Stealth Marketing: HOW TO REACH CONSUMERS SURREPTITIOUSLY

Title: Stealth Marketing: HOW TO REACH CONSUMERS SURREPTITIOUSLY

Title: Stealth Marketing: HOW TO REACH CONSUMERS SURREPTITIOUSLY

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Authors: Kaikati, Andrew M. ([e-mail]), Kaikati, Jack G. ([e-mail])
Subject: Marketing & CRM
Publish: 2004
Status: full text
Source: California Management Review; Summer2004, Vol. 46 Issue 4, p6-22
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Abstract: The article discusses stealth marketing methods used by companies to reach consumers without their motives being obvious. It is noted that word of mouth and peer group recommendation are the most effective promotional and marketing tools. The ive of creating "buzz" for a new product or service is to perpetuate an environment where consumers carry the message along to others. Stealth marketing techniques are being driven by a growing criticism of the advertising industry. Guerrilla marketing techniques include viral marketing, brand pushers, celebrity marketing, bait-and-tease marketing, and marketing in popular music. The author feels that brand managers need to consider the strengths and weaknesses of stealth marketing and traditional marketing before they decide on either

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Marketing Performance Measurement Ability and Firm Performance

Title: Marketing Performance Measurement Ability and Firm Performance

Title: Marketing Performance Measurement Ability and Firm Performance

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Authors: O"Sullivan, Don., Abela, Andrew V
Subject: Marketing & CRM
Publish: 2007
Status: full text
Source: Journal of Marketing; Apr2007, Vol. 71 Issue 2, p79-93
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Abstract: Marketing practitioners are under increasing pressure to demonstrate their contribution to firm performance. It has been widely argued that an inability to account for marketing"s contribution has undermined its standing within the firm. To respond to this pressure, marketers are investing in the development of performance measurement abilities, but to date, there have been no empirical studies of whether the ability to measure marketing performance has any actual effect on either firm performance or marketing"s stature. In this study of senior marketing managers in high-technology firms, the authors examine the effect of ability to measure marketing performance on firm performance, using both primary data collected from senior marketers and secondary data on firm profitability and stock returns. They also explore the effect of ability to measure marketing on marketing"s stature within the firm, which is operationalized as chief executive officer satisfaction with marketing. The empirical results indicate that the ability to measure marketing performance has a significant impact on firm performance, profitability, stock returns, and marketing"s stature within the firm

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The Past, Present and Future of Relationship Marketing

Title: The Past, Present and Future of Relationship Marketing

Title: The Past, Present and Future of Relationship Marketing

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Authors: Harker, Michael John ([e-mail]), Egan, John ([e-mail]

Subject: Marketing & CRM
Publish: 2006
Status: full text
Source: Journal of Marketing Management; Feb2006, Vol. 22 Issue 1/2, p215-242
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Abstract: the light of the redefinition of "marketing" by the AMA in service/relational terms, and a recent review of the current vector of research in marketing (Littler and Tynan 2005), it seems an appropriate time to provide a substantial review of the past, present and likely future of what has become known as Relationship Marketing, together with an extensive list of key RM literature. This paper will take a reader through the origin, development and current state of RM research, with notes on the future of the research and practice of RM. The paper concludes that RM is here to stay, whether or not it is recognised as the dominant logic/paradigm of marketing.
Keywords: Relationship Marketing, paradigm

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Key Marketing Performance Measures

Title: Key Marketing Performance Measures

Title: Key Marketing Performance Measures

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.Authors: Gr?nholdt, Lars ([e-mail]), Martensen, Anne
Subject: Marketing & CRM
Publish: 2006
Status: full text
Source: Marketing Review; Fall2006, Vol. 6 Issue 3, p243-252
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Abstract: Marketers are understandably preoccupied with measuring marketing performance. However, among the many possible marketing performance measures available, which few should be chosen? On the one hand, the key measures must be simple enough to be usable and on the other hand they must be comprehensive enough to assess the marketing performance. This paper presents an annotated literature review that provides the foundation for the development of a list of the most valuable marketing performance measures. These performance measures are selected on the basis of a number of criteria, for instance the measures need to occur frequently in literature, they must be valuable to most companies as well as they must have predictive power. The performance measures are systematised on the basis of the Marketing Value Chain, which is a conceptual framework linking marketing actions to financial results. Finally, the implications for marketing practice and future research are discussed.
Keywords: Marketing performance, performance measures, marketing value chain

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CRM shifts the paradigm

Title: CRM shifts the paradigm

Title: CRM shifts the paradigm

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Authors: Jain, Subhash C.
Subject: Marketing & CRM
Publish: 2005
Status: full text
Source: Journal of Strategic Marketing; Dec2005, Vol. 13 Issue 4, p275-291
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Abstract: In today"s environment, companies of all sizes need to practice customer relationship marketing to gain a competitive edge. This is feasible if CRM becomes an integrated part of the marketing management paradigm. The paper suggests adding a fifth P to the marketing mix framework to seek such integration. The fifth P refers to profiling the customer. A managerial model of CRM is presented with propositions for future research on the subject.
Keywords: Relationship marketing; customer loyalty; customer lifetime value; marketing mix and customer relations management; managing customer value; profitability of long-life customers

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How Do Organisational Members Perceive CRM? Evidence from a U.K. Service Firm

Title: How Do Organisational Members Perceive CRM? Evidence from a U.K. Service Firm

Title: How Do Organisational Members Perceive CRM? Evidence from a U.K. Service Firm

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Authors: Plakoyiannaki, Emmanuella
Subject: Marketing & CRM
Publish: 2005
Status: full text
Source: Journal of Marketing Management; Apr2005, Vol. 21 Issue 3/4, p363-392
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Abstract: The purpose of this study is to explore how organisational members perceive Customer Relationship Management (CRM) as this process unfolds in the firm. CRM has been an emerging research theme in the marketing literature, yet how it has been received and viewed by organisational members has been essentially unexplored, and forms the key contribution in this paper. Drawn from a case study in the U.K. automotive services sector, the findings illustrate the formation of collective perceptions of CRM, which involves information seeking, meaning aion and action based on the perceptions shaped at different phases of the CRM process: adoption, development and use. Specifically, in each of the three phases organisational members in the investigated firm approach CRM as a strategic decision; view it with concern; and consider it as a customer value driver. The paper concludes with research recommendations and implications for marketing theory and practice

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