Search results

Market segmentation has always had a very important place in the marketing literature. Besides being one of the ways of operationalizing the marketing concept, market segmentation provides effective guidelines for firms’ marketing strategy development and resource allocation among their diverse product markets. As market segmentation simultaneously addresses the roles of both marketers and customers, the segmentation concept has captured the attention of many scholars and practitioners alike in the field. Accordingly, within the last few years, a number of new developments have emerged in market segmentation. Although different terms or concepts may have been used by different researchers, the basic idea behind these developments has been to create more effective and efficient ways of reaching individual consumers in order to satisfy their unique needs and wants. Examines and conceptualizes the recent advancements in market segmentation and development studies and globally explores their managerial implications for marketing practitioners and researchers alike for orderly decision‐making purposes.

In this section we look at banking in the single market, new directions in financial services marketing, the validity of the 4Ps for services marketing, measuring the marketing culture of a service firm, the erosion of bank margins, Citibank's global consumer banking network, and the pricing of services.

Focuses on the growth and future direction of direct marketing from the point of view of “user” companies. Describes the most significant findings from a recent empirical study of consumer reactions to being directly targeted. Highlights important consumer concerns with regard to privacy and ethical issues. Given that the long‐term success and prosperity of the industry will be closely related to its image among consumers, guidelines are developed for companies using direct marketing as to how they can positively promote industry growth and reduce consumer concerns in the future. Briefly describes the self‐regulatory bodies and codes of practice relevant to direct marketers within the UK.

Relationship marketing (RM) was conceived as an approach to industrial and service markets, and was considered inappropriate in other marketing contexts. Recently, however, the domain of RM has been extended to incorporate innovative applications in mass consumer markets. Much has changed in a few short years. Recent applications of RM in consumer markets have been facilitated by developments in direct and database marketing within an increasingly competitive and fragmented marketplace. This paper presents a critical review of the history of RM in consumer markets, and incorporates important conceptual, practical, empirical and popular contributions. A number of critical issues which remain unresolved are identified in the paper. These form the basis of ten research propositions which are crucial to justifying and advancing the domain extension into consumer markets.

Compares the launch and development, by an academic publishing house, of three marketing clubs, two of which were focused on customers and the third on authors/editors. Promotional campaigns achieved good results but, most importantly, the marketing intelligence gained transformed the organization′s marketing structures. Fresh objectives for future growth were identified and computer systems further developed.

This section contains a range of topics from diverse, international, primary journals, including: an evaluation of PR effectiveness; a look at total quality management at Girobank, which was the first bank to win a British Quality Award; an examination of the principles of competitive marketing based on a case study; a discussion of how companies can sustain competitive advantage; and a report on retail‐oriented risk for bank branch operations.

Describes the research and findings of a project aimed at how UK companies use customer information in their marketing today. Today’s technologies allow companies to collect enormous volumes of data and manipulate it in many different ways to bring out otherwise unforeseen areas of knowledge. This can be vital for marketers trying to provide better service to the customer than their competition. But is it in general use? The research was carried out via an e‐mail questionnaire using a sample of companies to gain a broad view of marketing today, and was followed up with interviews of half the original sample and finally writing three case studies of diverse companies. Owing to the small sample size, no definitive answers can be given without further research, but the trend was towards implementation of customer relations management (CRM) practices and more take up of the Internet as a channel to market.

The UK retail environment is highly complex and competitive and as such the context for marketing may require change. This research investigates current marketing practices used by retail companies in the UK and explores their correlation across four different retail sectors. Random samples of companies from the grocery and convenience, specialist audio‐photographic and IT, retail banking and financial services, and, the optical, health, hair and beauty services sectors were used. Across all sectors, respondents feel that their company's marketing practices are changing to become increasingly focussed on a relationship with the customer. No evidence was found of a difference between the marketing variables by industry sector, nor that certain marketing practices might be more prevalent in specific industry sectors. Correlation analysis also shows that a variety of marketing types are being practised simultaneously across all retail companies.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.

The purpose of this paper is to investigate marketing practices in professional service firms (PSFs). PSFs' marketing practices are not well understood, despite their increasing importance to economies worldwide and recognition of their unique characteristics and the marketing challenges they face. The study also examined whether PSF performance outcomes is better modeled through a competency approach suggested by the resource‐based view, or through the extent of use (practices) approach.

Empirical data were collected from professional service providers through an online survey of senior professional service providers across a range of services, including law, engineering, accounting and finance and management consultancy.

Results show interaction marketing was the most common PSF practice and the combination of extent of use and competency, rather than extent of use alone, is a better predictor of firm performance. The results also demonstrate the relevance of the plurality of practices.

The study shows that transaction marketing and database marketing are particularly necessary for financial and market performance, while both interaction marketing and database marketing particularly underpin customer performance. All practices need to be conducted extensively and well for optimum outcomes. The study is cross‐sectional in nature and does not enable a judgment about causal inferences; rather, relationships between constructs are presented.

Professional service providers should focus on competency of practice, as well as extent of practice. However, not all professional service providers do this. Importantly, having a customer service focus is not sufficient to achieve positive market and financial outcomes.

The results presented in the paper have important implications for researchers when modeling and measuring marketing practices and for professional service managers when undertaking marketing activities.