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Journal articles on the topic 'Marketing|Management'

Author: Grafiati
Published: 9 July 2021
Last updated: 17 February 2022

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1

Arora, A. P. "Marketing Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 99. http://dx.doi.org/10.1177/0972262912469705.

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2

Shukre, Anagha. "Marketing Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 99–100. http://dx.doi.org/10.1177/0972262912469708.

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3

Levy, Sidney J. "Marketing management and marketing research." Journal of Marketing Management 28, no. 1-2 (February 2012): 8–13. http://dx.doi.org/10.1080/0267257x.2011.645688.

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4

Grönroos, Christian. "Marketing as promise management: regaining customer management for marketing." Journal of Business & Industrial Marketing 24, no. 5/6 (June 12, 2009): 351–59. http://dx.doi.org/10.1108/08858620910966237.

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5

V, Saillaja, Jhansi Rani K, and Catherine R. "Global Marketing Management Planning and Organization." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (September 25, 2019): 489–93. http://dx.doi.org/10.5373/jardcs/v11/20192596.

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6

Zinsmayer, Philipp. "Marketing Performance Management." Controlling 26, no. 2 (2014): 106–8. http://dx.doi.org/10.15358/0935-0381_2014_2_106.

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7

D'Arcy, Emma, and Mike Gazeley. "Marketing HIV management." Inpharma Weekly &NA;, no. 1220 (January 2000): 3–4. http://dx.doi.org/10.2165/00128413-200012200-00004.

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8

von der Dunk, Frans G. "Aerospace Marketing Management." Space Policy 20, no. 1 (February 2004): 65–66. http://dx.doi.org/10.1016/j.spacepol.2003.11.009.

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9

Barat, Somjit. "Global Marketing Management." Journal of Global Marketing 22, no. 4 (September 18, 2009): 329–31. http://dx.doi.org/10.1080/08911760903022556.

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10

Tadajewski, Mark, and Paul Hewer. "Engaging marketing management." Journal of Marketing Management 28, no. 7-8 (July 2012): 955–56. http://dx.doi.org/10.1080/0267257x.2012.700202.

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11

Costoiu, M., A. Ioana, A. Semenescu, and D. Marcu. "Marketing Management Elements." IOP Conference Series: Materials Science and Engineering 161 (November 2016): 012105. http://dx.doi.org/10.1088/1757-899x/161/1/012105.

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12

Jenkins, Melinda, and Donna L. Torrisi. "Marketing and Management." Journal of the American Academy of Nurse Practitioners 7, no. 3 (March 1995): 119–24. http://dx.doi.org/10.1111/j.1745-7599.1995.tb01134.x.

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13

El-Ansary, Adel I. "Relationship Marketing Management." Journal of Relationship Marketing 4, no. 1-2 (August 16, 2005): 43–56. http://dx.doi.org/10.1300/j366v04n01_04.

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14

Wilde, Edwin. "Marketing management consultancy." Work Study 45, no. 2 (April 1996): 18–21. http://dx.doi.org/10.1108/00438029610110393.

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15

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 3 (May 2008): 245–46. http://dx.doi.org/10.1016/j.indmarman.2008.03.001.

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16

LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 36, no. 7 (October 2007): 843. http://dx.doi.org/10.1016/j.indmarman.2007.06.002.

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17

LaPlaca, Peter J. "Industrial Marketing Management,." Industrial Marketing Management 36, no. 8 (November 2007): 1019–21. http://dx.doi.org/10.1016/j.indmarman.2007.08.001.

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18

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 1 (January 2008): 1–2. http://dx.doi.org/10.1016/j.indmarman.2007.09.004.

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19

LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 37, no. 2 (April 2008): 117–19. http://dx.doi.org/10.1016/j.indmarman.2008.01.004.

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20

Charnes, A., W. W. Cooper, D. B. Learner, and F. Y. Phillips. "Management Science and Marketing Management." Journal of Marketing 49, no. 2 (1985): 93. http://dx.doi.org/10.2307/1251568.

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21

Charnes, A., W. W. Cooper, D. B. Learner, and F. Y. Phillips. "Management Science and Marketing Management." Journal of Marketing 49, no. 2 (March 1985): 93–105. http://dx.doi.org/10.1177/002224298504900208.

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In interactions with management, management science and marketing research have produced new methodologies and methodological (as distinguished from substantive) theories. Data developments and identification and structuring of new problems have also been important. Future directions are suggested for these kinds of activities, evaluated relative to other alternatives and examined in terms of past accomplishment and future potential.
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22

Piercy, Nigel F. "The Marketing Budgeting Process: Marketing Management Implications." Journal of Marketing 51, no. 4 (October 1987): 45. http://dx.doi.org/10.2307/1251247.

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23

Havlícek, Karel. "Marketing Management and Marketing Contrilling of SMEs." EUROPEAN RESEARCH STUDIES JOURNAL XIV, Issue 4 (November 1, 2011): 39–54. http://dx.doi.org/10.35808/ersj/334.

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24

Piercy, Nigel F. "The Marketing Budgeting Process: Marketing Management Implications." Journal of Marketing 51, no. 4 (October 1987): 45–59. http://dx.doi.org/10.1177/002224298705100405.

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Most examinations of marketing and advertising budgeting concentrate on techniques ranging from arbitrary “rules of thumb” to complex management science models. The author suggests greater insight is obtained through a focus on the process of marketing budgeting. The processual variables identified in the article provide a framework for managing marketing budgeting that is much more insightful than the simple prescription of budgeting techniques. This insight arises from the source of such processual variables, as they are grounded in the task environment for marketing budgeting. The goal is to develop a conceptual framework for managing marketing budgeting that goes beyond technique to process and structure. This framework can be extended toward an organizational model of marketing budgeting. The argument is illustrated with the findings of a study of U.K. manufacturing firms.
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25

Hurth, Victoria, and Emma Whittlesea. "Characterising marketing paradigms for sustainable marketing management." Social Business 7, no. 3 (December 21, 2017): 359–90. http://dx.doi.org/10.1362/204440817x15108539431541.

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26

Petrunia, Yurii, Victor Chentsov, Norbert Życzyński, and Vira Petrunia. "Marketing environment and marketing management of universities in Ukraine: national and regional dominants." Innovative Marketing 15, no. 1 (February 5, 2019): 1–12. http://dx.doi.org/10.21511/im.15(1).2019.01.

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The marketing environment of universities’ activities in Ukraine is changing dramatically. As a result, the system of chances and risks for universities is constantly changing. Therefore, timely detection of changes in the marketing environment and effective management ensure the competitiveness of the universities. The aim of the article is to identify the marketing environment dominants of the Ukrainian universities, as well as to assess the efficiency of marketing tools application in the system of universities’ management. On the basis of statistical and primary data analyses, the higher education market in Ukraine both at the state and regional levels has been assessed and the university’s dependence on market sources of funding has been substantiated. As the modern domains of the marketing environment of universities, changes in the distribution of state-funded places, the impact of external independent testing, and the intensification of competition between universities are determined. The influence of external independent testing on structural intersegmental changes concerning the choice of specialties of universities’ entrants is proved. The comparative characteristics of the marketing management tools in Ukrainian and Polish universities are considered. The obtained results outline the importance of strengthening the marketing orientation of management in universities.
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27

Mennicken, Claudia. "Marktforschung und marketing management." International Journal of Research in Marketing 14, no. 3 (July 1997): 293–95. http://dx.doi.org/10.1016/s0167-8116(97)89446-3.

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28

Carson, David, and Audrey Gilmore. "SME marketing management competencies." International Business Review 9, no. 3 (June 2000): 363–82. http://dx.doi.org/10.1016/s0969-5931(00)00006-8.

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29

Calantone, Roger J., and Josef A. Mazanec. "Marketing management and tourism." Annals of Tourism Research 18, no. 1 (January 1991): 101–19. http://dx.doi.org/10.1016/0160-7383(91)90042-a.

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30

Dann, Graham M. S. "Destination marketing and management." Annals of Tourism Research 27, no. 1 (January 2000): 227–29. http://dx.doi.org/10.1016/s0160-7383(99)00057-2.

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31

Crié, Dominique. "BIBLIOGRAPHIE: Relationship marketing management." Recherche et Applications en Marketing (French Edition) 19, no. 1 (March 2004): 105–8. http://dx.doi.org/10.1177/076737010401900107.

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32

Chonko, Lawrence B., and Shelby D. Hunt. "Ethics and Marketing Management:." Journal of Business Research 50, no. 3 (December 2000): 235–44. http://dx.doi.org/10.1016/s0148-2963(00)00175-2.

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33

Larson, Tim, and Jim Potter. "Integrated Marketing Communication Management:." Journal of Nonprofit & Public Sector Marketing 3, no. 2 (July 25, 1995): 23–36. http://dx.doi.org/10.1300/j054v03n02_03.

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34

Bansal, Ajay. "Book Review: Marketing Management." Vision: The Journal of Business Perspective 17, no. 2 (June 2013): 189–90. http://dx.doi.org/10.1177/0972262912484998.

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35

Schlegelmilch, Bodo B., and Elfriede Penz. "Knowledge Management in Marketing." Marketing Review 3, no. 1 (September 1, 2002): 5–19. http://dx.doi.org/10.1362/146934702321477208.

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36

Elena, Radu Mihaela. "Cases in marketing management." Long Range Planning 26, no. 4 (August 1993): 116–17. http://dx.doi.org/10.1016/0024-6301(93)90068-q.

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37

Jevtić, Petronije, Ljiljana Stošić-Mihajlović, and Robert Latin. "Modern crisis marketing management." Ekonomski izazovi 9, no. 18 (2020): 110–20. http://dx.doi.org/10.5937/ekoizazov2018110j.

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According to the broadest understanding, business crises are threats to a company that create, or have the potential to create, unwanted and negative outcomes in its business. The damage caused by the crisis to the economic entity affected by the crisis includes financial losses (declining income), creating a bad image and reducing the company's reputation, damage to company assets, technological inferiority, losses for interest and influence groups, the so-called. stakeholders of the company. The business crisis is related to the weaknesses that the company has and which further encourage it; when resources and potentials are lacking, leading to a decline in competitiveness or a weakening of market position; when events take place in the environment that are unexpected and unplanned. Thus, a business crisis is an unplanned and unwanted process that endangers or hinders the development of a company, thus putting it in an inferior position in relation to the competition. Therefore, a significant number of crisis situations arise due to the inability of management to anticipate changes that occur in the company environment. This paper will discuss the current crisis in business, which has affected almost the entire economic structure and all companies, with greater or lesser intensity. The crisis is caused by environmental factors due to the COVID-19 pandemic, but it is also a challenge in the use of new tools and methods available to marketing managers in overcoming the crisis in modern conditions.
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38

L, Fedun Igor. "Concept of Innovative Marketing in Management of Enterprise." Journal of Advanced Research in Dynamical and Control Systems 12, SP7 (July 25, 2020): 352–58. http://dx.doi.org/10.5373/jardcs/v12sp7/20202116.

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39

Dehbid, Mehdi, and Ayeh Vilkey. "Strategic Marketing Management with Japanese Management Approach." Journal of Politics and Law 9, no. 10 (November 30, 2016): 172. http://dx.doi.org/10.5539/jpl.v9n10p172.

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<p>Extensive and comprehensive political, economics, technological differences and related crisis have caused organizations to encounter many challenges in directing activities and maintaining their position in a competitive environment. Strategic management is known as an efficient solution for institutes in dynamic environments.</p><p>Strategic marketing management determines and plans marketing strategies and implements them with a clear understanding of the organization`s mission, the assessment of environmental factors, checking the organization’s situation, and exploring opportunities in the market.</p>Strategic management process is a guidance to execute organization activities besides organization type or size. This process can be used by organizations in terms of marketing. The basic steps of strategic marketing management are similar for all types of organizations like organizations related to manufacturing industries, while importance of each step is different to others depending on effective environmental factors on the institute. In the present paper, these steps and some examples of their application are explained.
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40

Nielson, Charles C. "Global marketing: Foreign entry, local marketing and global management." International Journal of Research in Marketing 14, no. 3 (July 1997): 298–300. http://dx.doi.org/10.1016/s0167-8116(97)89448-7.

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41

Salzinger, Leslie, and Lee V. Chalmers. "Marketing Masculinities: Gender and Management Politics in Marketing Work." Contemporary Sociology 32, no. 2 (March 2003): 177. http://dx.doi.org/10.2307/3089578.

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42

KRZEPICKA, Alicja. "Marketing plan as a tool in marketing management process." Nowoczesne Systemy Zarządzania 9, no. 1 (January 1, 2015): 209–16. http://dx.doi.org/10.5604/18969380.1159479.

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43

Peterson, Robin T. "A Marketing History Perspective for the Marketing Management Class." Journal of Marketing Education 9, no. 1 (April 1987): 31–36. http://dx.doi.org/10.1177/027347538700900106.

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44

Alvesson, Mats, and Lee V. Chalmers. "Marketing Masculinities: Gender and Management Politics in Marketing Work." Administrative Science Quarterly 48, no. 3 (September 2003): 529. http://dx.doi.org/10.2307/3556689.

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45

Krings, Werner, Roger Palmer, and Alessandro Inversini. "Industrial marketing management digital media optimization for B2B marketing." Industrial Marketing Management 93 (February 2021): 174–86. http://dx.doi.org/10.1016/j.indmarman.2021.01.002.

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46

Gonchar, Olga Ivanivna, and Iryna Igorevna Polishchuk. "SYNERGIC APPROACH IN MARKETING POTENTIAL MANAGEMENT OF THE ENTERPRISE." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 3(11) (2017): 29–33. http://dx.doi.org/10.25140/2410-9576-2017-2-3(11)-29-33.

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47

Korzh, Maryna, and Sviatoslav Zhukov. "Psychological aspects of change management in the industrial marketing." Journal of Law and Psychology 4, no. 1 (November 30, 2013): 28–36. http://dx.doi.org/10.7813/jlp.2013/4-1/4.

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48

Varkey, Sheeja, and G. R. Sahu. "Cooperative Marketing Management of IFFCO." Research Journal of Humanities and Social Sciences 7, no. 3 (2016): 173. http://dx.doi.org/10.5958/2321-5828.2016.00028.0.

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49

Nowotarska-Romaniak, Beata, and Anastazja Magdalena Kasztalska. "Marketing management of a brand." European Journal of Service Management 28 (2018): 223–30. http://dx.doi.org/10.18276/ejsm.2018.28/1-28.

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50

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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