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Two trends confront managers in the 1990s. Technology will become increasingly important, and firms will tend to become more “market‐oriented”. This will pose considerable challenge to managers responsible for the development and commercialization of new products. Argues that traditional approaches will not work because time‐to‐market will have to be reduced, product technology content will have to be increased, and competitive intelligence will have increased impact on development efforts. Discusses traditional approaches to product development and commercialization and presents a model which integrates engineering concepts and market‐oriented perspectives.

The concept of integrated marketing has been recognized as a key factor in marketing literature. Integrated marketing has changed from being a customer-centric system to a customer-facing process and is the past, present, and future of marketing. This type of marketing helps build brand awareness and equity in order for people to know, trust and ultimately choose your brand over competitors. It ensures that a message is communicated via different platforms according to a specific strategy. Integrated marketing has now become more important than ever before and focusing on the customer and their requirements involve a more integrated view with a big emphasis on digital, traditional and the physical world all working together. If practiced properly, integrated marketing approach is a healthy balance that can yield unlimited results beneficial to the organization’s goals. This approach should be practiced not only for one department but also all departments at hotel companies should be included.With that in mind, hotels have begun applying this notion as part of their everyday outreach. Specifically, marketing methods and strategies will vary from hotel to hotel and some significant factors to analyze and research prior to drafting are: property size, management structure, type of ownership and type of hotel (luxury, business, hi-tech, economy, etc.), area demographics and psychographics, as well as the dynamics of the internal and external environment. The need for studying integrated marketing in the hotel context has been emphasized in this research which revealed that marketing strategies are crucial for hotel companies to raise their brand value and equity. In this respect, it is stressed that strategies can shape a positive hotel brand perception within the customer’s mind.

The purpose of this paper is to revise the concept of positioning to differentiate between fundamental approaches to it and chart a scheme of schools of positioning.

An extensive literature review traces the roots and evolution of the concept. Two approaches to positioning are explored and related to the paradigms of market and brand orientation. Based on current theory and practice, different schools of positioning are identified and categorized along a market- and brand-orientation spectrum. Metaphors differentiate schools of positioning, illustrated by case examples.

Positioning is a key concept in marketing, branding and strategy. However, its theoretical and practical usefulness is in peril due to its many meanings, applications and overall vagueness. There is a need for a theoretical overview of positioning, which the literature currently lacks. Two approaches to define a brand’s position are identified and introduced: market- and brand-oriented positioning. Five principal schools of positioning show how these are different and why differentiating between them matters. The choice of school implies the market- and/or brand-oriented approach to positioning.

Further empirical case-based research might investigate when, what and how different positioning schools are applied in practice. The brief cases in this paper indicate a dynamic over time regarding the applications of the brand- and market-oriented school of positioning. An in-depth theoretical and practical investigation of the dynamics of positions would be of value for the research field.

The distinction among different schools of thought helps bridge the gap between the theory and practice of positioning. A specific positioning objective can guide management in the selection of a particular school of positioning, which enables management to make more insightful conscious choices regarding its opportunities, limitations and consequences.

Position and positioning is of relevance in society in broad terms, e.g. in sports, politics and culture. Positioning strategy is discussed and implemented in different industries (business-to-business and consumer), for all kinds of brands (including, for instance, corporate brands) and for “brands” in the very widest sense (such as places or people).

This paper relates positioning to the fundamental discussion of brand and market orientation. It integrates positioning research and provides a structured overview of the concept.

Do Multinational Enterprises (MNEs) implement managerial strategies oriented towards Sustainable Development (SD) to respond to an essentially marketing issue? The article answers this question by showing that the commitment to SD implies an evolution of the marketing paradigm towards some more responsible marketing. More precisely, this commitment implies a vision of marketing in terms of competences, focusing mainly on the translation of SD values into customer benefits that might bring a lasting competitive advantage. It presupposes a genuine integration into the companies’ marketing strategies and implies that an essential boundary is set, satisfying customers and maintaining and improving the balance of the quality‐price‐services ratio in the commercial offer on the market.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Why are some libraries more market‐oriented than others? This paper seeks to answer this question by examining the pertinent issues underlying the marketing culture of Finnish research libraries and the library management's awareness of modern marketing theories and practices.

An integrated methodological approach of qualitative as well as quantitative methods was used to gain knowledge on the pertinent issues lying behind the marketing culture of research libraries. The directors and consumers of 33 academic and special libraries participated as respondents in the study.

Three kinds of marketing cultures were found: the strong (the high flyers); the medium (the brisk runners); and the weak (the slow walkers). These marketing cultures are explained by analyzing the libraries' marketing attitudes, knowledge, and behavior permeating their organizations.

The study shows the extent to which marketing attitudes, behavior, and knowledge are related. Moreover, the results indicate serious implications, not only in the Finnish context, but also for libraries in other cultural contexts as well.

The practical implication for libraries is that it pays to be market‐oriented, the ultimate result being higher customer satisfaction.

The contribution of the paper lies in the framework showing linkages between the critical components of the marketing culture of a library: antecedents, market orientation, facilitators and consequences.

Why are some libraries more market‐oriented than others? The purpose of this paper is to answer this question by examining the pertinent issues underlying the inter‐relationship between market‐orientation and superior service performance.

An integrated methodological approach of qualitative as well as quantitative methods was used to gain knowledge behind the market‐orientation – service performance relationship. The directors and consumers of 33 academic and special libraries participated as respondents in this study.

In total, three kinds of libraries were found: the strong; the medium; and the weak. The findings show that the higher market‐orientation is positively connected with the libraries’ superior service performance.

The implication of this research does suggest that the gap between the service provider and receiver can be closed by increasing the marketing competence of service provider.

The practical implication for libraries is that it pays to be market‐oriented, the ultimate result being higher customer satisfaction.

The relationship between market‐orientation and service performance has yet to be explored and established in the library world. This is one of the first such studies which attempted to investigate this inter‐relationship.

Focuses on how national travel and tourism authorities can market a country as a tourist destination, with particular reference to the marketing of Australia and New Zealand to target markets in Germany and the United Kingdom. These two nations in Europe are by far the most important tourist generating countries for Australia and New Zealand and there has been a recent substantial increase in the value of international travel and tourism revenues and promising future prospects. However, there is little research emphasising specific marketing and distribution strategies that may be applied by travel and tourism organisations, airlines and intermediaries to market a tourist destination successfully in overseas markets. This research collected data using in‐depth interviews with 41 experienced practitioners in Germany, the UK, Australia and New Zealand, and analysed the data with a rigorous case study methodology. The results of this research assist in clarifying the conceptual issues provided in the literature, linking theoretical marketing knowledge about strategies in the discipline of international travel and tourism marketing.