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Journal articles on the topic 'Marketing of partnerships'

Author: Grafiati

Published: 28 May 2022

Last updated: 29 May 2022

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1

Duane, Sinead, and Christine Domegan. "Social marketing partnerships: Evolution, scope and substance." Marketing Theory 19, no. 2 (September 11, 2018): 169–93. http://dx.doi.org/10.1177/1470593118799810.

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The popularity and benefits of social marketing partnerships accord partnerships as the 5th ‘P’ of the social marketing mix and an essential element of interventions. Yet the scope and substance of partnerships within social marketing remains ambiguous and is an underutilized marketing mix tool. This article critically examines over 50 years of social marketing academic literature to uncover and unpack the full potential of social marketing partnerships and the various forms taken. Periodization is applied as a lens and method for modelling partnership evolution over time. Three dominant eras of social marketing partnerships are evident; the period of transaction, the period of formalization and the period of integrated systems, each with different partnership understandings and characteristics. By examining social marketing partnerships as an evolving entity, this article identifies a ‘constant flux’ trajectory, with partnerships continuing to respond and react to broadening environmental and theoretical catalysts with the development of a model of social marketing partnerships in sight.

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Duane, Sinead, Sinead Duane, Christine Domegan, and Brendan Bunting. "Partnering for UN SDG #17: a social marketing partnership model to scale up and accelerate change." Journal of Social Marketing 12, no. 1 (September 29, 2021): 49–75. http://dx.doi.org/10.1108/jsocm-10-2020-0200.

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Purpose The United Nations (UN) 17 Sustainable Development Goals (SDG) places partnerships as a vital mechanism, which strengthens the implementation of change strategies. The SDG targets are ambitious; acknowledging the interconnected multifaceted issues that are currently facing society. Similarly, social marketing thought is transitioning to embrace systemic change strategies, realising no one organisation can have an impact on the emerging grand challenges. Partnerships are the 5th P in the social marketing mix, however, partnerships is also a nebulous term which has been criticised for lacking theoretical development. This study aims to answer the call from both the UN and social marketing community for further research to guide the development and implementation of impactful transformative partnerships. Design/methodology/approach A robust mixed method approach to develop and test a social marketing partnership model is presented. Trust and relationship commitment are at the forefront of successful partnership exchanges. Morgan and Hunt’s (1994) trust and relationship commitment model is extended into the social marketing domain. Findings The findings validate Hasting’s (2003) call for social marketers to listen to their commercial marketing counterparts, positioning trust and commitment as essential to change strategies. As the degree of complexities in the multifaceted world continues to accelerate, partnerships for change (UN SDG #17) will pay off, driving more effective and smarter collaborations amongst a diverse range of stakeholders at different levels in different networks. Partnerships will elevate social marketing to deliver systemic transformation for complex problems with far reaching collective and sustainable consequences. Research limitations/implications With trust/mistrust critical to successful exchanges and exchange central to social marketing, quantitative measurement of the antecedents to and outcomes of partnerships can inform the evaluation, impact and management of social marketing interventions. Practical implications Three contributions are made, which support the selection, implementation and evaluation of social marketing partnerships. Key social marketing partnership characteristics are operationalised supporting the partnership selection process. Measurement scales are developed to assist in evaluating partnership relationships over time. The model is empirically tested to investigate the relationships between key mediating variables of social marketing partnerships. Originality/value This paper presents a validated 5th P Partnership model for social marketers, accelerating social marketing’s capacities to deliver systemic transformation for complex problems with far reaching collective and sustainable consequences and UN SDG #17.

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Rezaei, Jafar, Roland Ortt, and Paul Trott. "Supply chain drivers, partnerships and performance of high-tech SMEs." International Journal of Productivity and Performance Management 67, no. 4 (April 9, 2018): 629–53. http://dx.doi.org/10.1108/ijppm-01-2017-0017.

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Purpose The purpose of this paper is to examine high-tech small-to-medium-sized enterprises (SMEs) supply chain partnerships. Partnerships are considered at the level of business function rather than the entire organisation. Second, the drivers of SMEs to engage in partnerships are assessed to see whether functions engage in partnerships for different reasons. Third, performance per function is assessed to see the differential effect of partnerships on the function’s performance. Design/methodology/approach In this study, the relationship between the drivers of SMEs to engage in partnerships, four types of partnerships (marketing and sales, research and development (R&D), purchasing and logistics, and production) and four types of functional performances of firms (marketing and sales, R&D, purchasing and logistics, and production) are examined. The data have been collected from 279 SMEs. The proposed hypotheses are tested using structural equation modelling. Findings The results indicate that there are considerable differences between business functions in terms of the degree of involvement in partnerships and the effect of partnerships on the performance of these functions. This paper contributes to research by explaining the contradictory results of partnerships on SMEs performance. Practical implications This study helps firms understand which type of partnership should be established based on the firm’s drivers to engage in supply chain partnership; and which partnership has a significant effect on which type of business performance of the firm. Originality/value The originality of this study is to investigate the relationship between different drivers to engage in supply chain partnership and different types of partnerships and different functional performance of firm in a single model.

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Negoro, Abul Haris Suryo, Abdul Kholiq Azhari, and Anastasia Murdyastuti. "PARTNERSHIP MODEL IN IMPROVING CIVIL FARMERS COMPETITIVENESS IN BONDOWOSO DISTRICT." International Journal of Social Science and Business 3, no. 4 (October 18, 2019): 377. http://dx.doi.org/10.23887/ijssb.v3i4.18680.

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Business partnerships between medium-sized entrepreneurs, large and small entrepreneurs, are carried out in the partnership triangle to increase added value and product competitiveness. Partnerships can overcome the problems of capital, management, entrepreneurship, technology, and network marketing. Widespread market share and cassava marketing network, as a manifestation of increasing competitiveness and added value of cassava, as well as the realization of the partnership principle. Although the partnership model is pseudo, the implementation of the partnership principle is active, the business competitiveness of cassava farmers tends to be high. The high competitiveness of products is reflected in the vast and varied market share of cassava, such as tape businessmen, tapioca flour factories, and sellers/traders of cassava and tape and cakes. Therefore the essential partnership is a transformation for the realization of cassava farmers as competitive producers and entrepreneurs who always produce the products/commodities needed by their customers.

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Muhammad Haq, Farooq. "The significance of partnership as a marketing strategy for Islamic spiritual tourism." Journal of Islamic Marketing 5, no. 2 (June 3, 2014): 258–72. http://dx.doi.org/10.1108/jima-11-2013-0079.

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Purpose – This paper aims to highlight the significance of partnership among stakeholders as a marketing strategy for Islamic spiritual tourism. Partnership as a marketing strategy is studied by interviewing stakeholders on the supply side of Islamic tourism. Only recently, Islamic spiritual tourism has been identified, not recognised yet, as a growing segment of Islamic tourism that needs to be effectively marketed. Design/methodology/approach – Convenient sampling was used in this exploratory research to select and interview tourism operators selling in-bound and out-bound Islamic spiritual tourism in Australia and Pakistan. Cross-case content analysis was used to identify critical themes related to marketing Islamic spiritual tourism. Findings – Three issues emerged from the content analysis in this study: political, commercial and religious. The management of these three issues is found necessary to effectively build and implement horizontal partnerships among stakeholders on the supply side in Islamic spiritual tourism. Research limitations/implications – The selected sample is not the representation of the population based in the two countries. Only few potential participants agreed to be interviewed due to the perceived threat of manipulation of their views. Findings of this research contribute to the theory of marketing Islamic tourism specifically, and tourism in general. Practical implications – The three issues found in this study provide a guideline for crafting strategies to market Islamic spiritual tourism based on local and global partnerships. Social implications – The three issues found in this study provide a platform for cultural understanding and coherence. Originality/value – This original study advocates partnerships among tourism operators, government bodies, destination managers and religious organisations involved in Islamic spiritual tourism. The structure and implementation of partnerships should critically consider the political, commercial and religious issues.

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Sorensen, Julie A., Devon Brewer, Lynae Wyckoff, Melissa Horsman, Erika Scott, and John J. May. "Building Safety Partnerships Using Social Network Analysis." Social Marketing Quarterly 19, no. 2 (March 28, 2013): 67–75. http://dx.doi.org/10.1177/1524500413483457.

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Although public–private partnerships have been useful components in public health and safety initiatives, little has been published on how to cultivate effective public health and safety partnerships for upstream social marketing initiatives. Using the development of a U.S. tractor safety alliance as an example, we illustrate how social network analysis can be used to identify organizations that are likely to be strategic partners and targets for upstream social marketing. In our project, knowledgeable informants first identified members of a national agricultural stakeholder network in the United States. Then, we surveyed the representatives of these organizations about their organizations’ interest in joining a new U.S. tractor safety initiative, the connections between their own and other stakeholder organizations, and their perceptions of the organizations most able to advance a U.S. tractor safety initiative. From our analysis of these data, we identified 10 organizations that have the partnerships, resources, and interest necessary to lead an effective tractor safety partnership. These organizations will be the focus of an upstream social marketing initiative aimed at building a strategic tractor safety alliance.

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Abratt, Russell, and Phillip Michael Kelly. "Customer–supplier partnerships." Industrial Marketing Management 31, no. 5 (August 2002): 467–76. http://dx.doi.org/10.1016/s0019-8501(01)00174-2.

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Rayne, Daniel, Civilai Leckie, and Heath McDonald. "Productive partnerships? Driving consumer awareness to action in CSR partnerships." Journal of Business Research 118 (September 2020): 49–57. http://dx.doi.org/10.1016/j.jbusres.2020.06.037.

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Wölfel, Joachim, and Pan Theo Grosse-Ruyken. "Fairness of the NPD partnership’s financial distribution pie." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 1016–29. http://dx.doi.org/10.1108/jbim-11-2018-0339.

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Purpose Industry practice shows that buyer-supplier partnerships are negatively influenced by zero-sum pie-sharing competition. Interfirm rivalry vis-à-vis a fair financial distribution of the mutually generated partnership pie is a growing source of concern for firms because fairness has a direct effect on the competitiveness of a partnership. This study aims to examine the consequences of fairness in pie-sharing within buyer-supplier new product development (NPD) partnerships on product-innovation, product-quality and product-cost, as well as the mediating role of opportunism. Design/methodology/approach The empirical analyses are grounded on data from 147 NPD partnerships between Tier-1 suppliers and automotive manufacturers, using structural equation modeling with SPSS AMOS. Findings Findings indicate that pie-sharing fairness significantly influences the partnership’s ability to increase NPD effectiveness and efficiency. Moreover, unfairness in sharing the mutual pie showed to promote harmful opportunism, which negatively mediates the relationship between pie-sharing fairness and NPD performance. To control partners’ fairness perception in the first place, the analysis revealed three factors that affect pie-sharing fairness significantly, i.e. relationship induced financial performance, behavioral tension and interfirm dependency. Originality/value Exchange relationships are built on economic and social components, both of which can be combined within the construct of pie-sharing fairness. Firms must take an interest in their exchange partner’s equitable share of the mutually generated partnership pie, as pie-sharing fairness can be used to promote determinants of effectiveness and efficiency of their mutual NPD project. In a two-sided mutually contingent exchange behavior, the firm’s own welfare must be regarded as an interorganizational overlap with the partner’s, which can be optimized only by mutual efforts.

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Kuzmynchuk, Nataliia V., Svitlana V. Dombrovska, Oksana B. Konarivska, Nelli A. Leonenko, Svitlana V. Chernobrovkina, and Natalya V. Asaulenko. "Increasing marketing activity of hotel and restaurant business enterprises as a basis for the development of the tourism industry." Journal of Geology, Geography and Geoecology 30, no. 2 (July 18, 2021): 306–14. http://dx.doi.org/10.15421/112127.

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Modern views on the role and importance of partnership marketing are the basis for the effective strategyormation for the competitiveness of the hotel and restaurant industry and the tourism business in a crisis time of the tourism industry due to the coronavirus pandemic and the effect of restrictive measures. The presented article is aimed at the using modern analytical and methodological tools for assessing the competitive status and marketing activity of the hotel and restaurant enterprises and tourism business in the context of applying the principles of marketing partnerships and its implementation in practice of tourism. The purpose of the article is to develop and implement a model of resource-activity potential management and the forma- tion of a competitive status of hotel and restaurant business enterprises and the development of tourism industry based on marketing of affiliate relations. With the help of the factor analysis it is formed the components and indicators of competitive status of the hotel and restaurant enterprises and tourism business, emphasizing the importance of marketing activity in the field of the service promotion and partnership with stakeholders as a reflection of mobilization and the full use of marketing potential.This methodical approach to assessing the level of competitive status of the enterprises of hotel and restaurant industry and tourism business in the context of the resource and activity support on the implementing principles of the concept of marketing partnerships is proposed. It is established that enterprises have unstable dynamics of the integrated indicator of resource potential and activity, which indicates a lack of attention from managers and managers of the hotel and restaurant business to the formation of partnerships with stakeholders on a long-term basis. The results of the impact modeling of the marketing activity of the hotel and restaurant enterprises and tourism business on the level of their competitive status allowed to propose the measures of managerial influence aimed at solving the problem of increasing competitive status in the difficult conditions of the tourism industry. The practical value is the formation and implementation of the activities aimed at the establishing long-term partnerships with stakeholders in order to form a competitive status of the hotel and restaurant industry and tourism business.

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Thach, Elizabeth C., and Janeen Olsen. "Building Strategic Partnerships in Wine Marketing." Journal of Food Products Marketing 12, no. 3 (August 14, 2006): 71–86. http://dx.doi.org/10.1300/j038v12n03_06.

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Warnaby, Gary, David Bennison, Barry J. Davies, and Howard Hughes. "People and partnerships: marketing urban retailing." International Journal of Retail & Distribution Management 32, no. 11 (November 2004): 545–56. http://dx.doi.org/10.1108/09590550410564773.

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Taylor, Gordon D. "Regional marketing partnerships and adventure travel." Tourism Management 15, no. 4 (August 1994): 302–3. http://dx.doi.org/10.1016/0261-5177(94)90050-7.

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Rayne, Daniel, Heath McDonald, and Civilai Leckie. "Assessing strategic social partnerships between professional sports teams and NPOs in Australian football." International Journal of Sports Marketing and Sponsorship 20, no. 3 (August 5, 2019): 446–61. http://dx.doi.org/10.1108/ijsms-12-2018-0127.

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Purpose The purpose of this paper is to assess corporate social responsibility (CSR) implemented via social partnerships between professional sports teams and not-for-profit organizations according to current theoretical perspectives. Limited resources and outcomes often mean there is a gap between theory and practice, the implications of which are not well understood. Design/methodology/approach Five partnerships in Australian football were analyzed via case study methodology which incorporated interviews, analysis of websites, social media and annual reports. Findings Despite being used as a CSR tool, findings showed most organizations enter these arrangements to achieve instrumental outcomes. Further, such partnerships mostly operate at a basic stage often described as philanthropic. One partnership was seen as more advanced consisting of a workplace plan to enhance diversity. Practical implications It is advocated that managers adopt a more integrated partnership model consisting of formalized objectives, activity implementation, evaluation mechanisms, frequent interaction, top-level leadership involvement and promotion to sufficiently achieve CSR goals. Originality/value Addressing calls from past research into an examination of the variation of CSR in sports, this research is one of the first to compare multiple case studies to assess the strategic implementation of social partnerships in a professional sporting context. Accordingly, the study demonstrates how such partnerships can be evaluated against a prominent theoretical model, the Collaboration Continuum, enabling more robust social partnership strategies.

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Cherrington, Janet. "Community-University Partnerships and Strategic Marketing Planning." Journal of the World Universities Forum 1, no. 1 (2008): 155–62. http://dx.doi.org/10.18848/1835-2030/cgp/v01i01/56571.

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Wright, Gillian H., and Andrew Taylor. "Strategic partnerships and relationship marketing in healthcare." Public Management Review 7, no. 2 (June 2005): 203–24. http://dx.doi.org/10.1080/14719030500091251.

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Thomas, Jane. "Happily Ever after …? Partnerships in Social Marketing." Social Marketing Quarterly 14, no. 1 (February 26, 2008): 72–75. http://dx.doi.org/10.1080/15245000701849195.

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Partnership marketing (especially with commercial partners) is a relatively new concept in the realm of United Kingdom public health care but one that can offer a number of benefits especially when the project in question has a limited budget.

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Sensiper, Sylvia. "Generating Family-School Partnerships through Social Marketing." Social Marketing Quarterly 5, no. 1 (March 1999): 16–21. http://dx.doi.org/10.1080/15245004.1999.9961033.

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Hennink-Kaminski, Heidi, Chioma Ihekweazu, Amber E. Vaughn, and Dianne S. Ward. "Using Formative Research to Develop the Healthy Me, Healthy We Campaign." Social Marketing Quarterly 24, no. 3 (July 1, 2018): 194–215. http://dx.doi.org/10.1177/1524500418785357.

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Although social marketing principles have been successfully employed in school-based obesity prevention interventions, their use in early care and education (ECE) settings has been limited. This paper reports on formative research to develop Healthy Me, Healthy We ( HMHW), an innovative social marketing campaign that encourages partnership between parents and providers to foster healthy eating and physical activity in preschoolers. To guide campaign development, we consulted existing literature and identified useful theories. In addition, three focus groups with providers ( n = 17) and four with parents ( n = 20) were conducted to understand strategies used to instill healthy habits in children, perceptions of how their personal behaviors influence children, and the usefulness of parent–provider partnerships. Parents and providers recognized healthy eating and physical activity as important to the development of the “whole child.” Both groups expressed feeling great responsibility for shaping children’ habits and being a role model for healthy behaviors, particularly for healthy eating. While parents and providers felt partnership was important, areas of conflict emerged with how partnerships should be executed. There is great potential for such partnerships, but careful communication is needed to avoid triggering feelings of guilt among parents and perceptions of superiority among providers. These findings informed campaign development, which was pretested in an ECE setting. The resulting HMHW campaign is delivered by the childcare center and includes materials for classroom and home use. The campaign helps strengthen parent–provider partnerships to encourage healthy eating and physical activity habits during early childhood, a critical period in the development of lifelong health habits.

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Sanz, Luis J., and Mario Lazzaroni. "Teaching note Agora Partnerships Nicaragua." Journal of Business Research 62, no. 9 (September 2009): 913–15. http://dx.doi.org/10.1016/j.jbusres.2008.10.011.

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Suárez, David F., and Nicole Esparza. "Institutional Change and Management of Public–Nonprofit Partnerships." American Review of Public Administration 47, no. 6 (December 6, 2015): 648–60. http://dx.doi.org/10.1177/0275074015619482.

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This article focuses attention on the institutional context of cross-sector collaboration and its effects on partnership management. Drawing on fieldwork and 54 interviews from 2011 to 2013, we investigate an innovative public–nonprofit partnership within a local unit of the National Park Service. The collaboration demonstrates the power and potential of public–nonprofit partnerships while revealing tensions that cross-sector activities can provoke in an organizational field. We focus on two ongoing processes of institutional change in the nonprofit sector that shape these dynamics: (a) managerialism and (b) empowered agency. We illustrate these processes and suggest that they alter the context for partnerships in national parks, particularly with respect to capacity and control. We conclude by offering several propositions about institutional change and the broader implications of a shifting context for public–nonprofit partnerships.

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Lei, Shi, Chinmoy Ghosh, and Han Srinivasan. "Should They Play? Market Value of Corporate Partnerships With Professional Sport Leagues." Journal of Sport Management 24, no. 6 (November 2010): 702–43. http://dx.doi.org/10.1123/jsm.24.6.702.

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Corporate partnerships with professional sport leagues are growing rapidly. How can we assess the value of such partnerships? Using an event study method, this research examined the economic effects of corporate partnerships with six professional sport organizations (NFL, MLB, NBA, NASCAR, NHL, and PGA). Three new interesting results were found. (1) Though a partnering firm experiences a net-of-market increase in shareholders’ value of 2.93% from a new corporate partnership with a professional sport league at the two-day window (0, +1), renewals of corporate partnerships induced a significant net-of-market decrease of 1.12% during the same window of time. (2) Cross-sectional analysis revealed that superior performing firms as well as firms with higher institutional and moderate managerial ownership benefitted more than the average, and (3) the integrations of the partnerships with other business strategies elicited different responses from the investment community. Overall, a strategic implication was that marketing-focused partnerships in financially sound, well-managed firms contributed the most to enhancement in shareholders’ wealth.

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Sudrajat, Jajat, and Meiryani Meiryani. "ONLINE MARKETING PARTNERSHIP APPLICATION USING THE CONCEPT OF BUSINESS MODEL CANVAS." ICCD 1, no. 1 (December 20, 2018): 496–500. http://dx.doi.org/10.33068/iccd.vol1.iss1.73.

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The purpose of implementing the long-term Community Service Program in the program is to produce a partnership model with Online Marketing Partnership Application using the concept of Business Model Canvas. This strategy is conducted to build partnerships with related parties that can increase success in the sector of Small and Medium Enterprises Silver Crafts by implementing strategies through online marketing of products. This Online Marketing Partnership application aims to accelerate the development of silver craftsmen in the village so as to increase sales. The method to be used is fact finding, in addition to collecting data in literature, also conducting interviews to Silver Craftsman owners and survey of business processes in order to collect supporting data. The output of this research is the Application of Online Marketing Partnership, one of which is a dynamic website that can be managed by Silver Craft Partners as a means of product promotion, besides through the website development of Silver Crafts Partners can receive orders from customers. Successful orders and transactions will be directly recorded through the sales transaction application.

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Boenigk, Silke. "The Politics of Partnerships: A Critical Examination of Nonprofit-Business Partnerships, by M. M. Seitanidi." Journal of Nonprofit & Public Sector Marketing 23, no. 1 (February 22, 2011): 95–97. http://dx.doi.org/10.1080/10495142.2010.508479.

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Abercrombie, Ann, Darcy Sawatzki, and Lynne Doner Lotenberg. "Building Partnerships to Build the Best Bones Forever!" Social Marketing Quarterly 18, no. 1 (March 2012): 55–66. http://dx.doi.org/10.1177/1524500411435484.

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Government, nonprofit, and corporate partners can be critical to achieving national, state, or local social marketing goals. Yet, partners are often underutilized by social marketing programs. Managers of a national bone health campaign targeting girls ages 9–14 in the United States avoid this problem using marketing principles and the marketing mix to involve partners in developing and delivering campaign components and to manage mutually beneficial partnership efforts. The approach has resulted in a campaign that attracts an ever-increasing number of partners and activities that provide girls with opportunities, motivation, and ability to engage in bone healthy behaviors.

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Grieshop, James, Myriam Grajales-Hall, Cynthia Bates, Martha Stiles, and Lupe Ortiz. "On the Road with the Loteria: The Evolution of a Motor Vehicle Safety Social Marketing Program for Latino Farm Workers." Social Marketing Quarterly 4, no. 2 (June 1998): 36–46. http://dx.doi.org/10.1080/15245004.1998.9960995.

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In social marketing, the 4 P's of product, price, place, and promotion are commonly accepted dogma (Andreasen, 1995:15). Their application to the development of effective social marketing interventions, in turn, must be supported by market and audience research, a challenging and often difficult task. On the surface, the specification of these elements may suggest that their application leads down a straight road to desired outcomes. In the real world, the development process usually moves along a much more winding road. The Maneje Seguro! (Drive Safely!) program, initiated in 1994, illustrates the winding evolution and development of one social marketing effort in California. This program was initiated with aspirations of becoming a social marketing program that would use good market analysis along with attention to the 4 P's. The three-year history of this program began with a narrowly focused outreach effort (Phase I), followed by a community education program (Phase II) and most recently has led to the current but nascent social marketing form (Phase III). Its evolution illustrates the roles research played in the transformation, along with the importance of participation and partnerships. This paper details the role of this participation and partnerships, as well as the standard 4 P's and the market research that have facilitated the three phases of development of this social marketing intervention, which is targeted at Spanish-speaking farm workers and their driving practices. As the program developed, on-going market research efforts drove the transformations from one phase to the next. In each phase, a transformation of product, price, place and promotion occurred. The other P's — participation and partnerships — also proved critical in the evolution of the Maneje Seguro! program. Community participation and partnerships were critical to the market, audience, and product development research. Similarly, participation and partnerships contributed to the development of price, place, and promotion activities. Without them, the Maneje Seguro! social marketing program could not have been developed. Partnerships were crucial to the implementation and success of various promotion activities, most importantly in two mass media campaigns. Moreover, partnerships and participation permitted a more rapid transformation from a community education program to a social marketing program.

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Wichansky, Anna M., Charles N. Abernethy, Miriam E. Kotsonis, D. C. Antonelli, and Peter P. Mitchell. "Selling Ease of Use: Human Factors Partnerships with Marketing." Proceedings of the Human Factors Society Annual Meeting 32, no. 10 (October 1988): 598–602. http://dx.doi.org/10.1518/107118188786762766.

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As customer demand surges for products which are easy to use, human factors and marketing professionals are working together more frequently. The purpose of this panel is to discuss ways in which human factors and marketing can interact to provide and promote usability. Panelists will share their successes and failures in working with marketing by describing case studies of collaborative work. The pros and cons of joint efforts will be discussed in a moderated question and answer format with audience participation. Brad Woolsey of Parallax Marketing Research will be a discussant.

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Arifin, Samsul, and Nurul Komaryatin. "ENTREPRENEURIAL ORIENTATION, ROLE OF THE GOVERNMENT, AND PARTNERSHIP ON MARKETING PERFORMANCE OF FURNITURE EXPORT SMES: A STUDY ON FURNITURE EXPORT COMPANIES IN JEPARA." Journal of Management and Entrepreneurship Research 1, no. 1 (July 1, 2020): 24–36. http://dx.doi.org/10.34001/jmer.2020.6.01.1-3.

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Objective: The study is to analyze the role of the government, entrepreneurial orientation and partnership on marketing performance in the Jepara furniture industry. The objects of the research are furniture export companies in Jepara. Research Design & Methods: The sample was 100 respondents and the sampling technique was the simple random sampling technique. The data analysis uses the PLS technique. Findings: The testing results using PLS illustrates that partnership on marketing performance shows the t value of 0.045974; entrepreneurial orientation on marketing performance shows the t value of 1.747034; while the role of the government on marketing performance shows the t value of 2.985408. The test results were compared using t tables of 1.66023. The results showed that the role of the government had a positive and significant effect on marketing performance seen from t value > t table. Entrepreneurial orientation also had a positive and significant effect on marketing performance obtained from t value > t table. However, the partnership had no significant effect on marketing performance since t value < t table. Implications & Recommendations: This study recommends that companies need to pay attention to entrepreneurial orientation and government policies because these two factors are significant determinants of company marketing performance. Increasing partnerships is also important to develop company progress. Contribution & Value Added: This research adds the theoretical contributions to marketing management. Practically, the results of this research can be utilized by furniture export companies to increase overseas sales.

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Webster, Frederick E. "The Changing Role of Marketing in the Corporation." Journal of Marketing 56, no. 4 (October 1992): 1–17. http://dx.doi.org/10.1177/002224299205600402.

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New organization forms, including strategic partnerships and networks, are replacing simple market-based transactions and traditional bureaucratic hierarchical organizations. The historical marketing management function, based on the microeconomic maximization paradigm, must be critically examined for its relevance to marketing theory and practice in the 1990s. A new conception of marketing will focus on managing strategic partnerships and positioning the firm between vendors and customers in the value chain with the aim of delivering superior value to customers. Customer relationships will be seen as the key strategic resource of the business.

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Joshi, Ashwin W. "Long-Term Relationships, Partnerships and Strategic Alliances:." Journal of Marketing Channels 4, no. 3 (July 28, 1995): 75–94. http://dx.doi.org/10.1300/j049v04n03_04.

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Magrath, Allan J., and Kenneth G. Hardy. "Building customer partnerships." Business Horizons 37, no. 1 (January 1994): 24–28. http://dx.doi.org/10.1016/s0007-6813(05)80223-x.

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Setyaningrum, Agustina, and Ernastin Maria. "Peningkatan Jaringan Kemitraan Kelompok Wanita Pengolah Produk Hasil Perikanan di Pantai Kuwaru Bantul." Agrokreatif: Jurnal Ilmiah Pengabdian kepada Masyarakat 8, no. 1 (March 28, 2022): 77–83. http://dx.doi.org/10.29244/agrokreatif.8.1.77-83.

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A group of female fishery in Kuwaru Beach, Bantul processes fishery products into processed products that have a higher economic value. The problems faced by the group are limited marketing and PIRT permits. The purpose of this Community Partnership Program (PKM) is to build a network of partnerships so that the female fishery group become independent and competitive. Initial identification was carried out through in-depth interviews with group leaders and focus group discussions with all group members. The method of the program includes training to improve product quality, PIRT management, digital marketing training, building networks, and the use of a fish meat grinder. The results of this activity are partners have ability to build partnership networks with various institutions, namely local governments, the private sector, and universities. In addition, the group as our partners have been able to use digital marketing in marketing their products and the tools provided to partners make them able to produce processed fish creations, so as to increase the competitiveness of the products produced.

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Tambunan, Tulus T. H. "EXPORT OF INDONESIAN MSEs AND THE ROLE OF PARTNERSHIP." Journal of Developing Economies 6, no. 2 (November 25, 2021): 235. http://dx.doi.org/10.20473/jde.v6i2.28747.

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There have been many theoretical and empirical studies on the main factors `determining the ability of micro and small enterprises (MSEs) in developing countries to export. However, so far, there has been very little attention to the role of partnerships between MSEs and large enterprises (LEs), government agencies, banks, or others. The purpose of this study is to fill this gap in the existing literature with the case of MSEs in the manufacturing industry (called micro and small industries or MSIs) in Indonesia. It is a descriptive study that analyses secondary data from a national survey conducted by the Indonesia Central Statistics Agency in 2019. It reveals that the most common form of partnership is marketing partnership. The finding may suggest that MSIs that have partnerships with LEs or others are more able to export than their counterparts without partnerships.Keywords: : MSMEs, MSEs, MSIs, PartnershipJEL: M31, L25, D22

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Koski, Chris. "Does a Partnership Need Partners? Assessing Partnerships for Critical Infrastructure Protection." American Review of Public Administration 45, no. 3 (July 22, 2013): 327–42. http://dx.doi.org/10.1177/0275074013494754.

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Phan, Michel C. T., Chris W. Styles, and Paul G. Patterson. "Relational competency's role in Southeast Asia business partnerships." Journal of Business Research 58, no. 2 (February 2005): 173–84. http://dx.doi.org/10.1016/s0148-2963(02)00492-7.

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Altinay, Levent, Maureen Brookes, Ruth Yeung, and Gurhan Aktas. "Franchisees’ perceptions of relationship development in franchise partnerships." Journal of Services Marketing 28, no. 6 (September 2, 2014): 509–19. http://dx.doi.org/10.1108/jsm-09-2013-0240.

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Purpose – This paper aims to evaluate the antecedents of franchise relationship development from the perspective of a sample of Chinese and Turkish franchisees. Design/methodology/approach – This study explores relationship development through semi-structured interviews with Chinese and Turkish franchisees. Findings – The findings of the study demonstrated that both the culturally adapted role performance of franchisors and communication geared towards knowledge transfer contribute to relationship development with franchisees. Research limitations/implications – This exploratory study evaluated the influence of role performance and communication as factors influencing relationship development. Further research could explore other factors in other countries and industries. Practical implications – To build and develop long-term relationships with franchisees, franchisors need to invest in continuously improving their franchise infrastructures and enhancing their brand reputations. Communication and knowledge transfer between the franchisors and the franchisees are crucial for the management of dynamic relationships. Originality/value – This paper advances franchising literature by offering a combined and complementary theoretical perspective to our understanding of the influence of power and social investments in relationship development between franchisees and franchisors. In particular, the study identifies role performance of franchisor and communication with franchisees as the key antecedents of relationship development.

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Altinay, Levent, Maureen Brookes, Melih Madanoglu, and Gurhan Aktas. "Franchisees' trust in and satisfaction with franchise partnerships." Journal of Business Research 67, no. 5 (May 2014): 722–28. http://dx.doi.org/10.1016/j.jbusres.2013.11.034.

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Cornwell, T. Bettina, Aaron Charlton, and Marjorie Taylor. "AUTHENTIC PARTNERSHIPS IN MARKETING: MEASUREMENT AND ROLES IN CSR." Global Fashion Management Conference 6, no. 5 (June 30, 2015): 884–87. http://dx.doi.org/10.15444/gfmc2015.06.05.02.

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Rees, Patricia, and Hanne Gardner. "Best value, partnerships and relationship marketing in local government." International Journal of Nonprofit and Voluntary Sector Marketing 8, no. 2 (May 2003): 143–52. http://dx.doi.org/10.1002/nvsm.208.

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Rath, Jos, and Theo Schuyt. "Bridging the Gap: Development of the Entrepreneurial Philanthropy Alignment Model." International Journal of Marketing Studies 9, no. 2 (March 2, 2017): 1. http://dx.doi.org/10.5539/ijms.v9n2p1.

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Partnerships are increasingly considered to have the potential to address societal problems that one single actor cannot solve. This paper rationalises the development of partnerships between entrepreneurs and non-profit organisations by the effects of its alignment. In organisations, the process of alignment focuses on the activities that management perform to achieve cohesive goals (e.g., finance, marketing, sales, human resources). Whereas in an entrepreneurial philanthropy partnership, the stage of alignment maturity addresses both how the opted societal change is in harmony with the entrepreneurial approach and how this approach can be in harmony with societal change. This approach is deemed crucial in understanding how the two partners can translate their views on leadership, strategy, and culture into opportunities that enhance their impact. Theoretical researches have provided foundations for identifying dimensions of the conceptual Entrepreneurial Philanthropy Alignment Model (EPAM) that might strengthen the impact of a partnership between an entrepreneur and a non-profit organisation.

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Nurcahyo, Dhimas, Ignatius Soni Kurniawan, and Risal Rinofah. "PENGARUH IMPLEMENTASI RELATIONSHIP MARKETING TERHADAP CUSTOMER LOYALTY (STUDI KASUS PADA BANK MANDIRI CABANG BERINGHARJO DI DAERAH ISTIMEWA YOGYAKARTA)." MANAJEMEN DEWANTARA 4, no. 1 (April 20, 2020): 69. http://dx.doi.org/10.26460/md.v4i1.7683.

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The purpose of this study is to examine the effect of understanding customer expectations, building service partnerships, total quality management, and empowering employees towards customer loyalty. This research was conducted for customers who saved at Beringharjo Branch Bank Mandiri in the Special Region of Yogyakarta. The sampling technique in this study is cluster sampling. The study used questionnaires to collect primary data, and respondents were 80. We used regression analysis to determine the effect of understanding customer expectations, building service partnerships, total quality management, and empowering employees to customer loyalty. Comprehensively, the variable of understanding customer expectation, building service partnership, total quality management and empowering employees has a simultaneous and significant effect on customer loyalty. For the results of the coefficient of determination, it is explained that 61.3% of customer loyalty variants can be explained by the four independent variables.Kata kunci :Marketing relationship, understanding customer expectation, total quality management, empowering employees, customer loyalty.

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Kindl, Eva-Maria, and Beatriz Casais. "Motivations and perceived opportunities for partnerships among international business consultancy firms." Review of International Business and Strategy 29, no. 4 (November 4, 2019): 315–28. http://dx.doi.org/10.1108/ribs-02-2019-0024.

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Purpose Consultancy services for internationalisation are crucial to help companies to grow and find new businesses abroad. This kind of service used to be provided by consultancy firms operating in the home country of the clients. Considering the advantages of partnerships that theory has enhanced, this paper aims to identify the motivations and perceived opportunities from consultancy firms to establish business-to-business partnerships with international consultancy companies in other countries, with the purpose of reinforcing international trading. Design/methodology/approach As an exploratory study, this paper shows the perspective of 13 interviewed German consultancy managers focused on international business about developing a partnership with international consultancy firms from Portugal. Findings Consultants indicate that with mutual benefits, partnerships are welcome. However, the study enhances the importance of signals of status and reputation for international partnerships among business consultancy firms and reveals a lack of knowledge about the market opportunities for internationalisation that might motivate German consultancy firms to establish partnerships with consultancy companies in Portugal. Originality/value The paper highlights the low motivation of consultants from a higher-status country to establish partnerships with international business consultancy firms in lower-status countries. The study addresses useful recommendations for consultancy firms, governments and international trade agencies to intensify marketing activities and enhance country reputation and positioning in international business, communicating the opportunities and potential of markets and building signals of status and reputation for international consulting.

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Rich, Dorothy. "Business partnerships with families." Business Horizons 36, no. 5 (September 1993): 24–28. http://dx.doi.org/10.1016/s0007-6813(05)80049-7.

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Goodman, Marshall R. "Crafting Urban Partnerships." Administration & Society 20, no. 3 (November 1988): 251–74. http://dx.doi.org/10.1177/009539978802000301.

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Amir, Nur, Jabal Ibrahim, Gumoyo Ningsih, and Zubdatul Asror. "EVALUATION OF PARTNERSHIP RELATIONSHIP IN ORGANIC VEGETABLE SUPPLY CHAIN IN CV. KURNIA KITRI AYU FARM MALANG." Agricultural Social Economic Journal 20, no. 4 (October 30, 2020): 327–34. http://dx.doi.org/10.21776/ub.agrise.2020.20.4.8.

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Market demand for organic vegetables at CV. Kurnia Kitri Ayu Farm continues to grow according to consumer needs. Market development is determined by the quality and continuity of the marketing distribution. To maintain this, in its business activities CV. Kurnia Kitri Ayu Farm established partnerships with several parties. The objectives of the research were 1) Knowing the supply chain of organic vegetables both in partnership and non-partnership with CV. KKAF, 2) Knowing the partnership patterns formed in the CV. KKAF, 3) Evaluating trust, commitment, communication, satisfaction, and dependence in organic vegetable supply chain partnerships. Respondents in this study consisted of the head of partner farmer groups, owners of CV. Kurnia Kitri Ayu Farm and the head of staff as a permanent partner for the home industry (baby care). The results showed 1) The flow of the organic vegetable supply chain consisted of the flow of goods, the flow of money, and the flow of information, 2) the partnership patterns contained in the organic vegetable supply chain, namely the plasma core partnership pattern, subcontracts, and general trading, 3) All parties in the supply chain on average feel very confident, have a very good commitment, communicate frequently, feel satisfied, and are very dependent on the performance of its partner members.

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Никитина, Ирина, Irina Nikitina, Галина Резник, and Galina Ryeznik. "INTERACTION MARKETING AS A BASIS TO DEVELOP LONG-TERM PARTNERSHIPS IN BUSINESS." Russian Journal of Management 4, no. 4 (December 8, 2016): 512–18. http://dx.doi.org/10.12737/22550.

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The article reveals the essence of the concept of marketing interaction, presents the evolution of marketing concepts, describes the results of investigation of relationship marketing on the example of a small business, and gives recommendations for ensuring long-term interaction between consumers, manufacturers and key business partners.

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Kuznetsov, S. Yu. "ANTICRISIS MARKETING STRATEGY AS COMPANY’S STRATEGIC MAP." Strategic decisions and risk management, no. 3 (November 2, 2014): 86–94. http://dx.doi.org/10.17747/2078-8886-2011-3-86-94.

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We describe turnaround marketing strategy in the form of a strategic map with several levels of formalization (strategic planning, marketing policy through investment and asset management, marketing tools, marketing business intelligence, organizational structure). At the second level strategy map shows the marketing policy aimed at the reconstruction of old and/or acquisition of new marketing assets: marketing research assets, brand equity, customer loyalty, strategic pipeline partnerships – through effective marketing investments in the consumers (their selection, acquisition, retention, growth).

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Sanz, Luis J., and Mario Lazzaroni. "Ago\ra Partnerships Nicaragua: A micro venture capital fund." Journal of Business Research 62, no. 9 (September 2009): 906–12. http://dx.doi.org/10.1016/j.jbusres.2008.10.014.

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Singer, Barney, and Sarah Kayson. "Partnerships, Alliances, and Stakeholder Communication." Social Marketing Quarterly 10, no. 2 (June 2004): 67–71. http://dx.doi.org/10.1080/15245000490484617.

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MacDonald, Adriane, Amelia Clarke, Lei Huang, and M. Seitanidi. "Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships." Sustainability 11, no. 3 (January 22, 2019): 557. http://dx.doi.org/10.3390/su11030557.

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As social and ecological problems escalate, the role of collective capacity and knowledge is becoming more critical in reaching solutions. This capacity and knowledge are dispersed among diverse stakeholder organizations. Thus, organizations in the private, public and civil society sectors are experiencing pressure to address these complex challenges through collaborative action in the form of multi-stakeholder partnerships. One major challenge to securing and maintaining partner engagement in these voluntary collaborative initiatives is defining the value proposition for prospective and existing partner organizations. Understanding the relationship between different forms of partner involvement and the subsequent resources that partners stand to gain is necessary to articulate the value proposition of the partnership to partners. This study conducts a survey of partner organizations from 15 different sustainability-focused multi-stakeholder partnerships in Canada. We compare three partner strategies for implementation and value capture and discover that each strategy is associated with different partner-level resource outcomes. Our findings indicate that product stewardship strategies are associated with financial and organizational capital, marketing and promotion with human capital, and internal implementation structures with shared capital. This study has implications for multi-stakeholder partnership researchers and practitioners because it suggests the possibility that certain partner-level outcomes could rely on the partner, as well as partnership implementation strategies.

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