Marketing Management
Author: Sumit Motwani
Creativity in Marketing Management:
KNOX S, 1990, Marketing management takes the initiative to embrace innovation at the idea generation stage by taking a more creative approach. Change factors and the source of fresh ideas for innovation are examined in relation to both the proactive and reactive approaches to innovation strategy. There are four identified loci of idea start, and their relative relevance seems to change depending on the industry sector. The use of heuristic techniques to boost creativity appears to be on the rise, however this usage is constrained by how they are perceived as functioning and the organisational strategy that they follow. To overcome these constraints, the marketing-centred creative circle concept is presented. As the organization’s various marketing-focused creative circles grow, the conventional proactive and reactive tactics will combine to form a single, comprehensive approach to creative innovation.
Changing dimensions of International Marketing Management:
LAZER W, 1993, Currently, international marketing is undergoing a significant transition that will redefine and reorganise concepts, tactics, and operations over the course of the next 15 to 20 years. The way we think about international marketing management may completely change as new perspectives emerge, old beliefs are questioned, and marketing’s global reach matures. Government and societal difficulties will force international affairs to the forefront of business, changing how marketing operations are managed. Based on a few recent developments, the author presents some ideas about where international marketing techniques will go in the future.
Innovation and Marketing Management in small firms:
OAKLEY R, 1991, Marketing is a subset of various activities such as branding, packaging, advertising, promotion, etc. It is maintained that comprehending marketing issues requires analysing them in relation to other earlier phases of the innovation cycle, of which marketing is a crucial last act. The evidence from two recent research investigations is presented below, showing that a surprising number of high technology small enterprises under study disregarded marketing and relied heavily on unsolicited orders as a reactive sales tactic. It is argued that this lack of marketing vigour is partly caused by a shortage of human and financial resources which frequently stem from expensive earlier stages in the innovation cycle (e.g. R&D). It is concluded that vigorous marketing would increase output and growth in several of the currently reactive instances. Thus, the suggestions for a more pro-active policy on the part of government agencies towards the promotion of sales growth in these currently inactive high technology small enterprises.
Customer Service- The missing dimension in Marketing Management:
DONALDSON B, 1986, Customer service is a crucial component of marketing success, there is still uncertainty around what it is, how to assess it, and how to manage it. However, there are still instances that seem to indicate that, in actuality, customer service is the core of the marketing idea and, as such, a source of uniqueness and a competitive edge. Additionally, it is argued that organisational or other traits do not adequately reflect a company’s marketing orientation as much as how they handle customer service. It would seem appropriate to serve as a helpful reminder that the goal of business is to create and provide customer happiness, and methods for improving customer service are offered based on a number of previous research.
Risks in Marketing Management:
LAKSHMANASAMY, T.; ANIL, C. 2015, Business networks are crucial to the dealers’ product marketing strategies. In these kinds of network relationships, the dealers’ views and characteristics toward their trade with other members have an impact on how attached they are to the network as well as how it develops and takes shape. Trade factors, social factors, trust factors, and information factors are the variables that affect trade interactions. The dealers’ perception of these characteristics was first conducted on a ranking scale, and then the factors were rated in order to estimate the importance of these aspects on network relations. Estimates were made of the members’ likelihood of selecting others over the criteria.
Future of online marketing:
VALOS, M.; EWING, M.; POWELL, I, 2010, Online marketing offers numerous and unmatched potential and challenges in what is perhaps the most dynamic era in the history of marketing, and specifically the management of marketing communication. This research contrasts and gathers views from top marketing practitioners both recently (late 2008) and five years ago (2003) in an attempt to comprehend how these difficulties are seen at the coal face. Owing to the quick development of online marketing and its influence on consumer behaviour and marketing strategy, shifts in senior marketers’ perceptions were monitored using a longitudinal qualitative study design. Six recurrent themes- interactivity, personalisation, integration, evaluation, agency structures, and capabilities—are used to frame the presentation and discussion of the findings. The usefulness of integrated marketing communication as a marketing management framework for online marketing strategy is examined in the paper’s conclusion.
Organisational culture and marketing:
DESHPANDE, R.; WEBSTER JR., F. E, 1989, Marketing management is largely based on an understanding of organisational functioning from a structural functionalist or contingency approach. However, a significant push toward theoretical modelling and empirical research on organisational culture has lately emerged from the discipline of organisational behaviour, which gives rise to this approach. The authors conduct a survey of the growing body of literature on organisational culture, incorporate it into a conceptual framework, and then create a research agenda for marketing that is based on the five cultural paradigms of structural organisational thinking and comparative management.
Marketing’s contribution to customer welfare:
STEWART, D. W 2022, The early 20th century saw the rise of the marketing discipline in response to the necessity for new organisations and procedures for providing goods and services to a market that was becoming diverse and developed. Evidence points to a significant improvement in customer welfare as a result of the emerging value delivery system or systems. When talking about markets and marketing, it is common to ignore the discipline’s achievement and history. Discussions on marketing’s function and benefits to social welfare must be set within a relevant historical framework. It is also necessary to highlight the need for more study on the relative additions and subtractions from consumer welfare made by governments and markets.
Marketer behaviour:
WOODALL, T.; HILLER, A, 2022, The actions of its main actors, marketers, have not been given social reality by the marketing canon as it currently stands. In the framework in theory oriented anthropological study, greater emphasis on marketer agency is proposed as a secondary to both collective and culturally diversified perspectives on marketing. It is further suggested that marketer behaviour, which is underrepresented in marketing research, should be accorded the same status as consumer behaviour. Based on speech act theory, existential minimalism, and social constructionism by the consequences for intersubjective meaning in our community and provides some tentative ideas for how it could be organised and enhanced.
10. Key issues and challenges in marketing:
Dr. Folúké Bádéjọ́, Professor Pauline Maclaran, Professor Andreas Chatzidakis, and Professor Simone Pettigrew – sharing their thoughts about how marketing can be used to create positive change. They discuss various viewpoints from different fields like social marketing, critical marketing, and consumer research.
Their discussions include:
1. Future challenges: They talk about the biggest hurdles that marketing for social good might face in the future.
2. Critical social marketing: Each explains what critical social marketing means to them.
3. Collaboration: They explore how ideas from critical social marketing can be combined with other fields for better results.
4. Putting theory into practice: They discuss the difficulties in turning theoretical ideas into real-world actions and policies.
Conclusion:
Creativity and Innovation: Emphasises the importance of creativity in marketing and different approaches to generate new ideas.The Future of International Marketing: Discusses the significant changes expected in international marketing practices over the next two decades.Marketing in Small Businesses: Highlights the challenges faced by small businesses due to limited marketing resources and suggests government support for improvement.Customer Service: Underlines the crucial role of customer service in marketing success and competitive advantage. Risks in Marketing: Examines the risks associated with marketing channels and dealer relationships. The Future of Online Marketing: Explores how the views of marketing professionals on online marketing challenges have evolved over time. Organisational Culture and Marketing: Explains the relationship between an organization’s culture and its marketing strategies. Marketing’s Contribution to Customer Welfare: Discusses how marketing has improved customer well-being by creating new ways to deliver goods and services. Marketer Behaviour: Argues for the need for more research on the actions and influences of marketing professionals themselves. Key Issues and Challenges in Marketing for Social Good: Summarises a discussion by experts on using marketing to create positive change, including future challenges, collaboration with other fields, and applying theory in practice.
References:
1. KNOX, S. Creativity in Marketing Management — A Unified Approach. Journal of Marketing Management, [s. l.], v. 5, n. 3, p. 245–257, 1990. DOI 10.1080/0267257X.1990.9964103. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=4c5cb095-f1e8-3cf7-a207-f8d62e748569. Acesso em: 24 fev. 2024.
2. LAZER, W. Executive Insights: Changing Dimensions of International Marketing Management–The New Realities. Journal of International Marketing, [s. l.], v. 1, n. 3, p. 93–103, 1993. DOI 10.1177/1069031X9300100306. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=438336e3-cdad-3fab-a1eb-0747f4c13912. Acesso em: 24 fev. 2024.
3. OAKLEY, R. Innovation and the Management of Marketing in High Technology Small Firms. Journal of Marketing Management, [s. l.], v. 7, n. 4, p. 343–356, 1991. DOI 10.1080/0267257X.1991.9964163. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=d503cd17-086d-3ec7-9257-36bdadde5d9c. Acesso em: 24 fev. 2024.
4. DONALDSON, B. Customer Service–The Missing Dimension in Marketing Management. Journal of Marketing Management, [s. l.], v. 2, n. 2, p. 133–144, 1986. DOI 10.1080/0267257X.1986.9964006. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=e7a576fb-959b-3ac2-9fd3-32fba227b0c0. Acesso em: 24 fev. 2024.
5. LAKSHMANASAMY, T.; ANIL, C. Relative Rankings and Risks in Marketing Management. Journal of Management Research (09725814), [s. l.], v. 15, n. 4, p. 197–210, 2015. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=7340c468-2687-38b6-9926-fc353e73de13. Acesso em: 24 fev. 2024.
6. VALOS, M.; EWING, M.; POWELL, I. Practitioner prognostications on the future of online marketing. Journal of Marketing Management, [s. l.], v. 26, n. 3–4, p. 361–376, 2010. DOI 10.1080/02672571003594762. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=e5459cb1-eb8e-3993-88dd-e186a457dff3. Acesso em: 24 fev. 2024.
7. DESHPANDE, R.; WEBSTER JR., F. E. Organizational Culture and Marketing: Defining the Research Agenda. Journal of Marketing, [s. l.], v. 53, n. 1, p. 3–15, 1989. DOI 10.1177/002224298905300102. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=a09534b7-f963-398a-aec4-f4fdc8094782. Acesso em: 24 fev. 2024.
8. STEWART, D. W. Marketing’s contribution to consumer welfare: A research agenda. Journal of Consumer Affairs, [s. l.], v. 56, n. 4, p. 1423–1432, 2022. DOI 10.1111/joca.12495. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=062ac27b-43ad-3fbe-a26d-1a9a9880b190. Acesso em: 24 fev. 2024.
9. WOODALL, T.; HILLER, A. Marketer behaviour: a case for making this socially real. Journal of Marketing Management, [s. l.], v. 38, n. 13/14, p. 1369–1400, 2022. DOI 10.1080/0267257X.2021.2019088. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=1ce85a68-aad1-34e7-865f-23438e432e2c. Acesso em: 24 fev. 2024.
10. BÁDÉJỌ́, F. et al. Reflections on some of key issues and challenges for marketing for social good. Journal of Marketing Management, [s. l.], v. 38, n. 11/12, p. 1203–1217, 2022. DOI 10.1080/0267257X.2022.2110702. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=21ec6f65-4c4d-3b77-a1fc-c3c44b249dd3. Acesso em: 24 fev. 2024.