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Marketing Managers (marketing + managers)
Selected AbstractsMaking Innovation Happen in Organizations: Individual Creativity Mechanisms, Organizational Creativity Mechanisms or Both?THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2000Sundar Bharadwaj Marketing managers increasingly face a product innovation dilemma. Managers will have to sell more with fewer new products in an environment where new products are providing lower revenue yields. Therefore, understanding what drives successful innovation is of paramount importance. This paper examines the organizational innovation hypothesis that innovation is a function of individual efforts and organizational systems to facilitate creativity. Our model formulates creativity as a property of thought process that can be acquired and improved through instruction and practice. In this context, individual creativity mechanisms refer to activities undertaken by individual employees within an organization to enhance their capability for developing something, which is meaningful and novel within their work environment. Organizational creativity mechanisms refer to the extent to which the organization has instituted formal approaches and tools, and provided resources to encourage meaningfully novel behaviors within the organization. Using data collected from 634 organizations, we find support for this hypothesis. The results suggest that the presence of both individual and organizational creativity mechanisms led to the highest level of innovation performance. The results also suggest that high levels of organizational creativity mechanisms (even in the presence of low levels of individual creativity) led to significantly superior innovation performance than low levels of organizational and individual creativity mechanisms. The paper also presents managerial and academic implications. This study suggests that it is not enough for organizations to hire creative people and expect the innovation performance of the firm to be superior. Similarly, it is not enough for firms to emphasize management practices to enhance creativity and ignore individual mechanisms. Although it is true that doing either will improve innovation performance, doing both should lead to higher innovation levels. Our understanding of what and how creativity influences innovation performance can be greatly enhanced by additional research that integrates the intrinsic and extrinsic drivers of creativity. Research that examines the role of team creativity efforts in enhancing innovation performance is also vital to an overall improved understanding of creativity, learning, and innovation within organizations. [source] Motivations and forms of corporate giving behaviour: insights from AustraliaINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2008Gary Noble Although corporate support for many nonprofit organisations (NPOs) represents only a relatively small component of their overall income its importance is growing. As a consequence, the need to understand corporate giving behaviour in a way that supports the development of strategically targeted and successful marketing campaigns is of growing importance to marketing managers in many NPOs around the globe. This paper presents the findings of a study into the ,why' and ,how' of corporate giving behaviour in Australia. In the seven case studies examined, there was no strong evidence that Australian corporations give for other than strategic profit maximisation or political reasons. In contrast to the literature, altruistic and managerial utility did not emerge as strong motivational factors. This study also found that corporations are likely to have a number of corporate giving programmes each with its own underlying motivation and strategic purpose which network together to form a hierarchy of corporate giving programmes. The paper concludes by discussing the implications of this research for NPO managers attempting to increase their level of corporate support. Copyright © 2007 John Wiley & Sons, Ltd. [source] The marketing and public relations practices of Australian performing arts presentersINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 2 2002Heath McDonald Although arts organisations are often said to be underdeveloped in marketing and management areas, it is unclear whether this is actually an intentional response to the atypical environment in which they exist, or simply a result of limited skills and resources. This paper looks at performing arts presenters (PAPs) in two Australian States, profiling what they do in the way of marketing, how sophisticated they are at it and the reasons they behave the way they do. In-depth interviews with marketing managers indicated that PAPs are confused about the role of marketing, relying instead mainly on public relations. While it was widely acknowledged that marketing would be beneficial, the marketing that is executed is generally ad hoc and basic. This lack of marketing action is due primarily to a paucity of skills and resources and a historical preference for public relations, not as a considered response to the arts environment. Copyright © 2002 Henry Stewart Publications [source] Consuming the authentic Gettysburg: How a tourist landscape becomes an authentic experienceJOURNAL OF CONSUMER BEHAVIOUR, Issue 2 2008Athinodoros Chronis While authenticity pervades everyday consumption in museums, restaurants, theme parks, gift shops, and heritage attractions, among other commercial milieus, academic work on the concept of authenticity remains vague both in terms of its definition and its marketing relevance. In this study, we unpack the concept of authenticity in a Civil War battlefield and we provide insight as to its theoretical relevance for consumption. Our findings elucidate the distinction between authenticity as a product feature and authenticity as an experience. We show that consumer perceptions of a site's authenticity are articulated in five distinct ways: object related, factual, locational, personage, and contextual. We also point out the contribution of each notion of perceived authenticity in sparking consumer imagination and connecting them with the Civil War narrative. We suggest avenues that marketing managers can use to stage authenticity in a commercial environments at both substantive communicative levels. Our study reveals consumers as active agents who participate in the marketplace construction of authenticity in multiple ways. It is also shown that authenticity partakes in the construction of a national imaginary as a negotiated, collective act. We also provide insight as to the distinction between "authentic" and "inauthentic" commercial sites and the way in which even fictitious sites can be perceived as authentic. Copyright © 2008 John Wiley & Sons, Ltd. [source] Stakeholders Influence and Internal Championing of Product Stewardship in the Italian Food Packaging IndustryJOURNAL OF INDUSTRIAL ECOLOGY, Issue 1 2000Marcello Braglia Summary Environmental management is becoming a top issue on managers' agendas in several industries. The adoption and implementation of a sound "green" strategy involves following product stewardship practices. Product stewardship is the idea that manufacturers, rather than consumers, governments, or waste companies, ought to take responsibility for the recycling and disposal of their products at the end of their life cycle. This article is aimed at investigating the relationships between the adoption of product stewardship practices and the involvement of different actors in the decision-making process. By means of discriminant analysis, 120 firms have been classified into two different environmental profiles. Results indicate that firms that are more committed to product stewardship differ from less-committed firms in the influence exerted by different stakeholders and in the supportive role played by the management at different hierarchical and functional levels. In general, it appears that top management involvement in the decision-making process is a critical condition for the successful championship of product stewardship. In addition, the effective implementation of product stewardship along the product life-cycle stages is correlated to a strong commitment on the part of chief technical officers and development engineers rather than of manufacturing or marketing managers. [source] Crossing Borders: Globalization as Myth and Charter in American Transnational Consumer MarketingAMERICAN ETHNOLOGIST, Issue 2 2000Kalman Applbaum In this article, I explore the strategic practices and cultural theories of marketing managers in three U.S.-based transnational corporations (TNCs) as seek to meaningfully direct their products across national borders. While cultural anthropologists have lately focused on local adaptation and appropriation of TNCs' products to local meanings, the reverse process by which TNCs co-opt local meanings to a universalizing evolutionary paradigm,in what they have come to regard as a consumption-led new global order,has not been examined. Globalization is explored as a key cultural concept driving marketing managers' practices,the myth and charter behind large TNC border crossings. [consumer marketing, globalization, transnational corporations, United States] [source] Customer perceived value, satisfaction, and loyalty: The role of switching costsPSYCHOLOGY & MARKETING, Issue 10 2004Zhilin Yang It is a marketplace reality that marketing managers sometimes inflict switching costs on their customers, to inhibit them from defecting to new suppliers. In a competitive setting, such as the Internet market, where competition may be only one click away, has the potential of switching costs as an exit barrier and a binding ingredient of customer loyalty become altered? To address that issue, this article examines the moderating effects of switching costs on customer loyalty through both satisfaction and perceived-value measures. The results, evoked from a Web-based survey of online service users, indicate that companies that strive for customer loyalty should focus primarily on satisfaction and perceived value. The moderating effects of switching costs on the association of customer loyalty and customer satisfaction and perceived value are significant only when the level of customer satisfaction or perceived value is above average. In light of the major findings, the article sets forth strategic implications for customer loyalty in the setting of electronic commerce. © 2004 Wiley Periodicals, Inc. [source] New product decision making: How chance and size of loss influence what marketing managers see and doPSYCHOLOGY & MARKETING, Issue 11 2002David Forlani This article empirically examines, in a new-product decision context, the relationships among risk propensity, perceived risk, and risky choice decisions, when risk is operationalized as the chance of loss and the size of loss. The results indicate that perceptions of chance of loss directly influence choice among alternatives possessing different chances of loss and gain, whereas risk propensity directly influences choice among alternatives that differ in their size of loss and gain. The findings extend previous research by identifying dimension-specific effects (a) between who the decision maker is and the size of an investment's potential loss, and (b) between what the decision maker sees and the chance that an investment will experience a loss. These results not only contribute to theory, but also provide marketing managers with guidance for their risky choice decisions. The composition of a new product's risk has implications for the decisions marketing managers make, for the placement of managers in risk-sensitive positions, and for the presentation of information to individuals with oversight responsibility for the firm's product strategy decisions. © 2002 Wiley Periodicals, Inc. [source] Testing the implied mediational role of cognitive agePSYCHOLOGY & MARKETING, Issue 10 2001Kevin P. Gwinner Although the concept of cognitive age has been positioned in the psychology, marketing, and gerontology literatures as an important variable that mediates the relationship between specific antecedents and consequences, a test of its implied mediational role has not been done. As such, researchers and marketing managers lack a clear understanding of cognitive age's usefulness among a variety of important segmentation variables. This study employs mediated regression analysis to formally explore this implied mediational role with the use of five antecedent variables and three consumer-behavior outcomes. Results indicate that cognitive age either fully or partially mediates the relationship between antecedents and consequences, but not for all possible relationships. A structural-equation model is then developed to further explore the substantive relationships between the variables. © 2001 John Wiley & Sons, Inc. [source] Market orientation, interdepartmental integration, and product development performanceTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2001Kenneth B. Kahn Various research studies have shown that a market orientation and interdepartmental integration can positively influence product development performance. Addressed in this article is whether market orientation and interdepartmental integration both equally influence product development performance, whether one of these constructs is more influential than the other, and whether such influence is dependent on the type of department being examined? Analyzing survey data from 156 marketing, manufacturing, and R&D managers, the tentative results suggest that a market orientation and interdepartmental integration correlate to improved product development and product management performance in varying degrees across these three manager sets. It appears that a positive relationship between market orientation and product development petformance is likely to be reflected by the marketing department, while marketing and manufacturing departments are likely to reflect a positive relationship between the general construct of market orientation and product management performance. Manufacturing managers also reflect a positive relationship between interdepartmental integration and product development and product management performance. Further analyses involving the elements of a market orientation and interdepartmental integration find that a customer orientation appears important to performance in the case of marketing managers, and that collaboration is important to performance in the case of manufacturing managers. R&D managers did not reflect any statistically significant relationships between market orientation, interdepartmental integration, their constructs, and performance. These results should not be taken as refuting the claim of an important relationship between market orientation and product development performance, however. The present results refine our understanding of market orientation to consider department-specific effects, as well as temper the claims that implementing a market orientation will readily lead to improved product development performance across all departments in an organization. This may or may not be the case, depending on the focal department. [source] Is All Communication Created Equal?: An Investigation into the Effects of Communication Mode on Perceived Information QualityTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2000Elliot Maltz Enhancing communication between functions is crucial to successful product development and management. Previous work in the product innovation management literature has made two implicit assumptions. First, that increasing the frequency of information dissemination from one function to the other always improves the perceived quality of the information received. The second assumption is that all types of interfunctional communication carry equal weight in the decision-making process of the target of that communication. The current study develops a typology of communication modes, which suggests a rationale for why these assumptions may not be true. The empirical findings of the study, based on a survey of 504 nonmarketing managers indicate that the relationship between total communication frequency and perceived information quality (PIQ) is nonlinear. Specifically, the study finds that marketing managers can either communicate too little or too much with nonmarketing managers. If they interact too infrequently, they run the risk of not understanding the way to most effectively communicate market information. If they communicate too much, they may overload the manager with too much information and erode the overall quality of the information sent. In addition, some modes of communication are more effective in improving perceptions of the quality of market information. For instance, regular e-mail sent by marketing managers seems to have no effect on perceived information quality. On the other hand, e-mail sent with supporting documentation can have a strong positive effect on perceived information quality. Impromptu phone calls by marketing have less positive effects than scheduled phone calls. Interestingly, too much of the wrong types of communication actually seem to reduce perceptions of perceived information quality, and consequently the likelihood that market information will be used. The study also suggests that certain kinds of communication are better for manufacturing managers and others more effective in sharing information with R&D managers. For instance, disseminating information through written reports seems to reduce perceived information quality. This is particularly true for R&D managers. On the other hand too many meetings can reduce perceptions of PIQ, particularly on the part of manufacturing managers. Implications for theory and practice are discussed. [source] | ||||||||||