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Examines a programme of research into marketing planning in UK manufacturing companies containing results of the first stage of fieldwork. Aims to get an initial and broad understanding of the approach that firms take in the planning of their marketing function. Investigates questions and issues in the second stage of the research, which will be reported at a later date. Reports results of this first stage which, it is reported, are considered to be a useful contribution to marketing planning. States that results are reported in five sections and presents these. Uses a postal questionnaire from summer 1980, of which 80 firms sent a response, giving the structure using a table to show this. Classifies respondents by size using the criteria of both sales turnover and number of employees. Further, the sample was classified by the job function of the employee in the company who completed the questionnaire.

An updated version of the original (1985) text, the book covers all aspects of marketing and selling bank services: the role of marketing; behaviour of customers; intelligence, planning and organisation; product decisions; promotion decisions; place decisions; price decisions; achieving sales. Application questions help to focus the readers' minds on key issues affecting practice.

Financial‐ and growth‐oriented marketing objectives of traditional marketers have been criticized by marketing ethicists, because these objectives may lead to socially irresponsible marketing practices. Marketing based on the quality‐of‐life (QOL) concept posits that marketers should strive to enhance consumers’ wellbeing without harming other publics or stakeholders. Shows how marketing managers can set marketing objectives based on the QOL concept to guide socially responsible marketing practices. Develops a conceptual framework for setting marketing objectives. The framework shows that marketing managers with a QOL frame of mind should first examine the marketing policies that have been criticized by marketing ethicists. Second, marketing managers should logically drive specific marketing mix objectives based on the QOL concept. Third, general marketing objectives should be deduced from the marketing mix objectives for socially responsible marketing.

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.

The purpose of this paper is to analyze the differences and similarities that arise between manufacturing and service firms with regard to the impact of business model objectives on marketing innovation activities.

This study focuses on business model objectives and marketing innovations activities. As described by Oslo Manual, marketing innovations involve changes in product design, promotion, placement and pricing. Relationships between business model objectives and marketing innovations are based on the analysis of 9,525 firms, 5,488 of which are manufacturing companies and 4,037 of which are service companies.

Findings reveal distinctive results in the adoption of marketing innovation, depending on the business model objectives being pursued and the type of companies (manufacture or service) considered.

This research goes further than prior studies by identifying more precisely the particularities that differentiate the manufacturing and service sectors.

Firm’s age and size are not significant restrictions to introduce new marketing innovations in manufacturing or service sectors. In contrast, the business model objective to enter a new market is a significant driver of marketing innovations in most cases.

The focus on business model objectives and their impact on marketing innovations is novel. In addition, this study focuses on a large-scale sample that allows us to compare differences between manufacturing and service companies.

Focuses on the nature of marketing objectives and on facets of their time‐relatedness, flexibility and consistency. Compares the nature of the objectives as between domestic and export markets, and US and UK markets. Concludes that there is very little difference between UK and US markets, although the US organizations tend to have longer term objectives, which shows them in a more favourable light.

Sports sponsorship is perceived as important in developing relationships with key clients. However, few companies set relationship marketing objectives when sponsoring sports. This paper aims to examine whether sports sponsors are pursuing the right objectives. It concludes that a deeper understanding of the sponsor's relationship marketing objectives could heighten the sponsor's success, thereby reinforcing and sustaining their own relationship with the sponsoring organisation.

Argues that the general area of commercial sponsorship activity, while attracting increasing interest from marketing practitioners as an important strategic option in marketing communications, has not been the subject of sufficiently rigorous and comprehensive investigation by theoreticians. States the purpose is to establish and consolidate the available body of knowledge combining an overview of the standard conceptual approaches to marketing communication with an examination of the recent academic research in sponsorship, while maintaining a focus on current marketplace practice. Argues for a coherent and structured approach to the management of sponsorship expenditure through the application of a ‘management by objectives’ approach. Parameters are established in terms of a working definition of sponsorship, a review of its commercial development and an overview of current activity. Develops a commercially ration framework within which sponsorship activity may be undertaken. Views objective‐setting as the cornerstone of sponsorship management and outlines a classification of sponsorship objectives that subsumes current practice clarifies the range of potential benefits. Examines the criteria that govern rational sponsorship selection and proposes an evaluation strategy based on stated criteria. Methods of evaluating effects of marketing communications (sponsorship particularly) are examined and new evaluation techniques are advanced to facilitate the implementation of this rigorous scientific approach.

This article focuses on the approaches that companies' marketing services take in the planning of their marketing operations, based on a recent survey of UK companies that market services as opposed to physical products. Results indicated that the planning of the marketing operation in many service companies is not as well developed as it could be.

The purpose of this paper is to report on research designed to assess the impact of sponsorship financing of social marketing initiatives on the evaluation of those social marketing programs.

The research utilizes an in-depth, multi-method case study of the Canadian Mental Health Association Calgary Region (CMHA-CR) who carried out a social marketing campaign concerning mental health behaviors that was largely financed by sponsors.

The sponsorship of the CMHA-CR social marketing program was complex with a total of 15 stakeholders involved as sponsors, partners and grantors. The research reveals that while there is considerable sharing of objectives among the stakeholders in this sponsorship, not all objectives are shared between sponsors and sponsees, and not all objectives are shared between the public and private sector sponsors of the program.

The research showed that because sponsors and sponsees share in many of the objectives of the social marketing campaign, the evaluation of the social marketing campaign, particularly its ability to achieve the social marketing-specific objectives, is of interest to all the stakeholder parties, and effective social marketing evaluation must also incorporate evaluation of the non-shared objectives of all sponsorship stakeholders.

Increasing social needs, accompanied by reduced government funding and increased competition amongst not-for-profit (NFP) organizations for that funding, are driving NFPs to seek innovative approaches to financing their social programs. The research reports initial findings critical in this environment, as well as raises issues and questions related to future research.