关于供电企业营销管理的思考

随着电力体制改革不断深化,传统的经营管理理念和作法已不适应形势发展,需探索研究新形势下的电力营销工作。为此提出了树立客户至上,形象带动、全员营销,依法营销等营销观念,并对存在的问题,如市场意识淡薄、营销体系落后、服务水平不高、电费回收较难等,提出了应采取的措施。     

Goal programming approach to marketing/ production planning

This article focuses on the need for greater coordination and integration between production and marketing. The potential conflicts between the production and marketing areas are highlighted, and a goal-programming algorithm is developed for dealing with the complex trade-off decisions involved in marketing/production planning. The algorithm is applied to a case example to illustrate its use in managerial decision making.     

推进连云港市物业管理市场化进程的思考

通过对连云港市物业管理的现状分析,针对连云港市物业管理市场化进程缓慢的原因,提出了包括深化物业管理体制改革、引入市场竞争机制、提升企业规模和从业人员素质、加强业主委员会建设、增强业主意识、加强法制化建设、营造物业管理市场新秩序等推进连云港市物业管理市场化进程的措施。     

Product systems marketing

Today more industrial companies are turning to the marketing of systems to satisfy the more extended and complex needs of their customers. Yet there is little knowledge available to guide them in evaluating the merits of adopting the systems marketing approach. This article presents a marketing analysis of the systems strategy and its implications for potential adopters.     

Nine Tested Ways to Mislead Product Planners

Once concept development is completed, the next stage of the new product project has begun. It's time for more marketing research—good marketing research, because mistakes at this stage mean big money losses as well as job losses. This article sets out a number of marketing research mistakes that product planners should watch for.     

Organizational processes in formulating marketing policies

A thorough understanding of the processes used to formulate policy can help a marketing manager develop more creative and effective marketing policies for his organization. In this article the authors outline the different processes that may be used by companies to formulate their marketing policies and describe the main characteristics of these processes. The impact that the process may have upon organizational behavior and performance is also discussed to help the marketing manager understand the implications of using a particular process.     

Understanding the links between technological opportunism, marketing emphasis and firm performance: Implications for B2B

The capability of firms to sense and respond to changes in technologies, called technological opportunism, is of growing importance to managers as a source of competitive advantage. However, exactly how technological opportunism impacts firm performance is still not clearly understood. Furthermore, the role of marketing in this relationship, if any, has yet to be examined. Understanding this relationship is critical for marketing managers not only for determining strategic investments of resources but also for demonstrating marketing return on activities. This paper explores the links between technological opportunism and firm performance. The results show that technological opportunism has a strong positive impact on key measures of performance such as firm sales, profits and market value. Importantly, marketing emphasis is the mechanism through which the technological opportunism-performance relationship is achieved. Finally, the impact of marketing emphasis on B2B firms is different than that for B2C firms, highlighting the importance of these activities for B2B marketing managers.     

煤炭企业宏观营销环境风险防范

在分析阐述"十二五"后期和"十三五"期间,我国煤炭企业面临的政治法律风险、经济环境风险、科学技术风险以及自然环境风险等宏观营销环境风险情况基础上,逐一提出依法营销、限产降本提效、发展洁净煤技术、畅通水陆外运通道、防治污染与灾害等规避和防范宏观营销环境风险的思路与举措,对煤炭企业实施营销风险预警管理具有重要的意义。     

Marketing's contribution to the implementation of business strategy: an empirical analysis

This paper describes a study that assesses the performance implications of matching marketing strategy to business strategy. In order to conduct this study we first reviewed the literature on marketing strategy to identify its key dimensions. We then conducted a survey of 1000 senior marketing executives about the strategic marketing practices adopted in their respective firms or business units, and developed scales to describe 11 strategic marketing activities. We next performed a K‐means cluster analysis using these scales to develop a taxonomy of marketing strategy types consisting of: Aggressive Marketers, Mass Marketers, Marketing Minimizers, and Value Marketers. We then observed that superior performance at the firm or SBU level was achieved when specific marketing strategy types were matched with appropriate Miles and Snow (1978) business strategy types. Copyright © 2001 John Wiley & Sons, Ltd.     

Marketing cost concept in service firms

Marketing costs are usually not clearly defined. This depends partly on the fact that the marketing department is not identical with the marketing function of the firm. Marketing activities may also be carried out by the managing director, service engineers, and others. In fact, everybody with customer contact influences sales. This is especially evident in service firms where the same person may produce as well as market and administrate. In this article, marketing cost concepts for professional service firms are developed and their practical application is discussed. The purpose of these concepts is to help professional service firms evaluate their marketing efforts and determine marketing strategies.     

The key issues and procedures of industrial marketing research

Industrial marketing research has failed to receive its due attention in marketing books and journals, even though the volume of transactions in industrial goods and services is more than twice that of consumer goods and services. This article provides a systematic and wide ranging review of the issues, procedures, and opportunities found in industrial marketing research.     

Inverted breakeven analysis for profitable marketing decisions

This article develops a modified model of breakeven analysis which provides a viable conceptual tool to the industrial marketing management to determine in actual industrial marketing situations whether a given product should be produced and marketed by the supplier firm.     

Industrial marketing education: Practitioner's views

A study of industrial marketing practitioner perspectives on industrial marketing education was conducted. Attitudes toward the educational process, definition of skills, continuing education, practitioner assistance in education and topic importance were queried. In general it was found that practitioners are favorably disposed toward industrial marketing education, are willing to assist in the educational process and have distinct perceptions on the nature of the educational process and how it should be carried out.     

Managing the marketing budget in a cost-constrained environment

Marketing costs have been rising rapidly while both manufacturing and general management costs have been declining. As a result, those concerned with realigning corporate assets to maximize shareholder returns are requiring that marketers start proving their worth or be gradually starved of resources. Reflecting such pressures, marketing managers are being asked to provide more convincing evidence that planned marketing strategies will indeed yield more value for the company and its shareholders. Likewise, those charged with planning the marketing budget are being asked to more thoroughly justify requested budget increases. Whole new financial measures are needed for evaluating the relative productivity of specifically proposed marketing budget expenditures vis-à-vis shareholder value. The paper reviews several procedures that can help address these challenges and presents a detailed example of the application of one of the approaches.     

More effective sales force reporting

As the need for marketing intelligence by sales and marketing managers grows more essential, field sales personnel are increasingly being asked to gather and report information. Many executives realize the potential value of using salespersons to supply information useful to management decision making. The sales force is familiar with their territories, their customers' needs and sources of information inside customer organizations, their competitors' marketing activities, and trends in product acceptance. The incremental costs and effort required are low compared to other research methods, since information can be submitted within the context of a regular call report system [2, 6, 8].But salespersons have been found to be inadequate and uncooperative reporters in many instances. Numerous field salespersons believe that reporting infringes on their primary responsibility of selling, and furthermore that management apparently doesn't make use of the resulting information anyway. Thus, while salespersons have access to a wealth of marketing information of potentially great value to the firm, they are often inadequate, unreliable, and unmotivated reporters [4, 5].This article reports the results of a study designed to investigate what management practices contribute to, or detract from, effective reporting of marketing information by salespersons. Current practices in reporting are noted and some recommendations are made to help management improve sales force reporting.     

Evaluative differences for production and marketing subunits: Australian managers' perceptions

In this article the relevance of a set of 42 field-based measures of subunit performance is rated by 155 production managers and 134 marketing managers. The results suggest that customer satisfaction is an important criterion of production subunit effectiveness as well as of marketing subunit effectiveness. The sense in which we think of marketing subunits buffering production subunits in organizations is questioned.The authors are from Department of Management, San Diego State University and, School of Economic and Financial studies, Macquarie University respectively. They are grateful to John Brown, Bob Hinings and John Waterhouse for their helpful comments on an earlier draft of this paper.     

The senior marketing executive in South African industrial companies

A study was undertaken among 44 of the top hundred companies in South Africa during 1983. The “average” Industrial company has a marketing department. Its marketing executive sits on the board of directors. He/she has a bachelors degree and over 10 years experience, has a limited financial role in the organization but has a large production planning role. The most important tasks of the marketing function are advertising, public relations, pricing, and selling.     

Conflicts between engineering and marketing units

Complex issues in today's highly technological society continue to demand an effective relationship between industrial marketing and engineering. Nevertheless, we may frequently see counter productive and contradictory behavior between the two professions. To broaden and enhance marketing thinking, this article explores a number of relevant challenges, opportunities, and possible solutions for managing potential conflict between industrial marketing and engineering.     

Abandon bad R&D projects with earlier marketing appraisals

The marketing concept in technology based firms is often applied too late in the product development cycle to prevent costly marketplace failure. This article stresses the need for the involvement of marketing much earlier in the development cycle and a framework for accomplishing this purpose is presented.     

Marketing research by a small industrial firm: A case study

There is a growing need today for industrial marketers to conduct marketing research and use the results in making profitable business decisions. This paper describes a marketing research study conducted by a small industrial firm and discusses the nature and extent of its impact on the firm's operations. Several implications and practical guidelines are derived for industrial marketers in general, based on the firm's marketing research experience.