesses. Findings – The integration of these perspectives allows the authors to recognize a convergence toward business models that seem to be consistent with the principles of inclusive capitalism. The authors claim that by shifting between a reductionist/static and a holistic/dynamic view, these perspectives can be integrated, thus revealing an interesting contribution to the understanding of inclusive business. Specifically, they contribute by highlighting how the economic and social dimensions are intertwined and by highlighting that the management-thinking perspective, which has dominated in recent decades, should shift toward a more inclusive vision. Research limitations/implications – The paper represents an attempt to address an inclusive capitalism perspective in the context of marketing. Nevertheless, the conceptual reasoning developed in the paper should be further supported by empirical research carried out in the context of EEs. Practical implications – The paper has relevant managerial implications that suggest a rethinking of the business model to market with EEs. Originality/value – The paper contributes to the research on inclusive capitalism by linking it to well-grounded conceptual approaches to business that recapture a harmonious relationship between the economy and society.
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Bourassa, Maureen A., Peggy H. Cunningham, and Jay M. Handelman. "Marketing as a response to paradox and norms in the 1960s and 1970s." Journal of Historical Research in Marketing 5, no. 1 (January 25, 2013): 47–70. http://dx.doi.org/10.1108/17557501311293352.
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PurposeThis study seeks to investigate the interaction between marketers' strategic behaviors, social norms, and societal stakeholders within a particular historical time period, the 1960s and 1970s.Design/methodology/approachThe study's findings are based on an analysis of two dominant retail industry trade publications, Chain Store Age and Progressive Grocer.FindingsThe analysis reveals an intriguing array of strategic marketing activity throughout these two decades not captured in considerations of marketing strategy at the time. The retailers examined engaged in two interesting behaviors. First, they responded to a wide range of stakeholder demands in a paradoxical fashion. Second, as retailers were confronted with social norms, instead of conforming to these norms they worked to help influence and shape them to their own advantage. This examination of retailers' behaviors over two decades has allowed the authors to present an intriguing new dimension to the understanding of marketing strategy.Originality/valueThe study found that throughout the 1960s and 1970s, marketers appeared to be actively engaged in a social dialogue. Through this dialogue, they not only responded to norms, but also attempted to shape the norms that came to define legitimate behavior for the marketers. This kind of strategic marketing endeavor was not accounted for in the managerial school of thought that dominated marketing thinking at the time.
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Poku, Kofi, and Martin Owusu Ansah. "Design Thinking as a Strategy for Marketing Confectionery Products: A Case Study of Cocoa Processing Company—Ghana." Business and Management Horizons 2, no. 1 (June 19, 2014): 48. http://dx.doi.org/10.5296/bmh.v2i1.5281.
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This research looked at a shift from plain technology improvements to real endeavours in order to address the needs of consumers and to generate powerful and sustainable solutions that could tackle the current and future challenges at Cocoa Processing Company through Design Thinking. The main objective was to investigate how Design Thinking can be used by Cocoa Processing Company as a critical strategic tool for the marketing of their confectionery products.The research aimed at investigating how C.P.C used design thinking in its market strategies, to help increase its sales through discovery and creativity, bearing in mind the encouragement of customer satisfaction through design thinking and also differentiate its product from competitors. Primary and secondary data were used in collecting the data. The primary data was gathered through interviews with personnel from Marketing, R&D and Production departments of CPC and customers. The secondary data was information from Cocoa Processing Company’s web pages, annual reports and previous related research works on design thinking done by others on the Internet. The research population was ten and hence all were chosen as the sample size. Purposive sampling technique was used in gathering the data. The data was analysed using pattern matching which is also known as analytic technique. The study revealed that the organisation made use of design thinking in their marketing strategies in differentiating products from its competitors. The integration of the various departments within the organization also contributed in marketing the company’s products. It was recommended for CPC to use the Design Thinking Processes to assess its current design capabilities and identify the gaps in their design process. It was recommended for C.P.C to liaise with students with background in design, business and technology in the form of multidisciplinary teams to help improve marketing activities in the organisation.
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Ketter, Eran. "It’s all about you: destination marketing campaigns in the experience economy era." Tourism Review 73, no. 3 (August 20, 2018): 331–43. http://dx.doi.org/10.1108/tr-03-2017-0053.
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PurposeThe experience economy is characterized by the consumers’ search for emotions and memorable experiences through consumption. While the experience economy has a fundamental effect on tourists’ decision-making and their consumer behavior, only a limited number of past studies have examined the relations between the experience economy and destination marketing campaigns. To extend the scope of the existing knowledge, this paper aims to explore the use of experience marketing in destination marketing campaigns.Design/methodology/approachThe study conducts a qualitative case study analysis of six national tourism marketing campaigns, i.e. it examines the use of experience marketing in tourism campaigns and the use of the strategic experiential module as an analysis framework for destination marketing campaigns.FindingsThe findings reveal an influence of experience marketing on the examined marketing campaigns as destinations highlight the motifs of memorable experiences, engaging people’s senses and creating meaning. In accordance with the strategic experiential module, the campaigns analyzed shift the marketing focal point from the characteristics of the destination to the tourists’ experiences of sensing, feeling, thinking, acting and relating.Originality/valueThe conclusions of the study contribute both to scholars and practitioners, extending the present knowledge of the link between experience marketing and tourism marketing, illustrating the effect of experience marketing on destination marketing and shedding new light on the role of the experience economy and experience marketing in tourism marketing campaigns.
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Chen, Xu. "Color Design Plan in the Significance of Product Design." Advanced Materials Research 382 (November 2011): 39–42. http://dx.doi.org/10.4028/www.scientific.net/amr.382.39.
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Color design plan for modern design provides a new way of thinking. Color design plan in product design, to design results promote a convenient and accurate and strict scientific significance; For enterprise development and occupy the market marketing is of strategic significance; To reflect the product has a certain taste of culture connotation of meaning.
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Abou-Moghli, Azzam A. "Significance of Strategic Management in the Development of International Businesses-A Visionary Approach." International Journal of Business Administration 9, no. 5 (August 3, 2018): 71. http://dx.doi.org/10.5430/ijba.v9n5p71.
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Organizations face endless obstacles for the protection of current marketplace and market shares. Strategic management act as a contributing factor to make stream of movements towards sustainable successive operational business development in the international business. Therefore, the present study has discussed the significance of strategic management in the development of international businesses. The study results have shown that existing financial institutions are improved and new firms within international market are emerged as a result of rapid development of financial market. The successful transition for initiating tactical adjustments on the basis of preconceived scenarios is guaranteed through the integration of acts of strategic development. Moreover, the development of strategic plan needs a great deal of strategic thinking to bring the organization’s aim to fruition. The goals of strategic marketing are achieved by ensuring a strong focus on the customer needs. The marketing tools utilized by majority of the organizations to achieve competitive advantage include; loyal customer relationship, innovation, alliances, and communication. The international strategic management tends to drive strategies of successful businesses within diverse market environment. The results have concluded that organization can gain success by developing strategic alliance with companies of similar field of operation. Moreover, mostly companies have successfully modified and created new expansion strategies to enter the marketplace.
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Eriksson, Theresa, Alessandro Bigi, and Michelle Bonera. "Think with me, or think for me? On the future role of artificial intelligence in marketing strategy formulation." TQM Journal 32, no. 4 (April 22, 2020): 795–814. http://dx.doi.org/10.1108/tqm-12-2019-0303.
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PurposeThis paper explores if and how Artificial Intelligence can contribute to marketing strategy formulation.Design/methodology/approachQualitative research based on exploratory in-depth interviews with industry experts currently working with artificial intelligence tools.FindingsKey themes include: (1) Importance of AI in strategic marketing decision management; (2) Presence of AI in strategic decision management; (3) Role of AI in strategic decision management; (4) Importance of business culture for the use of AI; (5) Impact of AI on the business’ organizational model. A key consideration is a “creative-possibility perspective,” highlighting the future potential to use AI not only for rational but also for creative thinking purposes.Research limitations/implicationsThis work is focused only on strategy creation as a deliberate process. For this, AI can be used as an effective response to the external contingencies of high volumes of data and uncertain environmental conditions, as well as being an effective response to the external contingencies of limited managerial cognition. A key future consideration is a “creative-possibility perspective.”Practical implicationsA practical extension of the Gartner Analytics Ascendancy Model (Maoz, 2013).Originality/valueThis paper aims to contribute knowledge relating to the role of AI in marketing strategy formulation and explores the potential avenues for future use of AI in the strategic marketing process. This is explored through the lens of contingency theory, and additionally, findings are expressed using the Gartner analytics ascendancy model.
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Franco Valdez, Ana Dolores, and Alfonso Valdez Cervantes. "Retailing Laboratory: Delivering Skills Through Experiential Learning." Journal of Marketing Education 40, no. 1 (January 16, 2018): 17–30. http://dx.doi.org/10.1177/0273475317753679.
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Building from a theoretical foundation of active learning, this article describes how using a retail laboratory in an educational curriculum can benefit both students and strategic partners. Students work alongside strategic partners, and the retail laboratory enables them to probe and design novel retailing strategies, such as launching new merchandise and designing store formats and layouts. This innovative approach to teaching marketing and retailing helps instructors focus the overall learning process, achieved through experiential learning. The empirical results affirm its effectiveness for maintaining student satisfaction and motivation, increasing student learning interest and learning value, and promoting skills required by recruiters. That is, engaging students in real-life projects helps them build business capabilities, including critical thinking and analytical and decision-making skills.
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Paulson, Edward. "Group Communication and Critical Thinking Competence Development Using a Reality-Based Project." Business Communication Quarterly 74, no. 4 (October 17, 2011): 399–411. http://dx.doi.org/10.1177/1080569911424484.
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The presented merger and acquisition classroom exercise is based on a real yet incomplete transaction transpiring during the period of the class. The approach enables adult students to apply their previously acquired business experience to a strategic analysis project facilitating the development of group communication, critical thinking, and consensus-building competences. The exercise assumes that students have practical experience in business areas such as marketing or accounting before entering the classroom, which may make it less applicable to conventional-age students.
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Zhu, Ye, and Chong Wang. "Study on Virtual Experience Marketing Model Based on Augmented Reality: Museum Marketing (Example)." Computational Intelligence and Neuroscience 2022 (May 19, 2022): 1–21. http://dx.doi.org/10.1155/2022/2485460.
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With the development of emerging digital technologies such as Augmented Reality and Artificial Intelligence, Augmented Reality (AR) technology-enabled experience marketing model can bring brand new virtual experience to the users, improve the brand attitudes of users, and increase the use and purchase intention of users. Based on the theoretical basis of experience marketing and AR, the AR application of Guilin Museum was designed and developed by using Unity as the software development tool and using AR Foundation as the AR development framework. The implementation of this application was mainly based on face detection and tracking, image detection, and tracking in the underlying API of AR Foundation. Subsequently, an AR virtual experience marketing model was constructed based on the Schmitt strategic experience module, and the usage data of AR applications were collected. Furthermore, the collected data were analyzed and evaluated using SPSS and AMOS software, and the relationships and influences of sensory experience, emotional experience, thinking experience, action experience, and association experience on the brand attitudes of users and use intention and purchase intention in AR application were tested.
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Milikic, Sanja. "The elements of strategic and marketing planning applied in the case of Avital company." Applied Studies in Agribusiness and Commerce 3, no. 3-4 (September 30, 2009): 111–12. http://dx.doi.org/10.19041/apstract/2009/3-4/23.
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Presently, the environment that is characterized by rapid changesinallsocialspheres,thechallengesofrapidadaptation and survival in the market, the ability of thinking and acting in front of ‘’time’’is one of the key factors of success. Every day we have witnessed a large decline of the number of companies, poor implementation of many projects, poor implementation of governmentreforms, and life challenges of people to find work. On the other hand, there are individuals, organizations and companies that face challenges and changes very fast in all world markets and societies. Question that could be asked based on this is ‘’Why and how some companies manage it and the other not?"
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Mathinji, Peter Kamau, and Paul Waithaka. "Strategic Thinking and Performance of Milk Processing Firms In Nyeri County, Kenya." International Journal of Current Aspects 3, no. V (October 30, 2019): 227–51. http://dx.doi.org/10.35942/ijcab.v3iv.72.
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The milk processing firms in Nyeri County are in different stages of development but undertaking diverse strategic initiatives aimed at developing and improving their performance across the convoluted value chain ranging from milk collection, processing, and marketing. However, the firms are still experiencing challenges in performance mostly as a result of poor response to market changes, lack of innovations and inefficiencies. The study sought to find out the role of strategic thinking on performance by investigating the effects of strategic thinking on the performance of milk processing firms in Nyeri County, Kenya. The study targeted the milk processing firms that collect, process and market various milk products in Nyeri County and exclude those that just collect milk and processed elsewhere. The general objective of the study was to investigate the effect of various aspects of strategic thinking on the performance of milk processing firms in Nyeri County. The specific objectives of the study were; to investigate how refining of competitive strategies affect the performance of the milk processing firms, effect of environmental scanning on the performance of the milk processing firms, how stakeholders’ engagement affected the performance of the milk processing firms and the effects of business process redesigning on the performance of milk processing firms in Nyeri County. The study targeted all five milk processing firms that collect process and market milk products in Nyeri County. The respondents of the study were the entire top management of the milk processing firms that comprised of some 76 officers. Questionnaires were the data collection tools used in the study. The questionnaires were administered using drop and pick method. The data was coded and entered into Statistical Software for Social Science (SPSS) where both descriptive analysis and inferential analysis of multiple regression analysis was done. The study found that strategic thinking had a positive and significant effect on the performance of milk processing firms in Nyeri County. Refinement of competitive strategies had the largest positive effect on performance while re-designing of business processes had the least but positive effect on the performance of milk processing firms in Nyeri County. The study concluded that strategic thinking had significant and positive effects on the performance of milk processing firms in Nyeri County. As found out in the multiple regression analysis, all the combined strategic thinking activities of refinement of competitive strategies, environmental scanning, stakeholders’ engagement and business process re-designing had an effect on the performance of milk processing firms in Nyeri. The study recommended that strategic thinking among milk processing firms should be data-driven. Geared towards adjusting to market needs and supported by regular market surveys.
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Rodriguez, Carlos, and Christian Felzensztein. "New world wines in the UK market: re-thinking the right strategies for 2020." Emerald Emerging Markets Case Studies 3, no. 4 (October 10, 2013): 1–10. http://dx.doi.org/10.1108/eemcs-05-2013-0056.
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Title – New World wines in the UK market: re-thinking the right strategies for 2020. Subject area – International marketing, international strategy, strategic decision making, consumer behaviour, brand strategy. Study level/applicability – This case study is intended for MBA and Masters courses, specially in MSc Marketing, MSc Strategy and International Business. Case overview – The case presents new comparative data of a decade consumer research of imported wines conducted in the UK in the years 2002 and 2012. The task of the students is to understand consumer ' s changes, new preferences and new trends in this industry and to implement the new international marketing strategy for the Chilean wine industry in the UK market. Expected learning outcomes – The students should be able to identify the key issue of this case study, which is related to how Chilean wines can compete better in the international market place, facing strong competition from both Old and New World wine producers. It is also important to understand the comparative data from 2002 versus 2012, the changes in consumers ' preferences and new trends of this industry. How to implement the marketing strategy in a highly competitive environment is a key task for the students. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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M N, PrabaDevi. "Innovation and design thinking – the order of the day for start ups." Journal of Management and Science 9, no. 2 (June 30, 2019): 65–74. http://dx.doi.org/10.26524/jms.2019.8.
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At a time when policy makers are pooling efforts to restore growth and overcome the global economic and financial crisis, specific attention has been focused on innovative entrepreneurship, as it can play an important role in contributing to economic growth, job creation and poverty reduction, and can help address key social challenges. This paper deals about invention, innovation, renovation and design thinking and how it is related to new start ups. As many companies have lost confidence in the traditional ways of running a business, design thinking has entered the mix. Design Thinking for Strategic Innovation presents a framework for design thinking that is relevant to business management, marketing, and design strategies and also provides a toolkit to apply concepts for immediate use in everyday work. An essential guide for any business seeking to use design thinking as a problem-solving tool as well as a business method to transform companies and cultures.
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Park, Hyun Hee, and Jung Ok Jeon. "The impact of mixed eWOM sequence on brand attitude change: cross-cultural differences." International Marketing Review 35, no. 3 (May 14, 2018): 390–411. http://dx.doi.org/10.1108/imr-06-2016-0118.
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Purpose Despite the importance of electronic word-of-mouth (eWOM) in e-commerce transactions on the global market, there is still limited understanding about the effect of eWOM sequence and its psychological mechanism in cross-cultural settings. Therefore, the purpose of this paper is to investigate the differences in brand attitude changes according to the eWOM sequence, as well as cross-culturally, based on thinking styles. Furthermore, the authors examine the moderated mediation effect of perceived cognition congruency across cultures to explain its underlying mechanism. Design/methodology/approach The authors use a 2 (eWOM sequence: positive/negative, negative/positive) × 2(culture: East (South Korea), West (USA)) factorial design. Perceived cognition congruency is measured as a within-group variable. Findings First, brand attitude changes in the West (USA) for the negative/positive presentation order are significantly larger than for the positive/negative presentation order, while, in the East (South Korea), no significant differences exist. Second, in the Westerner group (analytical thinking style), the perceived cognition congruency shows a significant difference according to the eWOM sequence, whereas in the Easterner group (holistic thinking style), the perceived cognition congruency does not show a significant difference according to the eWOM sequence. Practical implications As such, a strategic interpretation of the mixed eWOM presentation order across cultures is needed. In the West, interest and attention are necessary for the eWOM sequence. However, in the East, a different strategic approach, except for the presentation order of mixed eWOM, is required. The other elements of the mixed eWOM, such as attribute type or intensity of negative information, need to be considered for mixed eWOM management. Originality/value This study expands the existing body of knowledge on the sequence effect of mixed eWOM. Furthermore, it provides strategic direction and practical implications for mixed eWOM-driven information management, focusing on sequence in cross-cultural settings.
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Baptista, Nuno. "Integrated reporting stimulates strategic communication of corporate social responsibility? A marketing perspective analysis based on Maignan, Ferrell and Ferrell’s stakeholder model of corporate social responsibility in marketing." Media & Jornalismo 18, no. 33 (November 12, 2018): 43–60. http://dx.doi.org/10.14195/2183-5462_33_3.
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Integrated reporting brings the promise of a new approach to corporate reporting based on integrated thinking, long-term focus, a broader view of value creation and a better articulation of organizations’ strategy and business models and further integration of corporate social responsibility and sustainability in business. Despite the potential of integrated reporting to drastically change the way corporate social responsibility is currently reported, marketing scholars focusing on ethics and social responsibility seem to be alienated from the discussion occurring in academia about integrated reporting. In this article we evaluate if integrated reports, as conceptualized by the International Integrated Reporting Council, may be used as a relevant source of information to operationalize Maignan, Ferrell and Ferrell’s stakeholder model of corporate social responsibility. We conclude that integrated reports present some important limitations, mostly related with being exclusively focused on the information needs of investors and not requiring companies to report on the full impact of their activities on other stakeholders. This study contributes to this special issue dedicated to the topic of strategic communication by framing the potential contribution of integrated reporting to strategic communication of corporate social responsibility.
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Pels, Jaqueline, Natalia Schurmann, and Maria Candelaria Garcia. "BioScience Argentina: BioMobile and the telemedicine market." Emerald Emerging Markets Case Studies 1, no. 3 (July 1, 2011): 1–13. http://dx.doi.org/10.1108/20450621111180972.
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BioScience Argentina: BioMobile and the telemedicine market. Subject area – Marketing and strategic decision making. Study level/applicability – Undergraduate business and management programmes, particularly with advanced marketing modules; and MBA programmes incorporating strategic management. Case overview – Claudio Bedoya, founder of BioScience (BS) and CEO has decided to launch a new product line, BioMobile (BM), to enter the new telemedicine market. BS is an Argentine company, which develops and commercializes innovative diagnosis equipments since 1995. The BM is a device which sends vital signals (from a patient with a chronic disease) through the mobile phone to a recipient's cell phone (doctor and/or relative).Three market segments, the alternative value propositions and the suggested go-to-markets for each of them are suggested. A debate between Antonio, Claudio's partner and Ydavelis, the marketing manager, highlights the underlying disagreement on which segment to serve and on the choice of value proposition. Expected learning outcomes – The case has been written having a senior classroom in mind. The case works best when used towards the end of the course, as it allows integrating all the concepts discussed in the course as such it assumes that participants have acquired basic concepts of strategic management and marketing management. Thus, it is not in the scope of the case to introduce any new theoretical concepts and no specific reading material is assigned to it: To apply prior knowledge to an emerging economy setting: For example: the SWOT analysis, the identification of critical success factors (CSF) for each alternative, segmentation, pricing, or the new product adoption curves. To calculate the projected revenues with limited data. To foster critical thinking about a company's strategic planning. Specifically, to be able to identify the underlying business decision: BS needs to decide whether to focus on the B2B/B2C market. Critically think on the differences between B2B and B2C business models.
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Ćalasan, Veljko, Rade Slavković, and Jelena Rajković. "Application of green tools in green marketing." Serbian Journal of Engineering Management 6, no. 1 (2021): 72–77. http://dx.doi.org/10.5937/sjem2101073c.
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Green marketing is a promotion of "green" or environmentally friendly products as a consumer base for the premium product. It implies the whole chain of a product's life cycle, prevention of releasing pollutants into the environment and their removal using phytoremediation as one of many tools. Increasing social care linked health well-being with sustainable environmental and economy. Therefore, increased number of eco-minded entrepreneurs includes green marketing. A strategic goal of corporations is to raise awareness through environmentally minded publication, eco-friendly retail, organic catering/promotion, eco-friendly landscaping, eco-consulting, etc. Thus, green tools, part of green marketing promote and educate about carbon emissions and pollution consumers daily activities produce and the impact those activities have on the final product. In the context of the changes in business, green marketing could be put in the framework of life cycle thinking. Taking into account waste as a final by product even in a lean manufacturing, LCA includes unavoidable pollutants or products as well as the remediation/phytoremediation to decrease harmful product impact.