![]() "Return on Quality (ROQ): Making Service Quality Financially Accountable," Journal of Marketing, 58, 58–70. "How to Reduce Market Penetration Cycle Times," Sloan Management Review, 35, 87–96. Boston, Mass.: Harvard Business School Press. "Pre-purchase Information Seeking for New Cars and Major Household Appliances," Journal of Marketing Research, 9, 249–257 "Advertising as Information," Journal of Political Economy, 81, 729–745. "A Descriptive Model of Consumer Information Search Behavior," Marketing Science, 1, Winter, 93–121. ![]() "A Model of Multi-attribute Judgement Under Attribute Uncertainty and Informational Constraint," Journal of Marketing Research, 18, 428–441. "Opinion: The Case for an Off-Balance-Sheet Controller," Sloan Management Review, Winter, 101–105. "Sipping the Fizz in Coca-Cola's Profit," The Wall Street Journal, April 29, Cl. "The 'Q': When is a Burger Not a Burger," The Wall Street Journal, May 30, Cl. "First Mover Advantages," Strategic Management Journal, 9, 41–58. ![]() "The Concept of Monopoly and the Measurement of Monopoly Power," Chapter 1, in Essays in Economic Analysis. "Stock Market Reactions to Brand Extension Announcements: The Effects of Brand Attitude and Familiarity," Journal of Marketing, 59(1), 63–77. "Determining the Going Value of a Business in an Emerging Information Technology Industry: The Case for Cellular Communications Industry," Technological Forecasting and Social Change, 49(3), 257–279. Contemporary Perspectives on Strategic Market Planning. "An Approach for Determining Optimal Product Sampling for the Diffusion of a New Product," Journal of Product Innovation Management, 12, 29–37. "Technology Without The Volatility," Forbes, Nov. "Managing Brand Equity," Marketing Research, l, 24–33. "How Long Can Nabisco Keep Doing More With Less?" Business Week, April 23, 90–95.įarquhar, P. "Middle-Price Brands Come Under Siege," Wall Street Journal, April 12, Bl and B6.ĭobrzynski, J. "Valuing Market Strategies," Journal of Marketing, 52, 45–57.ĭeveny, K. Cambridge Mass.: Marketing Science Institute.ĭay, G., and L. Jocz (eds.), Reflections on the Futures of Marketing. "Aligning the Organization to the Market." In D. "Marketing's Contribution to the Strategy Dialogue," Journal of the Academy of Marketing, Science, 20, 323–330.ĭay, G. "Has the Influence of Financial Performance on Reputation Measures Been Overstated?" Corporate Reputation Review, forthcoming.ĭay, G. "Mastering the Mix: Do Advertising, Promotion, and Sales Force Activities Lead to Differentiation?" Journal of Marketing Research, 31, 159–172.Ĭapraro, A. "The Marketing Management/Finance Interface," American Marketing Association Educators' Conference, Chicago: American Marketing Association, 325–329.īoulding, W., E. "Customer Satisfaction, Market Share and Profitability: Findings from Sweden," Journal of Marketing, 58, 53–66.Īnderson, P. "The Financial Information Content of Perceived Quality," Journal of Marketing Research, 31, 191–201.Īnderson, E. This riskreduction (and shareholder value creation) role of marketingactivities is examined within cross-functional processes forcreating customer value such as design of new products and services,supply chain management and management of relationships withcustomers, channels and strategic partners.Īaker, D. We suggest that the effectiveness of marketinginitiatives should be evaluated on the basis of their impacton the basic drivers of shareholder value–cash flow acceleration,cash flow enhancement, reduction in volatility and vulnerabilityof cash flows, and growth in the long-term value of business).These shareholder value metrics provide a framework for communicationof the contribution of marketing strategies to value creation.In particular, this paper focuses on the role of marketing inenhancing shareholder value by reducing the vulnerability andvolatility (hence risks) associated with cash flows. Marketing actions do lead to an acceleration ofthe market's acceptance of new products, to enhanced customerretention/loyalty, to an improvement in the size and qualityof customer bases, to price premiums and other desirable payoffs.Such financial outcomes suggest that marketing activities areoften strategic investments, not tactical, intangible expenses. But, marketers do create valuein other ways. All too often, justificationof marketing and communication initiatives is restricted to theirimpact on revenue generation. Marketing professionals have historically found it difficultto measure and communicate to other disciplines and to top managementthe value created by marketing activities.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |