Strategic Marketing: Planning and Control, Third Edition

So, should management focus resources on generating innovation or ensuring optimal efficiency? This is a dilemma, to which there ...

to consider product development issues and the infrastructure required to deliver the product (e.g. distribution, after-sales su ...

segments. As businesses move away from core markets, uncertainty will increase. Innovation revolves around the creative use of m ...

Davidson, H., Even More Offensive Marketing, Penguin Books, London, 1997. Jain, S., Marketing Planning and Strategy, 5th edn, So ...

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CHAPTER 11 Alliances and relationships ...

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■ Introduction The saying ‘no man is an island’ could easily be adapted to ‘no business is an island’! No organisation can exist ...

232 Strategic Marketing: Planning and Control products. While the concept of alliances is now more common, it is hardly new. The ...

service – customers’ order, through ‘In-House Cuisine’, from a directory of top restaurants and In-House’s uniformed waiters col ...

Common forms include sub-contracting and franchising arrangements. Such agreement can allow organisations to focus on core activ ...

To examine a practical VMS example, consider Marks & Spencer. M&S has remained at the forefront of British retailing for ...

develop customer alliances, whereby the customer not only sees the organisation as their preferred provider, but actively recomm ...

■ Developing relationships There is a strong body of evidence supporting the economic case for relation- ship marketing. For exa ...

● Establish relationship drivers: If a relationship strategy is feasible, what are the key components driving success? Market re ...

and track the progress of individual orders. The process engenders a feel- ing of belonging – a social benefit. ■ Summary Increa ...

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CHAPTER 12 The strategic marketing plan ...

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■ Corporate and marketing plans Marketing managers plan in order to complete tasks on time and without exceeding pre-set resourc ...