The marketing function in its organisational context

1974 ◽  
Vol 8 (3) ◽  
pp. 265-277
Author(s):  
Douglas Tookey
Keyword(s):  
Organisational Context ◽  
Marketing Function

STRATEGI PEMASARAN DALAM PERSAINGAN DESTINASI PARIWISATA

Pringgitan ◽  
2021 ◽  
Vol 2 (01) ◽  
Author(s):  
Suhartapa Suhartapa
Keyword(s):  
Marketing Strategy ◽  
Tourism Destination ◽  
Short Term ◽  
Marketing Program ◽  
Marketing Function ◽  
Marketing Activities ◽  
Tourism Destinations ◽  
Selling Process ◽  
Target Markets

Tourism destination marketing activities begin by selecting target markets, and these activities are referred to as the segmenting and targeting process. Meanwhile, activities to acquire, maintain and develop target markets are called the selling process. And the last thing is creating, delivering and communicating the destination offering is called the positioning process. The process of tourism activities can be in the form of long-term decisions or strategic levels which include the branding, segmenting, targeting, selling and positioning processes. Meanwhile, the short-term activity process or the tactical level is usually called a marketing program in the form of various maneuvers so that the predetermined marketing strategy can run well. Meanwhile, tactical activities, which are usually called marketing programs, are short-term processes aimed at making the marketing strategy run as determined. Activities that are tactical in this marketing program are decisions about the marketing mix. Competition for tourism destinations can be carried out through strategies that optimize the functions of tourism destinations. Like other industries, the function of a tourism destination can be in the form of an operational function and a marketing function. Keywords: Marketing Strategy, Competitive Strategy, Tourism Destination

scholarly journals Psychological career resources of working adults: A South African survey

2008 ◽  
Vol 34 (2) ◽  
Author(s):  
Melinde Coetzee
Keyword(s):  
Distance Education ◽  
Career Development ◽  
South African ◽  
Education Institution ◽  
Employment Equity ◽  
Race And Gender ◽  
Working Adults ◽  
Organisational Context ◽  
And Gender ◽  
Gender Groups

The main objective of this study was to explore broad trends regarding how individuals from various age, educational, marital, race and gender groups in the South African organisational context differ in terms of their psychological career resources, as measured by the Psychological Career Resources Inventory. A sample of 2 997 working adults registered as students at a South African higher distance education institution participated in this study. The results indicate significant differences between the various biographical variables and the participants’ psychological career resources. In the context of employment equity, and with more women entering the workplace, this study is expected to contribute important knowledge that will inform career development practices concerned with enhancing employees’ career meta-competencies as an important element of their general employability.

The risk associated with strategic decisions: is it a marketing issue?

2019 ◽  
Vol 35 (1) ◽  
pp. 6-8
Author(s):  
Davide Settembre-Blundo ◽  
Alfonso Pedro Fernández del Hoyo ◽  
Fernando Enrique García-Muiña
Keyword(s):  
Design Methodology ◽  
Management Practice ◽  
Current Debate ◽  
Strategic Decisions ◽  
New Approach ◽  
Content Type ◽  
Marketing Function ◽  
Strategic Approach ◽  
Management Perspective

Purpose The purpose of this paper is to analyze the strategic management of risks in companies from a marketing management perspective and to provide some guidance for management practice. Design/methodology/approach This paper presents the authors’ viewpoint, and it conceptualizes a new approach to risk management. Findings The conceptual discussion has opened up a possible new way for enterprises, especially SMEs, to start taking a strategic approach to risk. Originality/value This paper would like to contribute to the current debate on the role of marketing function in managerial practice beyond the classic four Ps.

scholarly journals The Role of Multi-Actor Engagement

2020 ◽  
Vol 6 (4) ◽  
pp. 176
Author(s):  
Sumitro Sarkum ◽  
Abd. Rasyid Syamsuri ◽  
Supriadi Supriadi
Keyword(s):  
Supply Chain ◽  
Employee Engagement ◽  
Business Strategy ◽  
Business Performance ◽  
Dynamic Capability ◽  
Customer Engagement ◽  
Market Knowledge ◽  
Marketing Function ◽  
Summary Statement

This study aims to meet the theoretical needs in answering the problem of the role of the marketing function on the dynamic capability that involves the role of multi actors through engagement. In particular, the study discusses the capabilities of SMEs’ business strategy in the offline to online market. The population of this research are owners, managers, and owners and managers of SMEs in Indonesia. The results of this study indicate that the integration of the supply chain into engagement can address the problem of the role of the marketing function that connects marketing and operations. Supply chain engagement is also able to moderate employee engagement to dynamic marketing engagement but not significantly moderate customer engagement. Meanwhile, the basis of integration as a dynamic capability in market knowledge has a significant effect on the multi-actor engagement consisting of customer engagement, employee engagement, and supply chain engagement. Summary statement of contribution: Our research builds on the three elements of multi-actor engagement that are significant against dynamic marketing engagement. The main finding of this research is that the concept of novelty can answer the proposition with the result that dynamic marketing engagement can improve business performance.

Integrating the Marketing Function

1985 ◽  
Vol 3 (2-3) ◽  
pp. 13-17
Author(s):  
Robert J. Smith
Keyword(s):  
Marketing Function

scholarly journals Marketing in the Tax Administration in Albania

2013 ◽  
Vol 60 (1) ◽  
pp. 67-78
Author(s):  
Elfrida Manoku ◽  
Mimoza Kalia
Keyword(s):  
Public Relations ◽  
Public Management ◽  
Management Approach ◽  
Structured Interviews ◽  
Non Profit ◽  
Public Marketing ◽  
Government Organizations ◽  
Marketing Model ◽  
Marketing Function ◽  
Directors And Officers

Abstract After the late 1970s the marketing discipline has known a considerable expansion and application not only in private sector but also in public or non-profit sector. Currently the debate is focused on how to better integrate the marketing concept and marketing function into the activities of government organizations as means of increasing the effectiveness of the delivery of public policy and citizens satisfaction. Public marketing is a new concept for the Albanian reality and very slowly is entering into the management approach. The aim of this paper is to evaluate how much is known and accepted the concept of marketing in the Albanian public sector and if this level of acceptance or rejection is reflected in the use of marketing strategies and tactics as instruments of public management. After a critical review of the literature about the last trends and research in this issue, qualitative methods are used through a case study in General Directorate of Taxation in Albania. In depth semi-structured interviews with several senior directors and officers were conducted to see the level of perceptions and practices thorough the major departments of this Institution. From the analysis of data gathered resulted that marketing is mostly equated with public relations function and was considered unnecessary and as a significant consumer of public funds. A number of recommendations are given on how to build an efficient marketing model for the General Directorate of Taxation in order to help increasing efficiency and quality of service to citizens.

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