Summarising his recently launched book: "MARKETING is FINANCE is BUSINESS" in 4 key stages, you will discover the rocket science behind the creation of meaningful marketing miracle in the galactic age upon us. Chris will show why marketing based on fundamentals (like insights) is so much more than pretty pictures and Silicon snake oil. He will inspire us: 1) To (literally) look up to the sky and challenge our current mindsets; 2) To look back on the last 50 years of marketing and finance; 3) To build on it looking forward to the next 50 years, and; 4) To eventually translate marketing in the language your board and investors can and want to understand. This last part will go deeper on his trademarked prototype for Alpha M, the world's first-ever marketing rating model. Alpha M is designed to help marketers "speak better Wall Street", and to help the finance world make smarter investment decisions.
Marketing has come a long way. And while there's no doubt all the science and technology has made marketing smarter, has it made it better? I'm not so sure. We need to remember that marketing will always be more art than science; marketing is a craft, not just a job. And great marketing takes an intuitive leap into the unknown, a leap that science and research can't take for you. You need to know when to use science and when to use art, respect the role each can play, build complimentary skill sets in the marketing team. Blending art and science the right way is the alchemy we need to make marketing great again.
The future evolution of marketing seems destined to expand beyond the confines of the selling of goods and services. The energies and skills used to manage the abstractions of added values will probably be extended to encompass social and ethical issues. There has been focus recently amongst politicians upon whether or not there are capitalist market mechanisms that will automatically correct some of the imbalances of the present system, particularly with regard to issues where apolitical co-operation is required. The power of the discriminating consumer may prove to be one such mechanism, working through their choice of brands.
This paper describes the structure and main features of a tool aiming at understanding the role played by advertising within the marketing environment. A special focus is on the question how explanatory variables are selected and related according to their semantic status.
For over thirty years the marketing discipline's self-concept has been dominated by 'the marketing concept' - the conviction that the purpose of the organization is to 'create satisfied customers'. In fact, the real purpose is control and when looked at in this light it may be that the whole marketing concept and process need to be re-evaluated.
The paper stresses the need for modelling as a tool for structuring the complexities of the marketing environment so that marketing management can better utilise the data at their disposal as well as their knowledge. This will help in meeting the goals of the organisation. The paper further looks at some available models and their implementation and use.
The function of marketing education for managers is to bridge the gap which exists between theoretical concepts and practical application/implementation. In this connection, the didactic structure of the educational process is of much importance and deserves careful consideration. The increasing complexity of organizations and their environment asks for a multidisciplinary approach, also in the field of marketing. The marketing educator of the future will no longer be the traditional mono-disciplinary marketing specialist, but should become the "marketing development expert". This means that a fundamental change in attitude and approach is needed. This trend could also have a considerable impact on the development of marketing theory.
The author is responsible for marketing research courses which form part of Marketing degree and other courses in the University of Strathclyde at Glasgow in the U.K. The objectives of these research courses have to be decided in the light of the probable career patterns of undergraduate and postgraduate students, together with the limits and advantages of an academic course. The paper discusses these limits and advantages, then the needs of marketing enterprises in general. Discussion of individual topics in the subjects follows. A complication is the needs of the specialist marketing research 'producer' organization, and the need of the marketing organization to maintain an interface with these specialists. Examples are given of the practice and aspirations of the Strathclyde courses.
Our aim is to impart a thorough knowledge of market and opinion research, together with the conviction that the methods learnt are not always applicable under all conditions. The trainees are admonished not to employ the methods indiscriminately. They learn to appraise each situation individually, and to select the suitable method. In attaining this objective, it is necessary that theoretical and practical training is combined. It is therefore particularly expedient to train people at the market research institutes. For university graduates practical experience in an institute is strongly recommended.