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SUMMARY OF 10 ARTICLES
PRESENTED TO : DR. TAHIR MASOOD QURESHI BY: MUHAIB AAMIR (L1F10MBBF2030)
RESEARCH METHADOLOGY
RESEARCH METHADOLOGY
The resources of marketing must be competent enough when compared with their department functionalities The resources hired for marketing strategy must be effective and efficient as compared to its competitors
Marketing department must have participation in decision and policy making
There must be effective mechanism for the coordination between departments There must be mechanism for solving the conflict between the resources or departments
Distinctive Competence: Distinctive competence refers that what a business do unique particularly when compared to its competitors working in similar environment. The greater the competence in marketing i.e. personal selling , product R&D and engineering relative to competitors the greater the performance of prospector business. Some marketing resources have primary objective of getting edge through price. Therefore they have a great control on services of products. The greater the edge in production & distribution control the greater the performance of low cost. The greater the control on those functions on which the company maintains a unique advantage over competitors, the greater will be the performance.
The marketing department must have a deep coordination with every department of the company to obtain an edge over the competitors. Otherwise the competitors will not give a chance to the company to survive in the market.
RESEARCH METHADOLOGY
RESEARCH METHADOLOGY
Business Unit
Strategic marketing
Market
Marketing management
Three decisions:
Where to compete How to compete When to compete For the formulation of marketing strategy with the interplay of three Cs these three decisions must be made efficiently.
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RESEARCH METHADOLOGY
Marketing management:
Marketing management became a extensively accepted business function, breaking boundaries of a more traditional sales management approach, with an emphasis on product planning and development, pricing, promotion, and distribution. Marketing research gained prominence in management practice for aligning the firm's productive capabilities with the needs of the clients in the market.
RESEARCH METHADOLOGY
Institutional Actions:
It Aims at the Institutional Environment. Institutional environment contains a community's social and cultural norms. Organizational action that is in accordance with these accepted social norms indicates that the organization's behavior is proper or legitimate.
Per formative Actions: It aims at the Task Environment Because of the nature of the task
environment, organizations must respond with tangible actions to accomplish specific, measurable objectives. Such actions demonstrate the organization's equivalence with the norms of the task environment Actions aimed at the norms of the task environment are referred to here as per formative actions.
Limitations:
The theoretical dispute for institutional actions as the moderating variable posits that, given both negative and positive institutional conditions, per formative action will not have an effect. The results, however, only support the negative institutional action condition as the moderator. Although the manipulation of positive institutional actions passed exact manipulation and confuse checks, it would have been possible to expose even stronger institutional actions.
RESEARCH METHADOLOGY
Social marketing:
The design, implementation and control of programs calculated to get acceptability of social ideas and involving consideration of products, pricing, communication, distribution and marketing research.
Scope of marketing:
As marketing gains increasing prominence as an orientation that everyone in the organization shares and as a process that all functions participate in deploying, a critical issue that arises is the role of the marketing function. Specifically, what role should the marketing function play, and what value does the marketing function have, if any, in an organization that has a strong market orientation? The marketing function should play a key role in managing several important connections between the customer and critical firm elements, including connecting the customer to: the product, service delivery, and Financial accountability. The authors collect data from managers across six business functions and two time periods with respect to marketing's role, market orientation, the value of the marketing function, and perceived firm performance. The results show that the marketing function contributes to perceptions of firm financial performance, customer relationship performance, and new product performance beyond that explained by a firm's market orientation. Marketing's value, in turn, is found to be a function of the degree to which it develops knowledge and skills in connecting the customer to the product and to financial accountability. For service firms, the value of the marketing function also is related positively to marketing's ability to connect the customer to service delivery.
RESEARCH METHADOLOGY
RESEARCH METHADOLOGY
Each of these is vital to the development of a customer-oriented firm, and weakness in any area is sufficient to ruin the whole effort.
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RESEARCH METHADOLOGY
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