Dissertations / Theses on the topic 'Marketing|Management'

Work presents the theoretical aspects of destination management and marketing. It defines the destination management and sustainable development of tourism. The work is applied to destination management and destination marketing in region Sokolovsko. For this destiaci is proposed marketing strategy and marketing mix.

Formal art education equips students with skills to produce artworks. A formal art education may increase the opportunity for employment, however, art-related employment is very limited. Art graduates would be better equipped to market and manage art establishments or their own careers if art education were to be supplemented with basic business skills. Artists who wish to earn unsupplemented incomes from their art should undertake to acquire business acumen. This includes being presentable to the market place in attitude and appearance. It also includes aptitude in art, marketing and management. Role models and non-models of success and failure in business should also be observed. Art graduates should adopt applicable tried and tested business methods. Good marketing is a mix of business activities which identifies and creates consumer needs and wants. Marketing activities involve research, planning, packaging, pricing, promoting and distributing products and services to the public to create exchanges that satisfy individual and organisational objectives. Art products include artworks, frames, art books and art materials. Art-related services include the undertaking of commissions, consulting, teaching, free parking, convenient shopping hours, acceptance of mail or telephone orders, exhibitions, ease of contact, approval facilities, wrapping, delivery, installations (picture hanging), quotations, discounts, credit facilities, guarantees, trade-ins, adjustments and restorations. Good management is a mix of business activities which enables a venture to meet the challenges of supply and demand. There is a blueprint for management competence. The three dimensions of organisational competence are collaboration, commitment and creativity. Self-marketing and management is an expression of an artist's most creative being. It is that which can ensure and sustain recognition and income. Artists, like other competent organisations and entrepreneurs from the private sector, should operate with efficient manufacturing, marketing, management and finance departments. They are also equally important and therefore demand equal attention. Artistic skill together with business acumen should equip the artist to successfully compete in the market place. There are no short-cuts to becoming an artist but there are short-cuts to becoming a known and financially stable artist. Understanding marketing and management could mean the difference between waiting in poverty and frustration for a "lucky break" (which may only happen after an artists's death) and taking control. Success should be perpetuated through continuous effort.

This study has been written to increase our knowledge about Sino-Western business relations and to understand how to successfully embark in China. It aims to create a deeper context understanding of the Chinese consumer and the Chinese market – in order to successfully manage your business in China. A qualitative case study methodology is used, involving the abductive method and a hermeneutic approach. Appropriate interviewees have been selected, i.e. those having valid and reliable insights and experiences to this study. The empirical results are portrayed as short stories along with reflections, to enlighten key findings in the research. Results of the investigation show that a willingness to understand and being humble are key in the creation of a successful business relationship with the Chinese. Certainly, the importance of guanxi and trust are tremendous. Thus, learn the rules and play by them – use them to your advantage. Show empathy and patience and trust the universal law of reciprocity. Indeed, as we understand the underlying forces, the cultural values and traditions, we appreciate how to effectively communicate with the Chinese and ultimately how to deliver value to create a healthy business relationship in our marketing efforts. A plethora of stories are presented that illuminate various situations that experienced Western business managers have encountered, and how to manage these. Key findings in this research may benefit not only academics, as new theory is introduced, but also everyone interested in China and aiming to create a healthy Sino-Western relationship. Finally, top managerial implications are presented that are of relevance to readers both intending to and already doing business in China. Some of the most important ones advise us to remain patient, to gather all the information possible and to never underestimate the Chinese.

One of the key concepts within the marketing literature remains the 'marketing mix.' An unexamined element of this mix remains, to pursue the cooking metaphor, the way in which the chef is able to balance the various ingredients to achieve a palatable dish. Therefore, the impetus behind this thesis is this lack in the literature. The approach to remedy this lack is developed through Action Research. The original notion of the marketer as a mixer of ingredients strongly suggests that marketing was (and remains) largely a craft. As practitioners within the craft, managers require devices to guide them in their everyday operations. However, the use and effectiveness of such 'heuristic devices' by practising marketers remains little explored. Matrix schemas have always been traditionally used, by both academics and practitioners, in the development and interpretation of both strategy and tactics in marketing. While the strategic schemas have attained the status of dogma (the Boston Box, for example), at the tactical level,use of the marketing mix has never reached such heights, (apart from an occasional stress on the need for the 'blending of ingredients'). As marketing has developed as a craft, numerous definitions have been offered. Today there are several different authoritative, but accepted definitions. The Chartered Institute of Marketing [CIM] and the American Marketing Association [AMA] define marketing as: 'Marketing [management] is the process of planning and executing the conception of pricing, promotion, and distribution of ideas, goods and services that satisfy organisational objectives.' [Fifield & Gilligan, 1996; 2] A clear understanding of the development of the matrix approach from the level of strategy to tactics in marketing is the essence of the published works. The marketing mix concept seems relatively simple. Since Culliton [1947] first carried out his study (amongst the major American companies of his time), the notion of managers within the marketing function as 'mixers of ingredients' has enjoyed wide currency. Culliton's study included a full examination of a number of case histories and the use by the participating companies of marketing ingredients. Borden [1964] expanded this work to a formal use of the term 'marketing mix' and he presented a list of mix constituents, based on Culliton's work. These developments were taken further by McCarthy [1964] in terms of simplification and classificatory order as the famous 4Ps. It is now just over 30 years since McCarthy provided this gloss on Borden's work and offered a generic marketing mix [product, price, promotion and place] as a means of translating marketing planning and tactics into practice [Bennett 1997:151] This eventually led to Kotler [2000) defining the mix as being 'A set of marketing tools that a firm uses to pursue its objectives.' Thus, ingredients become tools and the analogy changes. McCarthy's 4Ps classification of the marketing mix variables has received acceptance in past decades. However, in recent years increasing criticism of this approach has been voiced in academic circles (Van Waterschoot, 1992, p.83). It is believed by some academics that this paradigm is beginning to lose its position (Gronroos, 1994, Gronroos, 1992, Sheth 1988). It is sometimes called 'traditional' or out-dated (Shimpock-Viewg,/1993, Lane, /1988, Turnbull, 1987). Over the past few years, it has been argued that marketing is concerned not just with the original 4Ps and the various elements associated with them, but also with less controllable variables (or ingredients, or tools) such as people, processes and service evidence. (Rafiq, 1995). However, the shifts from 'ingredients' to 'tools' to 'variables' hints at an underlying confusion as to the conceptual status of the artefacts described. Borden's work has the merit that his classificatory schema derives directly from empirical evidence. Borden reflected this basis when he identified the need to record within case studies evidence of what was being mixed in the marketing domain. Later extensions do not, by and large, have this merit. There have been no published studies which replicate Culliton's original work. Extensions to the mix (the conceptual device contributed by Borden) and the distilled formulation of the mix offered by McCarthy rely on conceptual processes only. The nature of the extensions seems clear, but they rest on different assumptions about how the world of the marketing manager should be construed. This thesis draws on several case studies of the world of marketing managers and a test of the 4P's framework within that world as its modus operandi. The examination uses a process of 'Action Research'. It thus is placed in the tradition established by Culliton in his pioneering work. Unlike Culliton, the work does no flow from a considered execution of a single research design, but has emerged in the search for consistency in marketing management, as pursued with the manager themselves. In essence, the Action Learning method of research has been adopted. The outcome, a new model for application, is seen as the contribution to knowledge. In essence the thesis pulls together the understanding and criticisms that both practitioners and academics need to investigate the gaps that exist in marketing management research. The importance of a company's participation as being integral to the action it takes and the solutions it prescribes is the essence of the Action Research and the model process.

La tesi ha voluto offrire uno sguardo all’approccio ed ai vari strumenti di marketing utilizzati ed utilizzabili dai liberi professionisti considerandoli come “leve” di cambiamento, innovazione e successo professionale. Più specificamente, si è dato risalto alle modalità attraverso le quali gli studi professionali applicano gli strumenti offerti dal marketing al fine di innalzare il livello qualitativo delle prestazioni erogate e per ampliare altresì lo spettro di servizi proposti ai clienti. Da ultimo, si è ritenuto di indagare la reale efficacia degli strumenti di marketing applicati agli studi professionali, valutando i risultati ottenuti a seguito dell’implementazione di strumenti e tecniche di marketing e, laddove possibile, quantificando la convenienza e profittabilità degli investimenti effettuati.
The doctoral thesis is meant to outline an approach to the marketing tools available to professionals for change, innovation and success. More in detail, it sets out the ways in which professional firms apply the marketing tools in order to increase the quality of the services offered to customers and to expand their range. Finally, it embodies an inquiry on the effectiveness of the marketing tools, when used by professional firms, evaluating the results obtained from the use of such tools and marketing techniques and quantifying the profitability of the investments made.

Cílem práce je na základě provedené marketingové analýzy navrhnout strategie a doporučení pro oblast marketingu vybraného lázeňského hotelu. Tato analýza byla provedena za pomoci klasických nástrojů marketingu, kterými jsou marketingový mix, SWOT analýza, PEST analýza, analýza konkurence a podobně. Praktická část je zaměřena na karlovarský hotel 5* Carlsbad Plaza, který je prvním spa a wellness hotelem v Karlových Varech.

Indirect Management Consulting (IMC) is a new concept within organizational change management consulting. The basic principle is to make the client more active in the change effort compared to conventional management consulting where the consultant actively drives the change. With IMC, the client is provided with a tailored set of skills and methods that makes him able to lead a change project and to make sure that the new organization is sustained. The IMC-model is a combination of management consulting and e-learning, where the consultant has an indirect role in supporting the client.

This study has shown that the IMC-model increases the chance for successful change implementation by increasing knowledge and involvement of the managers in the client organization. A common problem with conventional consulting is that the new organization fails to persist some time after the change project has ended and when the consultants have left the organization. This is overcome by the IMC-model since it transfers necessary knowledge and tools to the client’s managers who then can drive the change as well as ensure sustainability long after the project itself is completed.

The IMC-model is more cost-efficient than conventional consulting since less involvement is required by the consultant and since the customization of the e-learning systems can be made efficient by modularization. The lower costs make it possible to compete with a lower overall price and the combination of high quality of the organizational change with low prices makes the IMC-model an attractive complement to conventional management consulting.

This study is a part of an evaluation of the potential of a new business concept within the field of management consulting. The study is written to give insight of the functionality of the concept as well as the market barriers that a new company can expect to encounter if it decides to start up a business based on the concept.

Indirect Management Consulting (IMC) is a new and unproven concept within change management consultancy and can in a simplified manner be described as a mix between e-learning and traditional management consultancy. The basic principle is that the client is given instructions and tools to be able to lead the change project by following a model similar to an e-learning program. The contents of the program are custom-built by a management consultant according to the needs of the change project. The consultant monitors the progress of the organizational change and adapts the model and gives feedback to the client as the project progresses. By following the IMC model, the client does the majority of the work while he does not require initial knowledge of change management since he is continuously provided with the information, tools and templates needed to analyze the organizational performance and implement the change successfully.

The functionality of the IMC concept was evaluated in two ways: First by comparing the contents of the IMC-model with existing change management theories in order to find out if the model covers the most critical aspects of the theories. Secondly, the market for the IMC model was analyzed mainly by using Porter’s five-force theory.

This study has shown that IMC can be an efficient method for implementing organizational change. Its efficiency comes from a number of sources, mainly related to the fact that the organization’s own managers have, compared to conventional management consulting, a high degree of involvement in the analysis of the organization and the implementation of the change. This in turn leads to better communication of the change plan and makes it easier to motivate employees to accept to the organizational change and make them feel a ‘sense of urgency’ for participating to successfully implement the project. The model was also found to make it easy for the manager to formulate a change strategy and to implement the change in a structured manner.

For the consulting company, IMC means that costs (and consequently prices) can be kept much lower than for conventional consultant services. One main reason is that the model does not have to be built from scratch for each client. The contents of the model are relatively easily adjusted to suit most types of organizational changes. A second reason for the lower cost is that time the consultant spends at the client’s offices is minimized or eliminated. This gives an advantage compared to conventional management consulting.

While the management consulting industry have relatively low entry barriers, that is however not equivalent that it is easy for a company to enter the market based on the IMC-model. A high quality of the services is crucial and, if that cannot be proven, the advantage of having a low price is diminished. It is therefore important for a new starter in this industry to have a portfolio of successfully implemented projects. For the IMC concept, this is problematic since the model is new and unproven. It can therefore be difficult to find the first clients and alternative entry strategies such as partnering or simply advocating a “non-profit” strategy for the first clients might be necessary.

"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, December 2007."
Advisor(s): Hudgens, Bryan ; Zolin, Roxanne. "December 2007." "MBA professional report"--Cover. Description based on title screen as viewed on January 10, 2008. Includes bibliographical references (p. 85-88). Also available in print.

MBA Professional Report
The purpose of this MBA project was to review the current Masters of Executive Management education curriculum at NPS. An internal analysis of the current program was conducted to fully understand the strategic goals of the program and the existing curriculum. An environmental scan of current and potential military customers was conducted to assess requirements for junior executive education and determine whether the MEM program corresponds with these requirements and, if not, what changes to curriculum should be considered. Information collected was then used to determine prospective customers while creating a detailed marketing strategy for the GSBPP. Once information was collected, it was possible to construct a marketing plan to increase the NPS brand awareness in hopes of attracting students. Marketing plan recommendations include: (1) Package its various products/programs and market under one primary GSBPP brand; (2) Abandon current traditional and passive marketing efforts for an active recruiting approach by utilizing relationship marketing strategies; (3) Develop alumni networks that provide marketing labor and tools to stimulate demand for the GSBPP.

This study examines the use of databases to improve marketing techniques and customer segmentation in lending institutions. Specifically, this study examines the use of products and services by agricultural customers, and then determines the relationship between the use of those products and services with farm business characteristics. Information is also obtained on the interest rate sensitivity of the producers and correlated with farm business characteristics. The importance of technology and strategic alliances and other influences in the decision making process are determined after survey analysis. The survey was sent to producers who had some type of loan. Respondents from this study used an average of 3.2 loan products and 7.6 services for a total of 10.8 loans and services. Only 1 percent of the respondents indicated that they did not have a personal checking account. Twelve percent of the respondents indicated that they did not use a credit card. Only 16 percent of the respondents indicated that they used leasing services. Investment products did not have a high percentage of use. Thirty-three percent indicated they were using certificates of deposit, while only 21 percent indicated the use of money market funds, and 30 percent indicated the use of mutual funds. Thirty-seven percent indicated they were using IRAs. However, most of the respondents were using some form of insurance. Three-fourths of the respondents were using life insurance, while only 21 percent indicated that they did not possess disability insurance. Other services were also analyzed in this study. Only 15 percent of the respondents indicated that they were utilizing estate planning services, despite the 67 percent of respondents who were greater than age 41 and the 58 percent of respondents with greater than $500,000 in assets. Seventeen percent of the respondents were using an appraisal service. Due to the lower levels of usage for the investment products, this study focused on the relationship between farm characteristics and the investment products. This study showed that a relationship existed between farm and non-farm income with IRA usage. iii Only farm income had a relationship with money market fund usage and mutual fund usage. While, the use of estate plans was related to asset level. The analysis on interest rate sensitivity was determined by the amount an interest rate would have to decrease for a producer to switch lending institutions. The producers who were found to be less interest rate sensitive were those who had lower farm and non-farm incomes, lower asset levels, lower education levels, higher debt-to-asset ratio, and those who owned a computer. This implies that these are the more loyal customers to an institution or perhaps these producers have fewer opportunities to switch institutions. Producers in this study indicated that when selecting a lender/service provider, a competitive interest rate (76 percent of respondents) and the institution being a dependable source of credit (75 percent) was important. Knowledge of agriculture was also very important (69 percent of respondents). Internet banking and educational seminars rated as the characteristics that were least important, 3 percent and 9 percent, respectively. However, in the decision making process, lenders (69 percent of respondents), accountants (53 percent), and veterinarians (38 percent) were shown to be very important. The spouse/partner has considerable influence also on decision making. Sixty-seven percent of the respondents indicated that the spouse/partner had a considerable influence on investment decision, while sixty-one percent of the respondents indicated that the spouse/partner had a considerable influence on credit decisions. Five specific recommendations were made to the institutions following this study. These recommendations include: use of technology, institutional use of databases, use of influencers, and targeting and segmenting the marketplace.
Master of Science

Thesis (MComm)--Stellenbosch University, 2012.
ENGLISH ABSTRACT: Over the past two decades company performance has become the mantra of corporate theory. It follows that marketers have recently become understandably preoccupied with measuring the performance of marketing activity. In fact, the pressure for financial accountability has led to widespread concern over the role of the marketing function within a company. Some go as far as contemplating the demise of marketing professionals unless marketers develop an understanding of the marketing-finance interface and are able to enter into a dialogue with top management regarding the value that marketing adds to the company. Modern financial theory prescribes that the primary financial objective of any company should be shareholder value maximisation. Value based management (VBM) involves the appropriate allocation of scarce resources using prioritisation and cost-benefit analyses of different strategies to ensure that managers remain focused on shareholder value creation. The VBM philosophy embraces four fundamental driving forces impacting on the creation of value, the first of which is the profitable growth of sales. Since marketers are the custodians of brand sales the recognition of sales as a value driver places marketing at the centre of the value culture. The role of the marketing function is to create customer value that will translate into marketing assets (brand equity) and by doing so serves to add value to a company. The brand value chain summarises the process through which marketers can create value by carefully investing in various marketing tactics (or expenditures). These expenditures are encapsulated by the marketing mix. Simply, the marketing mix can be described as the sum of all expenditures intended to build brand equity and can be classified into four components known as the 4Ps (product, price, place and promotion). Concern has been raised that marketers focus too much attention on the stages in the brand value chain where marketing strategy is formulated and too little attention on the latter stages where the strategy is linked back to the value created through the implementation thereof. Despite the plethora of marketing metrics available the key to measuring the impact of marketing activity lies in maintaining a balance between non-financial, efficiency metrics and financial effectiveness metrics. To this end, there is a need for the development of aggregate-level models that link marketing tactics (expenditures) to to financial impact (e.g. sales) in order to communicate the value created by marketing. As a first step toward the objective of developing such models, it is important to understand the nature of the relationship between marketing expenditures (in terms of the 4Ps) and sales). Therefore, the primary objective in this study was to establish whether there is a relationship between the expenditures of different marketing components (4Ps) and sales. To this end, the proposition formulated elucidated that the variance in sales of a product is attributable to fluctuations in marketing expenditures. A meta analysis study was undertaken and two South African fast moving consumer goods brands’ financial data were investigated for the period of July 2001 to the end of June 2005. The marketing expenditures incurred for each of the respective brands were dissected and allocated according to the 4Ps of marketing. The metohod applied to investigate the relationship between marketing expenditures and sales originated through the adoption of multiple regression analysis between the indepent variables (marketing expenditures) and the dependent variable (sales). However, due to the fact that the data were collected over time it was anticipated that the time-related characteristics in the data might have offended inherent assumptions on which multiple regression analysis is based. Therefore, a time series regression analysis was subsequently adopted to account for time-related characteristics such as trend or seasonality. Counteracting dummy variables were included in the regression analysis to better understand the effect of trend and seasonality. In the case of Brand A, it was necessary to include dummy variables to counteract the effect of trend in the regression analysis., the results revealed that there is a statistically significant relationship between the expenditures of different marketing components (4Ps) and sales. Only distribution expenditures and price (along with trend) explained unique variance in sales. In the case of Brand B, it was necessary to include dummy variables for both trend and seasonality before the model was suitable for analysis. Once again, the results revealed a statistically significant relationship between the expenditures of different marketing components (4Ps) and sales. However for Brand B, only production expenditures (along with trend and seasonality) explained unique variance in sales. Therefore, in conclusion of the results found there were important findings to note. Firstly, when investigating data colllected over time it is imperative to understand the impact of time-related characteristics in the data and subsequently adopt the appropriate model to investigate relationships in the data. Secondly, despite a statistically significant relationship detected between marketing expenditures and sales the different components of the 4Ps have varying prominence for different brands and the appropriate allocation of resource will depend on the nature of the product and the strategy in mind.
AFRIKAANSE OPSOMMING: Die prestasie van ’n maatskappy het oor die afgelope twee dekades die mantra van korporatiewe teorie geword. Dit volg dus dat bemarkers onlangs afgetrokke is met die meet van die prestasie van mark aktiwiteit. Die druk vir finansiële verantwoordbaarheid het in wye kommer oor die rol van die bemarkingsfunksie binne ’n maatskappy, uitgeloop. Daar word bespiegel oor die ondergang van professionele bemarkers tensy bemarkers ’n begrip van die bemarking-finansie skeidingsvlak ontwikkel en in staat is om ’n dialoog met topbestuur aan die gang te sit rakende die waarde wat bemarking tot ’n maatskappy voeg. Moderne finansiële teorie stel voor dat die primêre finansiële doelwit van enige maatskappy die verhoging van belanghebbende waarde moet wees. Waarde-gebaseerde bestuur (WGB) sluit die gepaste toewysing van skaars hulpbronne, deur die gebruik van vooropstelling en koste-voordeel analise van verskeie strategieë, in, om te verseker dat bestuurders op die belanghebbende waarde skepping gefokus bly. Die WGB filosofie omarm vier grondliggende dryfsmagte wat op die skep van waarde, waarvan eerstens die winsgewende groei van verkope is, ’n impak het. Aangesien bemarkers die bewaarders van die handelsnaam verkope is, plaas die erkenning van verkope as ’n waarde drywer, bemarking in die middelpunt van die waarde kultuur. Die rol van die bemarkingsfunksie is om kliënt waarde te skep wat omgesit sal word in bemarkingsbates (handelsmerk billikheid) en dien so om waarde tot ’n maatskappy by te dra. Die handelsmerk waarde ketting som die proses op waardeur bemarkers waarde kan skep deur versigtig in verskeie bemarkingstaktieke (of uitgawes) te belê. Hierdie uitgawes word saamgevat deur die bemarkingsmengsel. Die bemarkingsmengsel kan kortliks beskryf word as die som van alle uitgawes wat bedoel is om handelsmerk billikheid te bou en kan in vier komponente, wat as die 4Ps (produk, prys, plek en promosie) bekend staan, geklassifiseer word. Daar is reeds kommer uitgespreek dat bemarkers te veel aandag aan die stadiums in die handelsmerk waarde ketting bestee waar bemarkings strategie geformuleer word en te min aandag word aan die latere stadiums geskenk waar die strategie teruggeskakel word aan die waarde wat deur die implementering daarvan geskep word. Ten spyte van die menigte beskikbare bemarkings metrieke lê die sleutel tot die meet van die impak van bemarkingsaktiwiteite in die onderhou van ’n balans tussen nie-finansiële, doeltreffende metrieke en finansiële effektiwiteit metrieke. Daar is dus ’n behoefte aan die ontwikkeling van gemiddelde-vlak modelle wat bemarkings taktieke (uitgawes) aan finansiële impak (bv. verkope) skakel om sodoende die waarde wat deur bemarking geskep word, te kommunikeer. Dit is belangrik om, as ’n eerste treë na die doelwit om sulke modelle te ontwikkel, die aard van die verhouding tussen bemarkingsuitgawes (in terme van die 4Ps) en verkope te verstaan. Die hoofdoel in hierdie studie was dus om vas te stel of daar ’n verhouding tussen die uitgawes van verskillende bemarkingskomponente (4Ps) en verkope bestaan. Die voorstel wat geformuleer is, het verklaar dat die verskeidenheid in verkope ’n produk is wat toegeskryf kan word aan fluktuering in bemarkings uitgawes. ’n Meta analise studie is onderneem en twee Suid-Afrikaanse vinnig-bewegende gebruikers goedere handelsmerke se finansiële data vir die typerk van Julie 2001 tot einde van Junie 2005 is ondersoek. Die bemarkings uitgawes wat vir elk van die handelsmerke aangegaan is, is ontleed en toegeken volgens die 4Ps van bemarking. Die metode wat toegepas is om die verhouding tussen bemarkings uitgawes en verkope te ondersoek het ontstaan deur die aanneem van meervoudige agteruitgang analise tussen die onafhanklike veranderlikes (bemarkings uitgawes) en die afhanklike veranderlikes (verkope). Daar is egter verwag, as gevolg van die feit dat die data oor tyd versamel is, dat die tyd-verwante kenmerke in die data inherente aannames mag beledig het, waarop meervoudige agteruitgang analise gebaseer is. ’n Tydsreek agteruitgang analise is gevolglik aangeneem om verantwoordbaar te wees vir tydsverwante kenmerke soos neiging of seisoenaliteit. Teenwerkende fop veranderlikes is by die agteruitgang analise ingesluit om die effek van neiging of seisoenaliteit beter te verstaan. In die geval van Handelsmerk A, was dit nodig om fop veranderlikes in te sluit om die effek van neiging in die agteruitgang analise teen te werk. Die uitslae het gewys dat daar ’n statisties noemenswaardige verhouding tussen die uitgawes van verskillende bemarkingskomponente (4Ps) en verkope is. Slegs verspreiding uitgawes en prys (tesame met neiging) het unieke verskille in verkope verduidelik. In die geval van Handelsmerk B was dit nodig om die fop veranderlikes in te sluit vir beide neiging en seisoenaliteit voordat die model gepas was vir analise. Die uitslae het weereens gewys dat daar ’n duidende verhouding tussen die uitgawes van verskillende bemarkingskomponente (4Ps) en verkope is. Slegs produksie uitgawes (tesame met neiging en seisonaliteit) het egter unieke verskille in verkope vir Handelsmerk B verduidelik. Daar was dus, in gevolgtrekking tot die uitslae wat gevind is, belangrike bevindings om van kennis te neem. Dit is eerstens van uiterste belang om die impak van tyd-verwante kenmerke in die data te verstaan en om vervolgens die gepaste model aan te neem om verhoudings in die data te ondersoek. Tweedens, ten spyte van ’n statistiese noemenswaardige verhouding wat bespeur is tussen bemarkings uitgawes en verkope, het die verskeie komponente van die 4Ps verskillende vernaamheid vir verskillende handelsmerke en die gepaste toekenning van bronne sal afhang van die aard van die produk en die strategie wat beoog word.

Aim:The overall aim of this study was to obtain more knowledge on the implementation of health care marketing in Sweden, using Uppsala University Hospital (UUH) as a case study. Additionally, based on the results of this case study, the aim was also to give concrete suggestions on how to enable increased focus on the formulation and implementation of health care marketing management strategies. This gives the study a slightly normative approach and aim, since the line is not drawn at description and analysis but also advocate guidelines for the enabling of market orientation.

Method: The chosen methodology of the study was qualitative, as the study sought to explore, interpret and gain a deeper knowledge of the research area.  Three different strategies of primary data collection were used; (1) interviews with key hospital managers, (2) a survey sent to all heads of clinical departments (68 departments) and (3) the study of selected UUH internal documents and UUH internal material related to the subject. The massive data was consolidated, reported and analyzed as separate parts and as well as an overview analysis from a health care marketing management theoretical framework.

Results & Conclusions:The study showed that UUH, despite the fact that they produce an annual revenue from health care services sales of approx 1,5 billion SEK, lacks almost every aspect of the tools and abilities necessary to function on a competitive marketplace. This included a non-marketing based planning process, the absence of a marketing organizational unit, no marketing research abilities etc. There were also facts pointing at severe flaws in the accounting systems, uncertainties of the legality of the current marketing activities and no marketing-stimulating incentive-systems in place. Besides these hard facts, the conservative, non-market oriented, organizational culture was deemed to make an attempted marketing adaption very hard to implement. The interviews provided valuable data for the structure and analysis. The survey had a very low response-rate, which didn´t provide any valuable data per se, but was interpreted to support the analysis of the organizational flaws in regard to marketing orientation. The internal document study also resulted in support of this analysis and increased the validity. Based on the analysis, a suggestion for a “road map” to successfully market-adapt Swedish health care was presented.

Suggestions for future research:Health care marketing most likely constitute its own area of research which also is specific for Sweden, which gives infinite opportunities for further studies. The implementation of marketing strategies in health care is an area that really needs to be further studied, therefore a suggestion for future research is to try and find out just how to enable implementation of a marketing-orientation in an organization which never had one. Another suggestion for further research could be the study of how economic incentive systems and other means of co-worker stimulation influence the production of health care services.

Contribution of the thesis:We believe that this study will strengthen the marketing understanding for UUH personnel at both managerial as well as all other organizational levels that are interested in the subject. We also believe that politicians, both locally and nationally, will benefit from practical knowledge regarding health care marketing mechanisms currently in place. Though conducted as a case study at one hospital, we deem that the analysis and suggestions are applicable for many other health care providers acting on the Swedish health care services marketplace, possibly contributing to the development of Swedish health care.

This study investigates the interface between financial and marketing management in South African businesses by investigating the financial and marketing-management processes. This process orientation highlighted important interactions between the two functions. A critical analysis of secondary resources produced a clear theoretical foundation on which the development of the proposed interface framework was based. The critical literature analysis indicates four steps in the financial management process, namely, financial analysis, financial decision-making, financial planning and financial control (independent variables) and five steps in the marketing management process, namely, understanding the marketplace as well as customer needs and wants, designing a customer-driven marketing strategy, constructing an integrated marketing programme, building profitable relationships and capturing value from customers in the form of profits and customer equity. These steps were used to derive a proposed theoretical framework that shows how the steps in the financial-management process relate to those in the marketing-management process. The framework also indicates the perceptions of managers on the interface between the two functions. The perceptions on the interface include aspects such as the level of communication between the two departments, the understanding of each other‟s function and the flow of information between the two departments. From this framework, the six hypotheses were formulated to test the proposed relationships. The focus of the study is on the interface between financial management and marketing management; therefore, the population of this study comprised of financial and marketing managers in South Africa. The primary data relating to the interface between financial management and marketing management was acquired by means of an on-line web-based survey. Descriptive statistics was used to present, analyse and interpret the results of the data analysis. Various inferential statistical techniques (T-tests and chi-squared tests) were employed to determine whether respondents‟ perceptions of the items in the measuring instrument differed as result of whether they were employed in the finance or marketing sections of the business. Correlations (Pearson Product Moment correlations) were calculated for the purpose of investigating the relationships between the financial and marketing management variables used in this study. Factor analysis showed that financial management consisted of four factors that corresponded with the steps in the process, and marketing management produced five factors that related to the steps in the marketing management process. Lastly, statistical tests (MANOVA) were conducted to determine whether the perceptions of respondents, with regard to the financial and marketing management variables, were influenced by selected demographic variables. The results of the empirical study indicated positive relationships between all the variables in the framework. The marketing management factors, namely, mix and profit, reported the lowest correlations compared to the financial management factors. It was also found that financial and marketing managers had different perceptions of the steps in the financial-management process but that they did not have different views of the steps in the marketing-management process. Furthermore, financial and marketing managers had different opinions about the long-term perspective of the business as well as conflicting views with regard to the flow of information from finance to marketing. Financial managers were of the opinion that marketing managers did not understand financial methods and procedures and were unable to specify their requirements to finance. The proposed framework could be seen as the start of marketing theory development on finance interaction as it showed that interface relationships could be further explored.

Thesis (MBA)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: Management consulting refers to the area of intervention, which is assistance to entrepreneurs, managers and other decision-makers in business management and the public sector. The study will cover the area of management consulting and the primary focus of this study is companies presently doing business as Management Consulting firms with a global presence. The study excludes software vendors and management consulting firms that specialise only in implementing computer software systems like Oracle, SAP, etcetera. There are a great number of firms offering management consulting among other services like auditing for example. Prominent among these are the major accounting firms namely Ernst and Young, Deloitte Consulting, PriceWaterhouseCoopers, and Arthur Andersen. They form part of this study. Marketing has become a more critical need than ever and it has become an important and influential factor in building and maintaining a profitable enterprise. The marketing of a product and or service is very important and the question can be posed whether management consulting firms have clear marketing strategies and tactics, or whether they stumbled onto their success in attracting clients per chance. The purpose of this study is to identify existing marketing strategies and tactics being used by management consulting firms. The objective is to determine the nature of the compilation of a structured framework for an effective standardised marketing strategy plan. The problem statement is the following: "How can marketing strategies and tactics for management consulting firms be used as an effective marketing tool to attract business for the consulting firm?" The greatest problem concerning this study is the fact that minimal research and literature has been directly compiled on thé topic. It was therefore a study on opinions, viewpoints, books in general on the topic of marketing as well as the daily media was researched to determine and evaluate possible existing marketing strategies and tactics. Since the field of marketing strategies and tactics for management consulting services and firms is relatively new, the exploratory research approach was used. Chapter 1 deals with the purpose, objective, problem statement and research methodology. Chapter 2 involves a literature study to define the term and scope of management consulting, and an overview of the management consulting process is given. Chapters 3 identifies and evaluates the existing marketing strategies and tactics of management consulting firms. Chapter 4 explores differentiation based on service and skills as well as industry specialisation. The question that needs to be answered is whether management consulting firms should be specialists or generalists. Chapter 5 addresses pricing. The different approaches to costing and fee setting are discussed. The study is completed in chapter 6 with conclusions and recommendations.
AFRIKAANSE OPSOMMING: Bestuurs konsultasie verwys na die area van intervensie waar hulp aan entrepreneurs, bestuurders en ander besluitnemers in die private en publieke sektor verleen word. Hiedie studie dek die area van bestuurs konsultasie en die primêre fokus van die studie is firmas wat tans konsultasie firmas bedryf met 'n internasionale teenwoordigheid. Hierdie navorsings verslag fokus op die bemarkings taktiek en strategieë van bestuurs konsultasie firmas. Die studie sluit sagteware firmas en bestuurs konsultasie firmas uit wat uitsluitlik spesialiseer in die implementering en instandhouding van rekenaar sagteware. Voorbeelde van sulke firmas is Oracle en SAP. Daar is 'n groot aantal firmas wat bestuurs konsultasie saam met ander dienste soos byvoorbeeld ouditering aanbied. Prominent onder hierdie groep is Ernst and Young, Deloitte Consulting, PriceWaterhouseCoopers, and Arthur Andersen. Hulle vorm deel van hierdie studie. Bemarking van die diens word al hoe meer belangriker as ooit en dit is 'n kritiese faktor om 'n winsgewende firma te bedryf. Die bemarking van 'n produk of diens is baie belangrik en die vraag kan gevra word of bestuurs konsultasie firmas uitgewerkte bemarking strategieë en taktiek het om kliënte te werf, en of hulle per toeval daarin slaag om besigheid te kry. Die doel van hierdie studie is om bestaande bemarkingstrategieë en-taktiek wat deur bestuurskonsultasie firmas gebruik word, te evalueer. Die doelwit is om die aard van die gestruktureerde raamwerk vir 'n effektiewe gestandardiseerde bemarkingsplan te bepaal. Die probleem stelling is as volg: "Hoe kan bemarkings taktiek en strategieë vir bestuurskonsultasie firmas gebruik word as 'n effektiewe bemarkingsmiddel ten einde besigheid vir die konsultasie firma te lok?" 'n Groot probleem is dat minimale navorsing en literatuur aangaande die onderwerp opgestel is. Dit gaan dus 'n studie wees van opinies, standpunte, asook boeke in die algemeen oor die onderwerp bemarking. Die daaglikse media gaan ook nagevors word om die moontlikheid van bemarkingstartegiëe en taktiek te bepaal. Aangesien die veld van bemarkingtaktiek en -strategiëe vir bestuurskonsultasie firmas redelik nuut is, gaan die eksploratiewe navorsings metode gebruik word. Hoofstuk 1 behandel die doel, doelwit, probleemstelling en navorsingsmetodologie. Hoofstuk 2 dek 'n literatuurstudie aangaande die aard en omvang van bestuurs konsultasie, asook 'n oorsig van die bestuurs konsultasie proses. Hoofstuk 3 identifiseer en evalueer die bestaande bemarkingstrategiëe en taktiek van bestuurs konsultasie firmas. Hoofstuk 4 ondersoek differensiasie gebaseer op diens en bevoegdhede sowel as industrie spesialisasie. Die vraag wat beantwoord moet word is of bestuurs konsultasie firmas slegs in een veld moet spesialiseer en of hulle 'n meerdoellige fokus moet hê. Hoofstuk 5 spreek prys aan. Die verskillende benaderings tot prys en koste word bespreek. Die studie word afgesluit in hoofstuk 6 met 'n samevatting en aanbevelings.

The facilities management industry in the UK is relatively young but has experienced a rapid growth within the past two decades. This rapid development has increased the number of players in the industry and consequently, the need for greater market responsiveness. Despite this reality, an extensive literature search could not find any empirical study addressing the issue of marketing orientation in the industry. It was the aim of this study to fill the above gap in the marketing literature. The study aimed to reconceptualise marketing orientation and broaden-its dimensions in order to accommodate the paradoxes that are emerging as new contexts are focused. The boundary conditions for this reconceptualisation is a young industry such as Facilities Management, that lacks a well established industrial culture, is presently experiencing market turbulence and rapid growth, and operating within a period of intersection of the modem and postmodern cultures. The limits of present conceptualisation of marketing orientation as applicable to nascent industries are explored. Attempts to overcome these limits revealed a new conceptual framework for businesses trying to create and sustain a competitive advantage in the industry. The study also aimed to address implementation problems being faced in the industry by identifying useful antecedents that can enhance or impede the implementation process. The later part of the study was devoted to developing a benchmarking model that can be used by managers, to benchmark their organisations against the best practices in the field, in terms of marketing orientation. The study depended heavily on a positivist paradigm, where the quantitative research approach was heavily used. In-depth interviews were conducted in the later part of the research to explore some of the issues arising from the quantitative approach. It is hoped that this methodological triangulation will correct some of the inherent flaws of one-sided methodological approaches. Various methodological issues affecting the study were considered and necessary action taken. These methodological issues include, self assessment, reverse score items, non response bias, scope of study, sample frame, reliability and validity issues, interviewer effect, and others. Mail survey was used to collect data for the quantitative aspect of the research and 107 responses were used in the analysis. Being exploratory in design, the study sought to develop a scale that can adequately capture the operationalisation of the marketing concept within the facilities management industry. This was achieved by identifying aspects of marketing orientation that are not properly accommodated by the marketing literature, leading to the construction and validation of a new model of measurement. The scale development process provided empirical evidence that all components should be given equal weighting whencalculating the level of marketing orientation of an organisation. This confirms empirically what was previously assumed only from theoretical conceptualisation. Three new antecedents to marketing orientation were identified, namely; structural flux, employee flexibility, and teamwork orientation. The study established a higher level of marketing orientation pro-activity among firms with a formal customer service plan than those without. Paradoxically, the existence of a written customer service guideline was not found to have any significant impact on organisational marketing orientation stances. A benchmarking model that can be used by managers was developed and validated.

Superior customer experience and successful customer experience management can create a competitive advantage that is difficult to match by the competitors. However managing customer experience successfully the customer experience needs to be considered in the context of multiple marketing channels and multiple customer segments which requires a lot of resources. With the difficult financial conditions today the use of technology and marketing automation offer companies a chance to work efficiently across the marketing channels and segments. Managing customer relationships and customer experience has been studied quite extensively before. In recent years the scope in the research has moved more from customer relationship management (CRM) to customer experience management (CEM). Segmentation of the customers origins from the 1950s and it is one of the fundamental concepts of marketing. Also digital marketing and using technology in the marketing has been studied quite a lot in the past decades. However using technology and specially marketing automation as a tool to manage customer experience has not been studied. Since customer experience is seen one of the most important concepts of marketing in the coming years and companies are all the time looking a ways how to enhance their marketing with better use of software these two concepts make an interesting combination. In this study I have combined the customer experience management with marketing automation. My main research question is how customer experience can be managed with marketing automation. The sub questions are what kind of channels can be used in the digital marketing and how customers can be segmented effectively. I’ll answer these questions by reviewing the research that has already been made in these areas and with a case study of the customer experience and marketing automation in a company called Fintoto. The literature research includes customer experience and it’s management, segmentation, digital marketing channels and use of technology in marketing. Based on this research is built a framework which is used the case study to analyze the customer experience and marketing automation of Fintoto. Main results were that there is a way how customer experience can be managed with marketing automation. The main argument is that as customer experience happens in the touch-points where customer interacts with the company with the use of marketing automation technology the respond can differ and be most optimal one for each customer. The data gathered from the customers can be used with marketing automation to tailor the right response or message for each customer.

Recent developments and hype around artificial intelligence (AI) have arisen as result of two main factors: increase in computational power and data. Although marketing is considered as one of the main business applications within AI today, there is a lack of literature combining the disciplines. Marketing management tools, which utilise AI in supporting decision making are referred to as knowledge-driven marketing management support systems (MMSS). These systems provide besides quantitative analysis, further qualitative facets into marketing management. Despite the willingness of many SMEs to engage with the technology that may foster competitive advantage, many adoption processes fail. The purpose of this thesis is to explore the factors influencing adoption of knowledge-driven MMSS in SMEs in Finland and Sweden. Qualitative primary data was collected from nine company representatives at top management level in Finnish and Swedish firms. Companies were classified in three categories, providers, adopters and non-adopters of knowledge-driven MMSS.   The findings show that there are several factors influencing adoption of knowledge-driven MMSS. The factors were grouped into technological, organizational and environmental factors, based on the TOE framework. Even though SMEs suffer from a lack of resources compared to large companies, this research suggests that they are at the forefront of adopting AI for marketing purposes. Additionally, it was found that the factors affecting adoption are dependent on whether the knowledge-driven MMSS is built in-house or outsourced.   This study has contributed to the identified gaps in literature by combining the disciplines of AI, marketing and SMEs, and by exploring the factors behind adoption of knowledge-driven MMSS. The authors of this thesis have the aspiration that the developed post-empirical framework will serve as a guiding tool for top management and marketing managers in SMEs looking to adopt knowledge-driven MMSS into their organizations.

Cette thèse traite le management vert qui concerne autant les entreprises agro-alimentaires et de santé que les entreprises dont le fonctionnement est en liaison avec l’environnement. Dans ce domaine qui acquière une importance considérable aujourd'hui avec tous les problèmes d'alimentation, de respect de la nature, et de respect de l'homme, les problèmes sont innombrables et la planète entière se trouve confrontée à des défis à nuls autres pareils depuis le début des grandes civilisations. De la faim, aux conflits, à la pollution, et à l'épuisement des ressources naturelles, les problèmes apparaissent comme quasiment insurmontables. Dans ce travail nous avons cherché à savoir ce qu'une approche managériale peut apporter et à examiné trois grands domaines du management. L'approche générale concernant les lois, les directives et dispositions mises en œuvre aux niveaux internationaux et nationaux. L'approche financière sur la façon de consigner les engagement des entreprises, qu'elles soient agro-alimentaires ou tout simplement liées à des problématiques environnementales, cela au niveau de la comptabilité et de l'évaluation qui contribuent le plus à la connaissance des systèmes d'informations financiers des entreprises et L'approche marketing qui demande ici, plus qu'ailleurs probablement, d'aborder la question des pressions des medias et des organisations publicitaires, pour ne pas en nommer d'autres, qui y trouvent des terrains privilégiés pour susciter des réactions irréfléchies et purement épidermiques où le commun des consommateurs ou même d'autres entreprises se trouvent conduits à adopter des mesures souvent coûteuses quand elles ne sont pas néfastes
This thesis deals with the Green Management that concerns food and health companies as much as the companies that operates in conjunction with the environment. In this field, which acquires today great importance with all the problems of food, respect for nature and respect for the human; the problems are endless and the entire planet is facing challenges like no other since the beginning of the great civilizations. Starting with hunger, conflict, pollution, and depletion of natural resources, the problems appear almost insurmountable. We tried throughout this work to know what a managerial approach can provide and examined three major fields of management. The general approach concerning the laws, guidelines and provisions implemented at international and national levels. The financial approach on how to charge the commitment of the companies whether it is related to the food or simply to environmental issues, this is at the level of accounting and evaluation that mostly contribute to the knowledge of financial information systems of the companies and the marketing approach that requests here, more than elsewhere probably, to approach the question of the media and advertising organizations pressures, in order not to appoint others, who find some privileged lands to create rash and purely epidermal reactions where the common consumers or even other companies are forced to adopt often expensive measures when they are not harmful

Abstract Social media is a marketing phenomenon that is growing very fast. Social media helps creating value for customers in broadcasting the advertising among social networks. Blog posts, videos, pictures, reviews and ratings all have a significant impact on marketing. The purpose of the thesis is to investigate how companies can achieve customer loyalty and customer relationship management using social media marketing and if companies can target new customers by social media. An inductive research approach was used in the study. Semi-structured interviews were performed with interviewees from two companies. A survey questionnaire was answered by 100 social media users which were also customers of the companies. The findings show that there are certain constraints in social media such as risk of user information security when their information can be shared with the companies so that companies can do better marketing research. Word of mouth is spread on social media where new customers are targeted. Social media is providing new channels for support, advertisement and acting as a news feed tool to keep customers up to date about recent events and news. The company stated that no extra resources were required to market on social media.

This dissertation develops a conceptual framework for the types of performance appraisal systems used to evaluate the performance of marketing managers. This framework identifies: (1) the performance appraisal systems (PAS) currently in-use to evaluate marketing managers, (2) the antecedents that influence the selection of specific appraisal systems, and (3) the subsequent effects of these systems on marketing managers' "gaming" behavior, performance, satisfaction with the appraisal system, and interdepartmental coordination. To test the developed hypotheses a national survey of marketing managers was conducted. Among other findings, the research identifies four characteristics of PAS that capture the range of systems currently used. These four attributes are: output-oriented PAS, behavior-oriented PAS, interpersonal evaluation, and document-based appraisal systems. Further, the research suggests that environmental characteristics, organizational characteristics, and organizational strategy influence the PAS used in marketing departments. Moreover, the results support the notion of direct effects of the performance appraisal systems on dysfunctional behavior, satisfaction with the appraisal system, and interdepartmental coordination. Further, this study is the first investigation, not only in the marketing literature but also in the human relations literature, to advance and examine a contingency perspective with regard to the appraisal systems. The results, overall, provide mixed support for the proposed contingency relationships. Namely, that the external and internal context of the organization lead marketing managers to respond differently to the appraisal systems in-use. More importantly, the research findings imply that when organizations design their strategies they need to also implement the appropriate internal processes (i.e., appraisal systems) if these strategies are to be successful. Finally, our research indicates that if marketing managers are given the opportunity to participate in various stages of the appraisal process then they respond positively to the appraisal system and the evaluation process.

Thesis (MBA)--Stellenbosch University, 2012.
Marketing managers are increasingly being held accountable for measuring value adding related to marketing expenditure. The increasing trend of specialisation in the business environment has resulted in increasing efficiencies in work practices and therefore increased the knowledge associated with each function. It was the purpose of this study to demonstrate the fundamental need for marketing measurement and marketing metrics in the franchise restaurant business. It furthermore demonstrated the importance of the alignment of marketing metrics with marketing strategy. The study highlighted the necessity of aligning marketing metrics with the marketing strategies used by a South African franchise restaurant business. This study addressed the need for measuring marketing initiatives by applying marketing metrics as a method to measure the marketing effectiveness of Maxi’s, a SMME restaurant franchise group in South Africa. This study was based on exploratory research and the basis of collecting the data was by means of interviews, as well as documentary secondary data, therefore the data analysis followed both qualitative analysis and quantitative analysis approaches. The analysis showed that the main marketing activity of Maxi’s was the six weekly promotions on specific products. The promotions normally included a breakfast and a lunch special. Maxi’s made use of various advertising media to market the promotion campaigns, including television campaigns, billboards, print advertising in the form of table talkers and pamphlets and internet advertising. Maxi’s applied a number of marketing metrics to measure effectiveness of their marketing spent. The metrics recommended in this research report supplied them with a better range of metrics, in order to improve the effectiveness of their marketing measurement. This research report is of value to academic researchers and marketing professionals.

The main aim of the diploma thesis is to suggest a sophisticated methodology of change management while changing marketing strategy in a company. The result of this thesis is the consistent methodology that can be used by any company that desires to change their contemporary strategy. Managing change is based on Lewin’s model of change management in this work. The practical part will comprise two sections one of which will be devoted to the mentioned methodology of the strategy change management process and the latter to the application of the methodology to a particular company intending to change its current strategy.

碩士
東海大學
企業管理學系碩士班
93
This study examines the firm’s marketing strategy and establishment of marketing capability that influence on model of marketing performance,and based on Taiwanese manufacturing , finance and service firms. This study proposes and tests a model of the influencing business marketing performance. Integrating literatures of organizational learning, marketing strategy, and knowledge management, this study propose factors of influencing firm’s marketing performance：aggressive marketing strategic ,marketing knowledge management,marketing capabilities. Accordingly, this study attempts to explore three questions:How establish firm’s marketing capabilities.How carry out marketing knowledge management in firms.What is firm’s marketing strategic position. To the first question, this study employs organizational learning and knowledge management perspectives,proposing firms can through marketing knowledge management to establish marketing capabilities.To the second question,this study employs market orientation—information produce and organizational learning perspectives,proposing activities of marketing knowledge management: acquirement of marketing knowledge,dissemination of marketing knowledge,memory of marketing knowledge,application of marketing knowledge.To the finally question,this study employs aggressive marketing strategy perpectives,proposing firm would like to promote marketing performance and marketing knowledge management,must keep aggressive attitude in marketing strategy. Through mail survey, 113 effective samples of Taiwanese firms are collected and analyzed. Using simultaneous equations model and LISREL, the proposed model are tested. 1. For any business the more manage marketing knowledge,the more promote marketing capability. 2.For any business the more positive it takes on its marketing strategies, the more help it will receive on the production, conveyance, storing and application of marketing knowledge. 3.For business the more marketing capability is strong,the more marketing performance is good. 4.For business the more positive it takes on its marketing strategies, the more help it will receive marketing performance.

碩士
嘉南藥理大學
藥學系
102
In order to reduce operational risk, the pharmaceutical industry had been using project management mode to perform various operations. Therefore, in the rapid changing pharmaceutical industry we used project management skill and summarized a series of activities to study the drug marketing. The study was focus on project management of drug marketing . The results were summarized by collecting data, cited material, personal experiences, and implementing the five processes of project management mode and ten project knowledge theories. Between these project managements we focuses on stakeholders management, communication management and human resources management. With the study results we propose some rules and hope that could be useful reference for pharmaceutical industry to market the drugs.

碩士
國立臺北科技大學
管理學院EMBA大上海班
105
With the rapid development of economic globalization and information technology, the Uninterruptible Power System has become one of the indispensable important equipment in all walks of business, which provides valuable business growth opportunities for all UPS manufacturers. As for all UPS enterprises, the management of marketing channel still is considered to be a conspicuous issue, which evokes highly attention by Top Management Of Corporation. As a well-known UPS manufacture, D company is also facing up with bewilderment caused by management of marketing channel. In front of the development opportunity currently, how to improve and strengthen the management of marketing channel, and make D company to be outstanding from the fierce competition, will be an important research subject. This paper will take D company as the research object, which focus on UPS industrial products manufacturing and sales. And study the domestic and foreign scholars’ theory on the marketing channel, marketing channel management, marketing channel member selection and evaluation and other related literature. The bewilderment and problems from each channel marketing phase are illustrated in detail after a theoretical and practicing analysis. Finally, the suggestions and solution has been given to improve the marketing channel management. The purpose of this thesis is aim to help D company’s UPS business to improve and strengthen the channel management, which would make it be successful in the intense competition. Also hope the analysis and conclusions in this thesis can be valuable reference to other UPS companies in the same or different industries.

Cooperatives are commonplace in the dairy sector throughout the developed world. A cooperative is an organization whose patrons are those who contribute the capital. Two features that distinguish a cooperative are: profits are distributed by member patronage, and member control is democratic. In theory, this organizational form cannot sustainably capture economic rents. Members adjust their production until any captured rents are eliminated, restoring the competitive solution. In British Columbia, the dairy industry is regulated by supply management. Production quotas control output, while fanner returns are guaranteed by restricting imports and administering the price. All milk is pooled, and processors need not deal directly with dairy producers. A simple model of the BC dairy industry, with farm production or processor input as the only variable, shows that the ‘competitive yardstick’ is not maintained. The industry wide milk pool decouples the cooperative from its membership. When this cooperative maximizes its patronage dividend, supply management totally separates it from its members incentives. Given that the administrative price is not set to eliminate all processing rents, the positive patronage dividend is an incentive for all farmers to join the cooperative. Simultaneously, a competing IOF can capture rents because it is buying milk at the pooi price and does not compete with the cooperative for its input needs. The financial statements of the Fraser Valley Milk Producers Cooperative Association lend support to the model. Based on performance ratios, this cooperative is behaving similar to other firms in the dairy industry, and may be capturing rents on behalf of its members. The one area of discrepancy is in the source of financing, and this can be largely explained by changing member investment preferences. Our model predicts that in B.C. the price of quota should be dependent on the return generated by our theoretical cooperative. We find that the present perfonnance of the cooperative is not a useful predictor of the quota price. However, quota price appears to be closely linked to indicators of future economic performance, and the sign of this linkage is consistent with our model.

This theses contains an analysis of market conditions and internal environment at the Šumava hotel in Vyšší Brod and suggestions to improve marketing management. It is an established hotel in an attractive location near the border with Austria and the Lipno dam. In the theoretical part, there are analytical tools, which include analysis of the situation and further sub-analysis, SWOT analysis, and SERVQUAL method. The theses examines two hypotheses that "management at a given capacity hotel will not be conceptual, but random, and that the hotel with this capacity will not be monitor market development and client Leeds adequately". Neither of these hypotheses was confirmed. Proposal made on the basis of the analysis includes marketing strategy in terms of changes in product, marketing communications, distribution and greater focus on attractive target segment, which requires additional personál and professional support. In addition, the proposal for changes in the area of financial management.

碩士
國立成功大學
工學院工程管理專班
93
In the ever more globalized marketplace, intense competition and rapidly changing customer demands require the print and packaging industry to constantly introduce new products. The print and packaging industry faces the problem of indistinct product segmentation so that packaging design plays an important role in marketing and product promotion. An appealing package can help attract attention and stimulate customer demand. Therefore, it is important and worthwhile to study and understand the potential customer demand through marketing information strategy and packaging design in order to add product value. A successful packaging design requires the designer to have an in depth understanding of the product, its market and its target customers. This study was conducted to apply marketing information management to the print and packaging industry. Two hundred surveys were distributed to the marketing departments in different packaging companies. 59.5 percent responded. To hypothesis the subject of this study from the survey, I use descriptive statistics, cause and effect analysis. 　Survey Result and Conclusion: 　1.Marketing Information Management is positively correlated with marketing information power. 　2.Marketing Information Management is positively correlated with Effectiveness of Marketing Information Management. 　3.Marketing Information Power is positively correlated with Market Performance.

碩士
淡江大學
大眾傳播學系
90
As sport transformed into a commercial industry, sport marketing has become trendy in contemporary society. In particular, the establishment of sport websites turns into almost indispensable in sport marketing management. This research aims to explore marketing management of sport websites in Taiwan, from the perspective of relationship marketing. Ways of applying essential features of sport websites in managing sport marketing are examined. Then opportunities and difficulties of the market encountered by sport website providers are studied. Finally the application of relationship marketing strategies and tactics in managing sport websites is analyzed. A case study on Taiwan’s most representative sport website, “MVP168.com”, is conducted. Data collection methods mainly include participant observation and literature review. Research results indicate that first MVP168.com is not only a content provider, but also a platform for online sport marketing. Indeed MVP168.com may serve as a worthy cyber-intermediary between sport businesses and end consumers. Second, the development of sport websites is confined significantly mostly because the sport market is relatively immature in Taiwan. Despite the lack of market momentum currently, MVP168.com has demonstrated its potential for future expansion once the economy is revitalized in Taiwan, partly because MVP168.com has achieved leading position and has gained comparative advantages in the field of web-based sport marketing. Third, MVP168.com applies relationship marketing comparatively effectively. By providing desirable sport-related content, managing online communities, and carrying out various Internet marketing activities, MVP168.com establishes relationships with its current and potential customers, and further attracts attention of potential business partners and investors.

碩士
亞洲大學
經營管理學系碩士在職專班
105
This study aims to construct the correct marketing strategy by discussing the appropriate marketing strategy of a real estate company, which is based on the marketing strategy of the listed products launched in years and its correct marketing ideas and theories. Taiwan's real estate industry in response to different marketing strategies is also discussed, and to sum up in line with the needs of the marketing program for a sustainable development in the real estate industry. The study has concluded that: First, the environment impacts the decision making of real estate: the political situation and the industrial environment impact the decision making of real estate business. Always care about industrial trends and the trend of the environment in order to have an insight before hands and grab the opportunity of a good location. Second, master the strategy marketing: the correct grasp the marketing strategies correctly with a high vision and wisdom to improve sales performance, and to respond to the current market situation, according to local conditions of product positioning, and to make a segment in the target market. Three, increase the added value of the product: in addition to the added value of the house itself, its architectural design, special senses, investment products’ value-added potential, comfort of self-occupied real estate, safety and privacy are all added values. Be Able to meet the psychological aspects of customers, and to have a higher customer satisfaction than one of competitors.