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1 – 10 of over 240000Computerised marketing information systems have been discussed inthe marketing and information systems literature for some time. Looks atthe extent to which they have been…
Abstract
Computerised marketing information systems have been discussed in the marketing and information systems literature for some time. Looks at the extent to which they have been implemented in the UK and concludes that they are still in their infancy. A schema for a marketing information system is presented together with some pitfalls in design that must be avoided. Discussion finally turns to how such an information system may be used.
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A. Coskun Samli and Wladyslaw Jermakowicz
Analyzes the development of marketing in East European countries. Traces the growth of East Europe's trade with the West from $12.3 billion in 1970 to $37.6 billion in 1979…
Abstract
Analyzes the development of marketing in East European countries. Traces the growth of East Europe's trade with the West from $12.3 billion in 1970 to $37.6 billion in 1979. Highlights eastern Europe as one of the most promising markets to the US. Discusses the broad spectrums of marketing development between eastern countries. Examines the emergence of marketing through four key stages – authoritative systems, directive systems, mixed‐middle systems and integrative systems. Analyzes the differences in the standards of key marketing factors between East and West – e.g. range of products, pricing and advertising. Concludes that due to variations in starting points and differences in development patterns, East European countries are divided between centralization and decentralization. Affirms that unless US international marketers understand the peculiarities of eastern Europe, the US trade record with these potential markets is unlikely to improve.
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Explores the potential of a hybrid intelligent system in supporting marketing strategy development. First, a hybrid intelligent system for developing marketing strategy, called…
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Explores the potential of a hybrid intelligent system in supporting marketing strategy development. First, a hybrid intelligent system for developing marketing strategy, called MarStra (developed by the author), is outlined. Then discusses the real‐world tests of MarStra with marketing directors in five large UK companies. Empirical evidence from the companies involved indicates that MarStra is very helpful and useful in: providing strategic analysis guidance; coupling strategic analysis with managerial judgement; helping strategic thinking; dealing with fuzziness and uncertainty; and supporting group assessment of strategic marketing factors. The intelligent outputs generated by MarStra were reported to be surprisingly accurate, mostly sound and useful prompts.
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This empirical research studies the marketing information systemsof various enterprises ranging from a small business to a nationalcorporation. The use of IT by these…
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This empirical research studies the marketing information systems of various enterprises ranging from a small business to a national corporation. The use of IT by these organisations in support of their marketing functions is examined especially in relation to such things as size of enterprise, resources available and used, the personalities and dominant “culture” of the company. The results show clear differences between tactical and strategic IT systems according to these dimensions.
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Marketing intelligence is seen as a vital part of any organisation's ability to compete now and in the future. It is established through “procedures and sources used by executives…
Abstract
Marketing intelligence is seen as a vital part of any organisation's ability to compete now and in the future. It is established through “procedures and sources used by executives to obtain their everyday information about pertinent developments in the marketing environment” (Kotler, 1984). The detail discussed here considers how Du Pont UK executives can improve their knowledge of their marketing environment so as to enable them to make more effective strategic decisions in the future. To do this, they need information, but they also need to reveal by analysis the messages this information contains — in fact, their goal — i.e. marketing intelligence.
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Shoaib M. Farooq Padela, Ben Wooliscroft and Alexandra Ganglmair-Wooliscroft
This paper aims to conceptualise and characterise brand systems and outline propositions and research avenues to advance the systems’ view of branding.
Abstract
Purpose
This paper aims to conceptualise and characterise brand systems and outline propositions and research avenues to advance the systems’ view of branding.
Design/methodology/approach
A conceptual synthesis approach is adopted to integrate the extant branding research perspectives. The conceptual framework is grounded in the theoretical foundation of marketing systems theory.
Findings
The conceptual framework delineates brand inputs, throughputs, outcomes and feedback effects within a brand system. It configures the complexity and dynamics of brand value formation among brand actors within the branding environment.
Research limitations/implications
This paper contributes to systems thinking in branding and brand value co-creation research. It extends marketing systems theory into the branding context and provides research directions for exploring the structural and functional configurations, cause–consequence processes and outcome concerns of brand value formation.
Practical implications
This conceptual framework informs brand development, management and regulation at a macro level. Managers can apply the brand system concept to identify and manage conflicting expectations of brand actors and alleviate adverse brand outcomes such as negative brand externalities, enhancing overall brand system health and societal value.
Originality/value
This research expands the scope of brand actor agency and identifies the likelihood of disproportionate brand outcomes. It provides methodological guidelines for analysis and intervention in brand systems.
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Keith Fletcher, Alan Buttery and Ken Deans
The needs of marketing executives for information are examined and how well these are satisfied within a management information system is considered. It is shown how a marketing…
Abstract
The needs of marketing executives for information are examined and how well these are satisfied within a management information system is considered. It is shown how a marketing system should be considered as a subject, or module, of a total Management Information System, and guidance is given for the development of such a system. Three case studies are included to highlight the main issues raised.
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Examines computerised marketing information systems and considers the implications of their role and the major characteristics of such systems and discusses the DEMON model in…
Abstract
Examines computerised marketing information systems and considers the implications of their role and the major characteristics of such systems and discusses the DEMON model in detail. States that a system is a set of components which interact in a certain manner to achieve its goals; an open system is distinguished from a closed one by the fact that interaction exists with its environment; since most organisations must be considered as open systems, their environment becomes a dialectic part of any systems definition. Concludes that computerised marketing information systems will never be able to replace the questioning human mind.
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Analyses traditional management marketing information systems(MkIS) as well as the more operational day‐to‐day sales and marketingprocess‐oriented MkIS, by the type of use and…
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Analyses traditional management marketing information systems (MkIS) as well as the more operational day‐to‐day sales and marketing process‐oriented MkIS, by the type of use and organizational position of users. Presents a framework relating MkIS to other organizational IS, based on marketing management processes which facilitate the search for new applications and opportunities for redesigning marketing and other management processes in a more innovative way using modern information technology. Describes in more depth the functionality and information content of MkIS sub‐systems and marketing– and management‐related organizational IS in order to make the framework useful and applicable for practitioners.
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As specialisation takes root in human communities, the economics of scale and of diversity come into play. Scale leads to product markets, specialised firms, channels, and to…
Abstract
Purpose
As specialisation takes root in human communities, the economics of scale and of diversity come into play. Scale leads to product markets, specialised firms, channels, and to industries. Diversity generates peasant markets, shopping malls, and business eco‐systems. These outcomes are all examples of marketing systems, and are typical of the patterns that emerge, grow, adapt and evolve in complex transaction flows. Marketing systems are multi‐level, path dependent, dynamic systems, embedded within a social matrix, and interacting with institutional and knowledge environments. The purpose of this paper is to outline a number of propositions that might serve as a basis for a theory of marketing systems.
Design/methodology/approach
The paper draws on historical research into the evolution of exchange and on examples of markets and exchange practices from marketing, anthropology, sociology, and economics. It utilises results from complex adaptive systems theory, from the networks and markets literatures, and from ecology, to formulate a series of propositions that identify properties believed to be common to all marketing systems.
Findings
Marketing systems are identified and categorized as emergent patterns in flows of transactions. In total, 12 foundational propositions are suggested. The propositions are complementary to those suggested by S‐D logic.
Originality/value
This paper offers a fresh approach to the study of marketing systems, developing relevant theory. Marketing systems link micro choices with macro outcomes, with implications ranging from disaster recovery to distributive justice and QOL outcomes.
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