scholarly journals Assessment of the enterprise marketing performance

2017 ◽  
Vol 15 (4) ◽  
pp. 1-16 ◽  
Author(s):  
Maryna Korzh ◽  
Andriy Gaievskyi ◽  
Karyna Hurdzhyian
Keyword(s):  
Marketing Strategy ◽  
Economic System ◽  
International Business ◽  
Business Processes ◽  
Evaluation Model ◽  
Assessment Tools ◽  
Strategy Development ◽  
Marketing Performance ◽  
Domestic Enterprise ◽  
Image Building

Nowadays, the Ukrainian economic system is facing difficulties because of country’s integration into the world globalization processes, and crisis phenomena create uncertainty and lack of stability to entrepreneurship that results in the increase in risk of international business processes. Therefore, assessing the marketing performance of a domestic enterprise under the instability is of particular interest. This requires for quantitative and qualitative system-based and situational reasoning of its marketing development plan. The main objective of the paper is to determine the methodological approaches to assessing both the quantitative and qualitative results of an enterprise’s marketing performance. It is determined that in the current context of the national economic system, the operation of business must include the actions directed to mutually agreed economic, image-building, informational, environmental, and social goals. In this regard, the concept of marketing strategy of an enterprise’s functioning and development in a volatile environment based on the system-based and situational approach is developed, and the assessment tools to evaluate marketing strategy performance are proposed (marketing performance evaluation model based on sales revenue index; forecasting the amount of profit from participation in international business processes; plan of actions in cases of forecasting the profit from participation in international business processes taking into account the effectiveness of marketing strategies realization; PSR-FM method that allows to integrate evaluation results of customers’ perceptual and transactional loyalty). The approaches to assessing the effectiveness of the enterprise’s marketing strategy development allow to analyze both the marketing performance of an enterprise at large and the specific marketing initiative regardless of area of economic activity.

The use of marketing tools for effective marketing strategy development and implementation

2019 ◽  
pp. 4-16
Author(s):  
Anna Oliynyk
Keyword(s):  
Marketing Strategy ◽  
Business Processes ◽  
Swot Analysis ◽  
Profit Maximization ◽  
Marketing Mix ◽  
Strategy Development ◽  
Environment Analysis ◽  
Marketing Environment ◽  
Theoretical Approaches ◽  
Market Opportunities

The subject of research is a mix of theoretical and practical aspects in terms of the use of marketing tools for effective marketing strategy development and implementation. The purpose of the research is to figure out and enhance the key theoretical approaches during marketing tools usage, suggest step-by-step marketing tools instructions for each particular stage of marketing strategy. Methodology. The article was written with the use of the methods of critical analysis of scientific literature and Internet sources, abstraction, generalization, the ascent from abstract to the concrete, comparison, analysis and synthesis. Previously mentioned methods gave an opportunity to generalize the scientific approaches to the definition of ‘marketing strategy’ category, consider in detail and compare modern marketing tools for effective marketing strategy development and implementation. The results of the work. Marketing strategy development consists of three main stages: determinating of market opportunities, building the strategy itself with the help of STP-analysis (segmentation, targeting, positioning) and shaping the marketing program (4P marketing mix). For each stage of the strategy is determined a range of tools, that company should implement in order to reach an effective marketing strategy. For instance, for the first stage were proposed such strategic planning tools as SWOT-analysis, Porter’s five forces model and 5C-analysis. All tools mentioned above help the company to identify its strengths and weaknesses comprehensively, to understand its consumers, inner business-processes and influence of external environmental factors, which company is not capable of changing. During the second stage (STP-analysis) were offered company positioning tools like the Value Proposition Canvas (by A. Osterwalder) and Bowman’s Strategic Clock. Consequently, using the results of previous stages a company will have enough information for establishing the 4P marketing mix. Conclusions. The use of mentioned above instruments will allow companies to develop marketing strategies more effectively, by focusing on company business issues and, at the same time, carefully considering the main negative and positive points of the product following ongoing consumer needs for the purpose of profit maximization and the company`s performance improvement. Key words: marketing strategy, marketing environment analysis, marketing tools, segmentation, positioning, targeting.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

Systems Thinking in Strategy Development

2012 ◽  
pp. 32-60
Keyword(s):  
Marketing Strategy ◽  
Systems Thinking ◽  
Value Chain ◽  
Business Performance ◽  
Systems Approach ◽  
Causal Models ◽  
Strategic Decision ◽  
Strategy Development ◽  
Marketing Process ◽  
The Given

Systems thinking is considered as an important tool in developing strategic decision in marketing. The systems approach enables connecting objects of various types to a single platform of thinking, to organize different forms of activity within the given time and space of the situation in business. This chapter describes how systems thinking could provide a framework to various marketing process and create a map of the value chain that specifies relationships among the components of the marketing processes. Discussions in the chapter provide a conceptual framework of the development of systems thinking and systems methodologies and explain how such approaches can deal with issues of market complexity. Causal models in developing marketing strategy are illustrated, and new insights on thinking as a method to achieve desired business performance are also discussed.

Marketing Strategy, Technology and Modes of Entry in Global Retailing

2011 ◽  
pp. 1-27
Author(s):  
Dr. Rajagopal
Keyword(s):  
Marketing Strategy ◽  
International Business ◽  
Market Entry ◽  
International Marketing ◽  
Destination Country ◽  
Operational Control ◽  
Trade Off ◽  
Sales Personnel ◽  
Low Intensity ◽  
Country Market

A firm, which would like to involve itself in the international business, may look for its entry into international marketing in many possible ways including exporting, licensing, franchising, or as a production firm with multi-national plant locations. However, at any level of market entry the managerial trade-off lies between extent of risk and operational control. The low intensity modes of entry minimize risk e.g. contracting with a local distributor requires no investment in the destination country market as the local distributors may own offices, distribution facilities, sales personnel, or marketing campaigns.

Marketing Strategy Development

2021 ◽  
pp. 167-182
Author(s):  
Robert E. Stevens ◽  
David L. Loudon ◽  
Bruce Wrenn ◽  
William E. Warren
Keyword(s):  
Marketing Strategy ◽  
Strategy Development

Marketing Innovativeness on Marketing Performance: Role of Religio-Centric Relational Marketing Strategy

2019 ◽  
Vol 19 (1) ◽  
pp. 52-74
Author(s):  
Mulyana Mulyana ◽  
Hendar Hendar ◽  
Moch Zulfa ◽  
Alifah Ratnawati
Keyword(s):  
Marketing Strategy ◽  
Relational Marketing ◽  
Marketing Performance

scholarly journals STRATEGI PEMASARAN PAKET WISATA FULL DAY DI PT. TOUR EAST INDONESIA

Jurnal IPTA ◽  
2014 ◽  
Vol 2 (1) ◽  
pp. 17
Author(s):  
Putu Geni Jaya Ksamawan ◽  
I Made Kusuma Negara ◽  
I Putu Sudana
Keyword(s):  
Marketing Strategy ◽  
Human Resource Development ◽  
Development Strategy ◽  
Process Management ◽  
Swot Analysis ◽  
Matrix Analysis ◽  
Strategy Development ◽  
Travel Agents ◽  
The Right ◽  
Full Day

he development of increasing tourist arrivals to Bali led to the development of business and tourism in the world of business, one business trip in Bali. PT. Tour East Tours and Travel is the one of the travel agents in Bali in this to win the competition with other companies, the need for proper marketing strategy and correct. This study aims to determine the marketing strategy Full Day tour packages PT. Tour East Indonesia and what strategies can be implemented in the PT. Tour East Tours and Travel to boost sales of tour packages to tourists as well as winning the competition with other companies. In this study using Qualitative descriptive data analysis techniques combined with a SWOT analysis to figure out what the right strategy is used to market tour packages Full Day of PT. Tour East Indonesia. Based on the SWOT matrix analysis obtained a marketing strategy that can be applied to PT. Tour East Tours and Travel is a strategy creation and development of tourism products, increased promotion strategies, human resource development strategy, market segmentation strategy development, and strategies for improving the quality of products and services. From the results of this study can be given advice to the PT. Tour East Tours and Travel is improving service process management and define market segments and maintain the image of the internal and external environment, while maintaining a cooperative relationship, and held training to staff meetings.

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