A checklist for managers to enhance influencer partnerships and avoid potential pitfalls

Influencer marketing continues to be popular with marketing managers because of its effectiveness as a marketing tactic for raising brand awareness and ROI. To date, much of the literature on influencer marketing focused on its benefits, but it also bears potential risks: not all influencer marketing experiences are positive. While influencer marketing is still emerging in the digital space, managers should not forgo supplier managerial principles when hiring influencers. This article provides a checklist to help managers navigate this marketing tactic and avoid potential mistakes by encouraging the same due diligence they would with other suppliers. The checklist asks nine questions during the life cycle of an influencer relationship—including selection, performance and contract management, and reputation management—and is corroborated by the marketing literature but should be applied by managers. To demonstrate this, several case studies were examined in which managers should have considered supplier management when engaging with influencers. By employing the checklist amid influencing marketing efforts, managers can avoid the mistakes identified in the case studies.     

Magnet status as a competitive strategy of hospital organizations: marketing a culture of excellence in nursing services

With issues of patient safety, the nursing shortage, and managed care fiscal constraints, hospital organizations can strategically capture market share, while insuring best care practices, if they adopt the "Magnet Status" accreditation model. This quality indicator signifies to the consumer a culture of excellence in nursing services and fulfills the priority of customer satisfaction as a marketing strategy objective.     

The impact of service quality and marketing on financial performance in the hospital industry: an empirical examination

Service quality and service marketing have both been studied extensively in relation to service organizations. In this paper we examine these areas simultaneously in terms of their impact on financial performance in the hospital industry. Drawing from the literature in the quality and service marketing areas, the area of service quality is represented in terms of the constructs of quality context and quality outcomes. Quality context (QC) describes the environment related to quality practices within a hospital which generally encourages and enhances service quality while quality outcomes (QO) comprises of specific clinical and patient satisfaction outcomes of the hospital. The area of marketing is represented in terms of the constructs of marketing orientation and market/product development outcomes. Market orientation (MO) is a well accepted, albeit complex, construct within the marketing literature. Generally, market orientation can be thought of as the process of effectively collecting, disseminating, and responding to information in order to enhance the marketing function within the hospital. Such information generally relates to market trends, customers, and competitors. Market/product development outcomes (MPD) refer to specific outcomes in relation to product innovation and market segmentation that are general indicators of the marketing effectiveness of the hospital. Although the evidence in the literature suggests that both service quality and marketing are independently related to organizational performance, the precise nature of the relationships among the variables described above is not clearly understood.Based on theoretical considerations, we propose a framework linking the above-mentioned constructs to the financial performance (FP) of an organization. Since QC and MO are theorized to be multidimensional constructs we use the technique of structural equations modeling (SEM) to test the model. Data were collected for the study from hospitals in a five-state region in the US. The results show that the constructs related to both service quality and marketing impact on financial performance. However, the results do not support the proposed framework of relationships. Instead, the results support a sequential chain of relationships among the constructs where MO mediates the effect of QC on QO, and MPD mediates the effect of QO on FP. Implications of these results for the hospital industry as well as for future research in the area are offered.     

What Really Counts When Hospitals Adopt a Marketing Orientation:

Evidence continues to accumulate which supports marketing's contribution to hospital performance. When hospitals do adopt a marketing orientation they reap the benefits of higher occupancy rates and revenues. The study advances our understanding of the relationship between marketing orientation and hospital performance by investigating the specific contribution of each component of marketing orientation. Results indicate that hospitals should develop a "gestalt" market orientation, with all its components, but a well-developed customer philosophy makes the single greatest contribution to hospital performance.     

运用公共市场学提高公共组织的社会效益

所有公共组织都面临提高效益的艰巨挑战 ,尽管市场学在工商领域的运用多年来效果显著 ,但是市场学最重要的意义还在于它在公共组织中的实践活动。公共市场学在公共组织的运用已经在发达国家得到了成功。运用公共市场原理和手段 ,为改善公共组织 ,机构和公共团体的经济效益和管理效益 ,提高公共事业的服务质量 ,促进社会进步有重要意义。     

Environmental context and marketing planning processes

The traditional model of marketing planning assumes that the process by which organizations take planning decisions is constant with respect to context. Organizational environment, internal context, performance and distinctive competency affect marketing planning only as information inputs for the planning process, not as influences on the choice of process. However, rapid change in environments, in competitive patterns and in market responses all demand action from organizations. Intuitively, we expect that rapid environmental change will require a faster planning process, and that increasing environmental complexity requires more careful deliberation. The marketing planning model does not accommodate such intuition. This paper outlines the case for rethinking marketing planning models, and develops a conceptual framework through which the impact of environmental context on marketing planning processes can be effectively examined.     

Marketing capabilities, stakeholders’ satisfaction, and performance

This study shows that the relationship between marketing capabilities and firm financial performance can be better understood when it is drawn using stakeholder satisfaction as an additional variable, in the context of the service industry. Results from 152 Spanish service organizations indicate that superior marketing capabilities lead to higher levels of stakeholder satisfaction, which consequently improves financial firm performance. Results complement previous research which found a strong relationship between marketing capabilities and performance when the latter includes financial and nonfinancial indicators. Marketing capabilities improve not only customer satisfaction but also employee fulfillment which, in turn, may increase financial indicators.     

Fitting strategic resources with product-market strategy: Performance implications

Resources, strategy, and performance inter-relationships are central to strategic marketing theory. Strategic resources are key inputs to product-market strategy that form the basis of superior firm performance. However, these inter-relationships are subject to ‘fit’ requirements. This article examines the hypothesis that greater fit between the strategic resources of marketing organizations and product-market strategy encourages superior financial and customer-market performance. This fit is most important to marketing organizations exhibiting either a Defender or Analyzer strategic orientation. No significant relationship is found for fit among Prospectors.     

An Investigation into the Relationship Between Consumer Satisfaction,Marketing Performance,and Firm Performance in a Services Environment

Abstract

The study reported investigates the relationships between consumer satisfaction, marketing performance, and firm performance with the context of service organizations. The results indicate that consumer satisfaction is positively related to marketing performance, explaining more than seventy percent of the variation. However, marketing performance is not shown to be significantly related to firm performance. In addition, firm size is identified as a significant covariate of performance.     

Measures of marketing success

A mismatch of the meaning of “success”, as perceived by researcher and the firms researched, renders research less relevant and possibly, where the firm's resources are not directed at the goals selected by the researcher, misleading. This paper is concerned with the dependent variables used for business or marketing “success”, not its drivers, in seven leading marketing and strategy journals. The findings are that researcher, not respondent, views of performance dominate the literature which raises issues of relevance. Researchers are not necessarily being normative, and should be thoughtful in their selection of marketing performance objectives, i.e. the outcomes they seek to explain. A checklist of dependent variable considerations is provided together with a tentative definition of “success” against which performance may be compared.     

Applying the Internal Marketing Concept Within Large Organizations

Internal marketing programs appear to be prohibi- tively expensive and inappropriate for the needs of branches of larger organizations. This study illustrates how individual branch managers of a large credit union applied the internal marketing con- cept to achieve strikingly effective results in the marketplace using limited resources. The case study lcads to important managerial im- plications for the implementation of the internal marketing concept in branches of large service organizations.     

The retailer's marketing mix and commercial performance

This paper concerns the management and organization of the marketing function within large multiple retail organizations. The elements of the retailer's marketing mix are identified and the hypothesis is developed that the breadth of control over the marketing mix by a marketing department should correlate positively with commercial performance. A postal survey of British retailers failed to demonstrate such a relationship, indicating that there is no obvious justification for a retailer to centralize most of its marketing in one large department. Instead, a positive correlation is found between there being strength in marketing in the retailer's buying department and commercial performance indicating that marketing that marketing expertise should not be concentrated into a specialist department.     

Relationship Marketing: Theory and Implementation

The field of relationship marketing can be viewed as a sub-area of market focused management. In this issue, we present some cutting edge work on relationship marketing (RM). At the most simple level, RM strategy prescribes that it is more effective to invest in long-term customer interactions than to rely on a series of potentially unrelated, one-time exchanges. In practice, however, RM is not that simple to implement. There are multiple stakeholders to consider, and organizations must make certain that value is provided for all members of a potential partnership. Here, we consider several strands of relationship marketing, including the concepts of: customer relationship management, stakeholder theory, affinity marketing, promotional incentives, strategy, and leadership.     

Contribution to hospital performance: market orientation vs. marketing effort and lack of competition

Marketing is still viewed with some skepticism by some hospital administrators who wonder if marketing is needed when the hospital is in a benign competitive environment. This research seeks to investigate the contribution of a marketing orientation to hospital performance beyond what can be achieved by merely spending money on promotion or not facing stiff competition. Findings reveal that having an authentic market orientation makes a significant contribution to a hospital's success above what can be achieved through promotional budgets and lack of competition.     

Marketing strategies of hospital service organizations in Nigeria: a study of selected privately owned hospitals in Port Harcourt

This study was centered on the identification of the marketing strategies of hospitals and the factors that militate against their effective adoption and implementation. A total of 80 hospitals in Port Harcourt responded to a structured questionnaire administered on them. It was found, among other things, that many hospital organizations apply marketing strategies, and that hospitals that adopt effective marketing strategies perform better than those that do not. Some of the factors militating against the effective adoption and implementation of marketing strategies include lack of planning, lack of top management support, and non-utilization of all the promotional mix elements.     

Social Responsibility and the Marketing Educator: A Focus on Stakeholders, Ethical Theories, and Related Codes of Ethics

This paper is a commentary on the discussion document by M. Joseph Sirgy (1996) which attempts to develop a marketing educator code of ethics. The authors center their discussion around the concepts of "Social responsibilities in relation to certain publics" and "Social responsibilities in relation to certain actions", as presented in the Sirgy paper, "Certain Publics" issues and "Certain Actions" issues are both examined in light of each of the stakeholder groups, as well as in terms of several ethical theories. Finally, the proposed Academy of Marketing Science marketing educator code of ethics is compared to the ethics codes of other marketing organizations.     

Relationship Marketing and Association Management

Executives of associations, clubs, and professional societies need to understand and utilize a marketing oriented approach to managing their organizations. Marketing is not just selling a product; it is the sensitivity and commitment to align the organization's purpose to satisfying its members. Associations' success depends on maintaining its current members, attracting new members, and invoking involvement. Since associations do not usually offer a "product," it is necessary that they concentrate on presewing and serving their membership through quality service. This paper explains the importance of implementing a marketing orientation as well as the value of improving marketing efforts for associations.     

医院营销的现状与发展对策

医院营销是医院改革和发展的重要组成部分,是提高医院声誉,扩大医院业务的重要途径,是保持医院“两个效益”的重要环节,是在市场经济条件下医院求生存、求发展的重要手段。因此,必须高度重视医院营销,建立具有高素质的专业营销队伍,确立适合医院发展的营销战略,把医院营销推向一个崭新的阶段。     

Factors Affecting the Adoption of the Internet in the Public Sector

ABSTRACT

Research in the area of electronic marketing has focused considerable attention on consumers' and advertisers' perceptions of the Internet as a marketing communication medium. Whilst such research has been undertaken mostly in the private sector, it is important to recognize, and attempt to understand, the growing number of public sector organizations that have an Internet presence. Results of a study of the perceptions of managers in public sector organizations of the Internet as a marketing communication tool are reported. Findings suggest that decision makers in the public sector who feel that there is a need for their organizations to have an Internet presence, are more inclined to adopt the Internet as part of their marketing communications program. Furthermore, they are more likely to feel that use of the Internet will improve their overall marketing effectiveness. It is also interesting to note that the perceived complexity of using the Internet has a significant effect on both the adoption of and attitude towards the Internet as a marketing communications tool. This suggests that there is still some uncertainty amongst public sector organizations as to the usefulness of the Internet in marketing their services.     

Marketing UK Towns and Cities as Shopping Destinations

This paper reports the results of research into the range of actors involved in the marketing of urban places as shopping destinations and the processes by which this marketing activity is planned. The paper highlights the differences between the process of marketing planning in this context (at the interface of the public and private sectors), as opposed to processes in private sector organizations from which the majority of current marketing theory was developed. It suggests various implications as to the characteristics of what Ashworth (1993) has termed a 'special type of marketing' to be applied to urban places.