No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Strategic marketing planning: A twenty-first century perspective
Abstract
Looks back at the Viewpoint from the first issue of International Marketing Review in order to reflect on how things have changed in the intervening 21 year period. The author then explains that he sees a continuation of the driving and restraining forces that have shaped global markets for the past half century. If the terrorist and other threats to world peace are contained or resolved, the final critical driver for further globalization is management vision.
... As these orientations embody the competitive advantages of the universities, working on them obviously requires implementing the management and marketing concepts and models. In this context, it can be said that the strategic management models and planning process are the key managerial aspects that universities should to implement (Kotler and Murphy, 1981;Keegan, 2004;Zubir, 2005;Hemsley-Brown and Oplatka, 2006;Al-Ahlsheik and Al-Shaebi, 2015). ...
... The measures developed in this research were modified strategic planning process models from the relevant literature (i.e., Kotler Murphy, 1981;Saenghiran, 1995;Watson, 1995;Keegan, 2004;Al-Ahlsheik, and Al-Shaebi, 2015). Using the expert review method (DeVellis, 2003), the content validity was tested through number of expert academic staff in higher education from USA, UK, Switzerland, Tunisia and ...
... As identified earlier, this research initially sought to establish, 'to what degree do Arab universities adopt the models of strategic management and process to enhance their positions and ranks?'. Table 2, reveals the strategic management practices (SM) (Kotler Murphy, 1981;Saenghiran, 1995;Keegan, 2004) of the six Arab universes from the academic staff's points of view in Egypt, Libya and Tunisia. differences within each country regarding strategic management practices. ...
Universities today are increasingly competing for international students, research/consulting grants and government funds. However, in most North African/Arab countries, the universities are operating under the command of the Ministry of Higher Education and fully funded by governments. Accordingly, the governments in such countries have full control on the universities’ strategic decisions. Fortunately, this situation, recently, has been changed due to several economic, political and social factors. Recently, Arab universities have worked to be converted to a national academic institution with autonomy in their strategies and administration. This new situation requires, obviously, reviewing their current strategies and identities/brands. Utilising literature on Arab universities and the outcomes from interviews with academic staff, this paper critically evaluates the models of strategic planning that Arab universities adopt and, ultimately, posits that the development of new, and more relevant strategic planning model is now an imperative that Arab universities can no longer ignore.
... In the exposure stage, a stimulus is the first step in the information process. According to Keegan (2004), at the exposure stage, the characteristics of the consumer's information process are selective, otherwise known as selective exposure, which makes consumers actively choose whether to expose themselves to information or not. It aims to analyze the first perception of the stimulus before paying attention to it. ...
The bus terminal plays an important role in community activities and is a node of the transportation network. In the new normal era, people really need public transportation with good service quality and safe from being exposed to Covid-19. The quality of service can be seen from the consumer's perception of the service. This study evaluates the effect of tangible, reliability, responsiveness, assurance, and empathy dimensions on consumer perceptions of the new normal era at the bus station in Surakarta (Central Java, Indonesia) using a google form questionnaire. The questionnaire contains 20 questions. All indicators, including tangible constructs, reliability, responsiveness, assurance, and empathy, have a positive effect on consumer perceptions. In addition, both empathy and assurance have a higher effect than others.
... The 21 st -century concept of marketing has developed further than the concepts of the 20 th century and has become a "strategic concept" that regards everything in marketing, necessary. Not only the product and customer but also external factors like competition, technology, government policies, products of rival companies, prices, positioning and branding have also become important [9]. ...
This study aims to find whether strategic marketing planning is adequate in Small and Medium-sized Enterprises. Without efficient marketing, it is almost impossible for businesses to compete with others or to continue their businesses. This research studies the strategic marketing planning practices in SMEs in the Diyarbakır province of Turkey. The study was conducted on businesses in an organized industry site of Diyarbakır. For data collection, semi-structured interviews were made. The population of the research consists of people in charge of the SMEs. The results show that the SMEs on which the study was conducted were not on an adequate level when it comes to strategic marketing planning. According to the findings, the businesses in the study used dynamic pricing. The reason for this practice can be competition, exchange rates and the fluctuations in interest rates.
... Entrepreneurs must know who their competitors are, have the will and ability to compete better, based on ethical norms and social responsibility. Keegan (2004)] reveals that future marketing will be oriented to marketing strategies, where competitors are no longer as opposed to being turned off but as partners in competing to provide customer satisfaction. 3. Financial Competence, which has competencies in finance, purchasing, sales, bookkeeping and profit, and loss calculation. ...
Small and Medium Enterprise (SME) is one of the most types of businesses in Indonesia. The growth of SME's continues to increase from year to year which also reduces unemployment and poverty in Indonesia. With the development of the internet, this time had made the distance and location do not become an obstacle to do business activities in Social Media. The purpose of this research is to measure the effect of entrepreneurial competence and social media marketing on SME's Competitive Advantage at South Sulawesi Province, Indonesia using Structural Equation Modelling Approach. Population in this research are SME's on South Sulawesi Province, Indonesia. Survey research with purposive sampling was employed with 115 respondents. Data collected using questionnaire and documentation studies and Structural Equation Modelling (SEM) was used to analyze data in this research. The result shows that; (1) Entrepreneurial Competence has a significant and positive effect on SME's Competitive Advantage, (2) Social Media Marketing has a significant and positive effect on SME's Competitive Advantage, and (3) Entrepreneurial Competence and Social Media Marketing positively and simultaneously affect SME's Competitive Advantage at South Sulawesi Province.
... Political parties create legal conditions, Pobrane z czasopisma Annales H -Oeconomia http://oeconomia.annales.umcs.pl Data: 05/09/2017 12:31:26 U M C S i.e. voting system rules, install barriers to entry into the political market, this is why market connections are very complicated, especially when the processes conducted on one market influence the other elements of political market [Keegan 2004]. ...
... The transaction cost theory (TCA) has been broadly employed to explain foreign firms' overseas investment activities, including their entry mode choice between a wholly owned subsidiary and a joint venture (Agarwal & Ramaswani, 1992;Anderson & Gatignon, 1986;Williamson, 1993). Keegan (2004) observed that in marketing, the theory is used traditionally to decide whether to "buy or make" on matters relating to marketing functions, such as advertising agents or direct marketing, sales intermediaries, and distributors. Avon adopted this model in 1987 when the company entered the Japanese market through a wholly owned foreign enterprise (WOFE). ...
This article offers a contribution to the Japan market entry model selection. It critically analyzes the various models such as the eclectic, transaction cost analysis, Uppsala, resource-based, interactive network, and bargaining power models, with examples as they relate to foreign firms that had used some of these models to successfully establish their businesses in Japan, as well as some foreign firms that have failed in the market. Data were gathered from the past academic journals, the Japan External Trade Organization (JETRO), newsmagazines, and other sources. Knowledge of corporate Japan and the society played a major role in gathering data for this study. The aim of this article is not to prescribe or offer a solution for the best-available model to use in the market entry into Japan but rather to act as a trigger for a critical checkup on foreign firms planning to internationalize their business and enter the Japanese market. Since there has not been a specific model designed for a Confucian society like Japan, an integrated model combining all the models together was examined using the market entry in Japan of Vodafone, Yahoo, Pfizer, GlaxoSmithKline, and Bayer Yakuhin as examples. Finally, the article offers some suggestions on how to enter and expand business in the Japanese market.
Das internationale Marketing wird im Rahmen der Marketingforschung und -praxis immer bedeutender. Dies resultiert insbesondere aus der zunehmenden Internationali-sierung auf den Absatz- und Beschaffungsmärkten. Diese Entwicklung wird oftmals unter dem Schlagwort der „Globalisierung” diskutiert.1 In Verbindung mit der oftmals fortgeschrittenen Internationalisierung der Unternehmenstätigkeit, neuen Formen der Internationalisierung, wie sie z.B. „Born Global Firms’’ realisieren, der zunehmenden internationalen Vernetzung und der Intensivierung des weltweiten Wettbewerbs führt sie zu erhöhten und neuen Anforderungen an die Marketingaktivitäten der Unternehmen (vgl. Chetty/Campbell-Hunt 2004). Hierzu tragen auch internationale Hetero-genitäten, Risiken und die zunehmende Dynamik der Umfeldentwicklungen bei (vgl. Zentes/Schramm-Klein/Morschett 2004, S. 5). Diese Veränderungen führen dazu, dass neue Marketingansätze erforderlich sind, um den Anforderungen zu genügen, die sich aus der fortschreitenden Globalisierung für die Unternehmen ergeben. Dies gilt nicht nur bei einem internationalen Engagement, sondern auch bei nationalen, aber durch die Globalisierung beeinflussten Aktivitäten.
Effective Factors of Niche Markets Recognition in Iranian Food Industry: Case Study on Iranian Sweet and Chocolate Industry
Despite criticism that the marketing discipline has a diminished role and influence within academia and business, there is general agreement that strategic marketing practice could contribute to company performance. The focus of this article is on how South African companies implement key strategic marketing concepts in order to establish a pattern of organisational behaviour around strategic marketing practice. The perceived contribution of these practices on company performance is also established. The South African perspective provides new insight into the practice and compliance of marketers within the context of developing countries. Insight of 167 South African marketing executives, obtained by means of a quantitative survey, suggests that although most firms performed strategic marketing activities, they were less confident that they established a competitive advantage or customer insight from doing so. The relative importance of customer insight was demonstrated by the fact that it had a significant correlation with financial performance, whereas segment-based marketing activities did not. Merely ‘ticking the boxes’ and performing strategic marketing activities for the sake of it is thus not enough to improve financial performance.
This study aims to investigate the process of the internationalization of firms in the context of Malaysian service industries. Unlike previous research that was limited to a specific theory, this study was inspired from nine theories of internationalization that have been developed since the 1960s and provide useful explanations for the three strategic choices of firms – market selection, entry timing and the choice of entry mode. However, there is no comprehensive theory to explain these strategies. Therefore, this study used different theoretical models to offer a proposed framework for examining the effects of organizational factors on the expansion strategies and investigating the moderating role of the inseparability of services.
Although previous research mainly studied the strategies of multinational firms from developed countries, this study focused on Malaysia, as a developing country with a rapid economic growth and an improving position in the global markets. The increasing foreign investment made by Malaysian service firms was a major motive for pursuing this study.
To explore the factors that facilitate the expansion of Malaysian service firms, a quantitative method was used by sending a mail survey to an initial sample of 303 service firms listed in the Bursa Saham Malaysia, from which 87 questionnaires were returned as the actual sample. For the data analysis process, a logistic binomial regression technique was used because the dependent variables were defined as a binary variable. To clarify and justify the results of hypotheses testing, each finding was matched with the literature. Based on the results of the study, four models were developed to explain the role of internal factors in shaping the strategies of Malaysian service firms in terms of market selection, the order of entry, the timing of entry and the
choice of entry mode.
This study made various contributions to the body of knowledge by extending previous theoretical models and examining them in a new context using a quantitative method, considering all internationalization strategies and all service industries. This study can be used as a basis for future research in this field not only in the context of Malaysia but also in other developing countries. It can also be extended to the manufacturing and agriculture sectors. This research has theoretical and practical implications, and its results should be applied by the managers of Malaysian firms and the government agencies to adopt appropriate strategies, enhance the capabilities of firms and provide the required resources for their foreign expansion.
Marketers are berated for their dependence on Hofstede and his concept of culture which stems from nineteenth century anthropology. International marketing studies need a new approach to culture, which is consistent with the workings of the global knowledge economy. It is argued that it is no longer satisfactory to associate culture with markets perceived as national aggregates of characteristics. Rather culture is seen as a knowledge resource waiting to be discovered in marketing relationships and clusters of affinity. A five-point scheme for the foundation of a new approach to culture is presented.
ResearchGate has not been able to resolve any references for this publication.