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Journal articles on the topic 'Direct marketing – Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Holder, Derek, and Robin Fairlie. "Will personal marketing replace direct marketing?" Journal of Direct, Data and Digital Marketing Practice 8, no. 4 (April 2007): 287–88. http://dx.doi.org/10.1057/palgrave.dddmp.4350071.

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2

Roberts, Mary Lou, and Ernan Roman. "Integrated Direct Marketing." Journal of Marketing 53, no. 4 (October 1989): 116. http://dx.doi.org/10.2307/1251387.

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3

Roscitt, Rick, and I. Robert Parket. "DIRECT MARKETING TO CONSUMERS." Journal of Consumer Marketing 5, no. 1 (January 1988): 5–14. http://dx.doi.org/10.1108/eb008213.

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4

Kim, Young Ae, Hee Seok Song, and Soung Hie Kim. "A new marketing strategy map for direct marketing." Knowledge-Based Systems 22, no. 5 (July 2009): 327–35. http://dx.doi.org/10.1016/j.knosys.2009.02.013.

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5

David Stone, Merlin, and Neil David Woodcock. "Interactive, direct and digital marketing." Journal of Research in Interactive Marketing 8, no. 1 (March 4, 2014): 4–17. http://dx.doi.org/10.1108/jrim-07-2013-0046.

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Purpose – The purpose of this article is to explain how the management of the two areas business intelligence (BI) and customer insight (CI) needs to be brought together to support a company's interactive marketing. Design/methodology/approach – The article is based on the author's work in consultancy and in assessing client company's customer management capabilities and performance, as well as a review of some of the literature on BI and CI. Findings – The article suggests that companies need to pay close attention to the governance of BI, as a self-service approach to BI becomes increasingly used by CI teams. Research limitations/implications – The review of literature carried out by the authors suggests that the interface between BI and CI is poorly researched and would benefit from a significant research effort. Originality/value – The focus on the interface between BI and CI is relatively new. The authors hope that it will trigger significant research.

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6

Roberts, Mary Lou. "Book Review: Integrated Direct Marketing." Journal of Marketing 53, no. 4 (October 1989): 116–17. http://dx.doi.org/10.1177/002224298905300412.

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7

Magliozzi, T. L., and P. D. Berger. "List segmentation strategies in direct marketing." Omega 21, no. 1 (January 1993): 61–72. http://dx.doi.org/10.1016/0305-0483(93)90039-n.

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8

Mitchell, Shena. "The new age of direct marketing." Journal of Database Marketing & Customer Strategy Management 10, no. 3 (April 2003): 219–29. http://dx.doi.org/10.1057/palgrave.jdm.3240111.

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9

Mitchell, Alan, Iain Henderson, and Doc Searls. "Reinventing direct marketing — with VRM inside." Journal of Direct, Data and Digital Marketing Practice 10, no. 1 (July 2008): 3–15. http://dx.doi.org/10.1057/dddmp.2008.24.

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10

Groom, Stephen. "New ICO guidance on direct marketing." Journal of Direct, Data and Digital Marketing Practice 15, no. 2 (October 2013): 145–47. http://dx.doi.org/10.1057/dddmp.2013.65.

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11

Simpson, Peter. "Direct marketing: Options for the future." Journal of Direct, Data and Digital Marketing Practice 8, no. 4 (April 2007): 289–93. http://dx.doi.org/10.1057/palgrave.dddmp.4350062.

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12

Self, Donald R. "Direct Response Marketing: A Comparative Review." Journal of Marketing 50, no. 1 (January 1986): 125. http://dx.doi.org/10.2307/1251286.

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13

Pachamanova, Dessislava, Victor S. Y. Lo, and Nalan Gülpınar. "Uncertainty representation and risk management for direct segmented marketing." Journal of Marketing Management 36, no. 1-2 (January 2, 2020): 149–75. http://dx.doi.org/10.1080/0267257x.2019.1707265.

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14

Saeed, Tariq. "Knowledge management, innovation, technology and direct marketing as antecedents of data mining: The mediating role of direct marketing." Invertis Journal of Science & Technology 13, no. 2 (2020): 88. http://dx.doi.org/10.5958/2454-762x.2020.00009.8.

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15

Smith, G. E., and P. D. Berger. "The Impact of Direct Marketing Appeals on Charitable Marketing Effectiveness." Journal of the Academy of Marketing Science 24, no. 3 (June 1, 1996): 219–31. http://dx.doi.org/10.1177/0092070396243003.

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16

Miller, Steven. "Mine the Direct Marketing Riches in Your Database." Journal of Business Strategy 10, no. 6 (June 1989): 33–36. http://dx.doi.org/10.1108/eb039333.

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17

Thwaites, Des, and Sharon C. I. Lee. "Direct marketing in the financial services industry." Journal of Marketing Management 10, no. 5 (July 1994): 377–90. http://dx.doi.org/10.1080/0267257x.1994.9964285.

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18

Guido, Gianluigi, M. Irene Prete, Stefano Miraglia, and Irma De Mare. "Targeting direct marketing campaigns by neural networks." Journal of Marketing Management 27, no. 9-10 (August 2011): 992–1006. http://dx.doi.org/10.1080/0267257x.2010.543018.

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19

Kantyka, Joanna, Kazimierz Nagody-Mrozowicz, Luis Ochoa Siguencia, and Piotr Pietrakowski. "MARKETING MANAGEMENT IN RECREATIONAL ORGANISATIONS." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 21, 2019): 248. http://dx.doi.org/10.17770/sie2019vol6.3757.

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The aim of the paper is to analyse selected aspects of marketing activities of recreational organizations from the Silesian Voivodship. The following research problems were diagnosed: analysis of the marketing structure, directions of activity and development as well as the meaning and motives of applying marketing in the surveyed recreational organizations functioning in the Silesian Voivodship. The results of the research presented in this paper and the considerations based on them allow formulating a general conclusion that profit and non-profit organizations operate in the common market of recreational services, both have a similar phase of the organization's life cycle, pursue similar recreational goals, offer similar services and direct them to the same clients, but the nature of ownership and the organizational and legal form determine the marketing concept model in these organizations.

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20

Heiman, Amir, and Lutz Hildebrandt. "Marketing as a Risk Management Mechanism with Applications in Agriculture, Resources, and Food Management." Annual Review of Resource Economics 10, no. 1 (October 5, 2018): 253–77. http://dx.doi.org/10.1146/annurev-resource-100517-023047.

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Marketing tools, in addition to their role in persuasion and serving as a bridge between production and consumers, reduce prepurchase risks. This role has received less attention in the literature. This review highlights marketing's role in reducing consumers’ purchasing risk. We present our approach, backed up with extensive literature review, beginning with a description of advertising, branding, and pricing that may serve as a signal of a product's quality. We then describe and analyze the role of product demonstrations, free product samples, and money-back guarantees (MBGs), which enable consumers to acquire direct experience before a final decision is made, in reducing risks. We briefly discuss product warranties and their relationship to MBGs. We demonstrate how marketing tools can help reduce the risk associated with the consumption of food products that contain genetically modified organisms, as well as help in marketing of agricultural products that vary in their levels of risk to buyers.

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21

Malthouse, Edward C. "Ridge regression and direct marketing scoring models." Journal of Interactive Marketing 13, no. 4 (January 1999): 10–23. http://dx.doi.org/10.1002/(sici)1520-6653(199923)13:4<10::aid-dir2>3.0.co;2-3.

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22

Malthouse, Edward C. "Ridge regression and direct marketing scoring models." Journal of Interactive Marketing 13, no. 4 (1999): 10–23. http://dx.doi.org/10.1002/(sici)1520-6653(199923)13:4<10::aid-dir2>3.3.co;2-v.

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23

Maino Isaias, Aldo. "Marketing Strategies in Enrollment Management: Direct Mail and Financial Aid." INNOVA Research Journal 1, no. 1 (January 28, 2016): 34–39. http://dx.doi.org/10.33890/innova.v1.n1.2016.6.

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El aumento en instituciones de educación superior ha resultado en la comercializacion de educación superior, el cual ha aumentado la competencia entre las instituciones que proveen este servicio. Las universidades tienen una necesidad económica de reclutar a nuevos estudiantes y retener a los que ya han sido admitidos para asegurar sus ganancias y tener los fondos para seguir ofreciendo sus servicios educativos. Las dos maneras que más utilizan las instituciones de educación superior para atraer estudiantes son por medio de correo directo y ayuda financiera. Se esfuerzan por ofrecerles paquetes financieros atractivos a los estudiantes más calificados para hacer que elijan su universidad en vez de otra. El siguiente articulo describe y analiza losprocesos de reclutamiento en la esfera de educación superior.

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24

Cutler, Bob, and Kurt Schimmel. "A relationship marketing perspective for direct marketing in the legal services industry." Services Marketing Quarterly 17, no. 1 (1998): 141–51. http://dx.doi.org/10.1080/15332969.1998.9985316.

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25

Puspita, Nungky. "PENGARUH PROGRAM DIRECT MARKETING TERHADAP CUSTOMER RELATIONSHIP MANAGEMENT PADA FUNCTION ROOM DI HARRIS HOTEL SENTUL CITY BOGOR." Jurnal Manajemen Perhotelan 5, no. 2 (February 27, 2020): 82–93. http://dx.doi.org/10.9744/jmp.5.2.82-93.

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Direct marketing merupakan cara yang efetif untuk menjangkau pelanggan dengan tepat sasaran dan dapat diukur serta dapat membantu mempertahankan pelanggan. Program direct marketing dilakukan oleh sales and marketing department HARRIS Hotel Sentul City Bogor yang memiliki peran yang sangat penting dalam mempromosikan produk yang dimilikinya seperti meningkatkan penjualan function room dengan mempromosikan kepada sasaran pasar. Direct marketing selain dapat menjual function room juga dapat menjalin dan membina hubungan dengan tamu atau biasa disebut customer relationship management. Customer Relationship Management merupakan konsep yang berfokus pada pemeliharaan hubungan dengan pelanggan untuk membangun hubungan jangka panjang dan menguntungkan dengan pelanggan. Tujuan dari penelitian ini untuk mengidentifikasi pengaruh program direct marketing terhadap customer relationship management dalam meningkatkan penjualan function room di HARRIS Hotel Sentul City Bogor. Metode pengumpulan data yang digunakan yaitu observasi, wawancara, kuesioner dan studi kepustakaan. Kuesioner disebarkan secara langsung dengan 100 responden yang memenuhi syarat penelitian. Data yang diperoleh dianalisis dan disajikan secara kuantitatif deskriptif. Teknik analisis data yang digunakan uji validitas, uji reliabilitas serta teknik regresi linear berganda mealui uji koefisien determinan (R2), Uji secara F, Uji T regresi berganda. Hasil temuan penelitian ini menunjukkan bahwa variabel telemarketing, direct mail, kiosk marketing dan the on-line customer berpengaruh signifikan terhadap customer relationship management sedangkan variabel direct selling, dan catalog marketing tidak berpengaruh signifikan terhadap customer relationship management

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26

Mitchell, S. "Direct marketing in the UK: Trials and tribulations." Journal of Database Marketing & Customer Strategy Management 8, no. 1 (August 2000): 17–27. http://dx.doi.org/10.1057/palgrave.jdm.3240014.

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27

Paas, Leo. "Exploring Direct & Customer Relationship Marketing (second edition)." Journal of Database Marketing & Customer Strategy Management 12, no. 2 (January 2005): 193–94. http://dx.doi.org/10.1057/palgrave.dbm.3240255.

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28

Webber, Richard. "The evolution of direct, data and digital marketing." Journal of Direct, Data and Digital Marketing Practice 14, no. 4 (April 2013): 291–309. http://dx.doi.org/10.1057/dddmp.2013.20.

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29

Greenwood, Chris. "Direct marketing in the UK for charities." International Journal of Nonprofit and Voluntary Sector Marketing 7, no. 3 (September 2002): 213–18. http://dx.doi.org/10.1002/nvsm.180.

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30

Saxton, Joe. "Five direct marketing strategies for nonprofit organisations." International Journal of Nonprofit and Voluntary Sector Marketing 1, no. 4 (October 1996): 299–306. http://dx.doi.org/10.1002/nvsm.6090010402.

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31

Bennett, Roger, and Helen Gabriel. "Direct marketing managers in UK charitable organisations." International Journal of Nonprofit and Voluntary Sector Marketing 3, no. 2 (May 1998): 160–72. http://dx.doi.org/10.1002/nvsm.6090030208.

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32

Hatchaleelaha, Somchai, and Winai Wongsurawat. "Multilevel marketing and entrepreneurship in Thailand." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (July 11, 2016): 146–60. http://dx.doi.org/10.1108/jrme-04-2015-0025.

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Purpose The purpose of this research is to trace the development of a major player in the health/wellness direct sales industry in Thailand and draw lessons about growth strategies and approaches in dealing with common entrepreneurial challenges. Design/methodology/approach In preparing the case study narrative, primary data from the direct experience of the company founder were combined with secondary sources of information on the landscape of direct sales industry in Thailand. Key lessons were developed from discussion and reflection on experiences of people involved in the development of the company. Findings A multi-billion baht, direct sales business with over 100,000 members was built from the ground up in a span of one decade. Recruiting and retaining members with the right level of entrepreneurial drive is a constant challenge for the growing venture. Incorporating new technology to help manage information about members, customers and stock will play a central role in creating future growth opportunities. Research limitations/implications The research represents a single case study so generalization is naturally limited. Originality/value Direct sales entails a considerable amount of stigma, resulting in a limited number of frank and detailed analysis of such businesses and their founding entrepreneurs. This study represents an attempt to fill this gap and will hopefully stimulate more investigation into a business model that appears to be thriving in many emerging economies in Southeast Asia.

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33

Self, Donald R. "Book Review: Direct Response Marketing: A Comparative Review." Journal of Marketing 50, no. 1 (January 1986): 125–27. http://dx.doi.org/10.1177/002224298605000113.

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34

Malthouse, Edward C. "Assessing the performance of direct marketing scoring models." Journal of Interactive Marketing 15, no. 1 (January 2001): 49–62. http://dx.doi.org/10.1002/1520-6653(200124)15:1<49::aid-dir1003>3.0.co;2-f.

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35

Malthouse, Edward C. "Assessing the performance of direct marketing scoring models." Journal of Interactive Marketing 15, no. 1 (2001): 49–62. http://dx.doi.org/10.1002/1520-6653(200124)15:1<49::aid-dir1003>3.3.co;2-6.

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36

Ireland, Jerry. "CAN DIRECT MARKETING HELP LEVI STRAUSS & CO.?" Journal of Consumer Marketing 4, no. 3 (March 1987): 35–41. http://dx.doi.org/10.1108/eb008202.

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37

Schweidel, David A., and George Knox. "Incorporating Direct Marketing Activity into Latent Attrition Models." Marketing Science 32, no. 3 (May 2013): 471–87. http://dx.doi.org/10.1287/mksc.2013.0781.

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38

Tapp, A. "Proactive or reactive marketing? The influence of the Internet on direct marketing, Paper 3." Journal of Database Marketing & Customer Strategy Management 9, no. 3 (March 2002): 238–47. http://dx.doi.org/10.1057/palgrave.jdm.3240005.

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39

Feagan, Robert. "Direct Marketing: Towards sustainable local food systems?" Local Environment 13, no. 3 (April 2008): 161–67. http://dx.doi.org/10.1080/13549830802169772.

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40

Burke, James F., and Lisa A. Lindblom. "Strategies For Evaluating Direct Response Tourism Marketing." Journal of Travel Research 28, no. 2 (October 1989): 33–37. http://dx.doi.org/10.1177/004728758902800208.

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41

Bhattacharyya, Siddhartha. "Direct Marketing Performance Modeling Using Genetic Algorithms." INFORMS Journal on Computing 11, no. 3 (August 1999): 248–57. http://dx.doi.org/10.1287/ijoc.11.3.248.

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42

Wise, Gordon L., and Herbert E. Brown. "Heavy-Light User Perception Of Selected Direct Marketing Channels." Journal of Applied Business Research (JABR) 5, no. 1 (October 26, 2011): 97. http://dx.doi.org/10.19030/jabr.v5i1.6383.

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Presented here are the results of a study of consumer perception of four direct marketing channels: direct mail, television, door-to-door, and telephone. Overall, perception of these channels was found predominantly negative. Direct mail was the only channel that received modestly favorable reviews. Heavy users of all channels were found to have the more positive images of those channels. The industry appears to have an underside, part truth and part hearsay, which appears to need industry attention.

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43

Hansotia, BJ, and B. Rukstales. "Direct marketing for multichannel retailers: Issues, challenges and solutions." Journal of Database Marketing & Customer Strategy Management 9, no. 3 (March 2002): 259–66. http://dx.doi.org/10.1057/palgrave.jdm.3240007.

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44

Robertshaw, Gary, and Norman Marr. "Consumer attitudes towards disclosing personal data for direct marketing." Journal of Direct, Data and Digital Marketing Practice 7, no. 3 (January 2006): 203–15. http://dx.doi.org/10.1057/palgrave.dddmp.4340527.

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45

Basu, Amiya K., Atasi Basu, and Rajeev Batra. "Modeling the Response Pattern to Direct Marketing Campaigns." Journal of Marketing Research 32, no. 2 (May 1995): 204. http://dx.doi.org/10.2307/3152048.

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46

Basu, Amiya K., Atasi Basu, and Rajeev Batra. "Modeling the Response Pattern to Direct Marketing Campaigns." Journal of Marketing Research 32, no. 2 (May 1995): 204–12. http://dx.doi.org/10.1177/002224379503200207.

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The authors propose a new model of response pattern to a direct marketing campaign. They estimate their model and four competing model forms using a new maximum likelihood procedure for response data from four different campaigns. Their proposed model fits the data very well. The authors then offer a method to use the model to estimate the eventual number of responses to a campaign using early return data and knowledge of past campaigns. Finally, the authors suggest an application to predicting returns to mail surveys.

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47

Lowe, Larry, Dana Lowe, and Susan Thomas. "Direct marketing comes of age in financial service organizations." Services Marketing Quarterly 1, no. 3 (1986): 59–68. http://dx.doi.org/10.1080/15332969.1986.9984803.

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48

Vanhonacker, Wilfried R., and Diana Day. "Cross-Sectional Estimation in Marketing: Direct Versus Reverse Regression." Marketing Science 6, no. 3 (August 1987): 254–67. http://dx.doi.org/10.1287/mksc.6.3.254.

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49

Hruschka, Harald. "Considering endogeneity for optimal catalog allocation in direct marketing." European Journal of Operational Research 206, no. 1 (October 2010): 239–47. http://dx.doi.org/10.1016/j.ejor.2010.01.031.

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50

Kim, Kihyun Hannah, and V. Kumar. "The Relative Influence of Economic and Relational Direct Marketing Communications on Buying Behavior in Business-to-Business Markets." Journal of Marketing Research 55, no. 1 (February 2018): 48–68. http://dx.doi.org/10.1509/jmr.16.0283.

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Business-to-business firms spend significant resources in direct marketing to manage close relationships with their customers. Nevertheless, there is limited understanding of how the effectiveness of direct marketing communications varies by value propositions. Typically, direct marketing efforts are geared toward explicitly featuring economic or relational values. To implement an effective communication strategy catering to customers' preferences, firms should understand how customers consistently evaluate these organizational marketing communications, which ultimately affect their buying behaviors. Therefore, the authors analyze marketing messages and employ content analysis to capture the two distinct types of direct marketing communications. Using data from a Fortune 500 business-to-business service firm and a robust econometric model, they find that the (1) effects of economic and relational marketing communication on customer purchase behaviors interplay and vary over time, (2) latent stock of direct marketing communication affects customer purchase behaviors, and (3) evolution of customers' perceived importance can be recovered using transaction data. Overall, the authors provide a marketing resource reallocation strategy that enables marketers to customize marketing communications and improve a firm's financial performance.

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