|
on Marketing |
|
Issue of 2009‒06‒17
seven papers chosen by Joao Carlos Correia Leitao Technical University of Lisbon |
| By: | Matteo FINI; Patrizio GREGORI |
| Abstract: | Communication, in all its aspects excluding advertising, is an intrinsic element in every marketing strategy at whatever level. A quantitative analysis on the adevrtising and communication's feedback may be of absolute importance for the company, the research team and the marketing chief. In this small paper we are trying to emphasize communication strategies' impact opportunities and we are goingo to introduce some models of evaluation and control |
| Keywords: | Marketing, Performance, Measurement |
| JEL: | M31 M37 |
| Date: | 2007–10–30 |
| URL: | http://d.repec.org/n?u=RePEc:mil:wpdepa:2007-40&r=mkt |
| By: | Luciano PILOTTI |
| Abstract: | The main aim of that work is to describe some of the recent direction of evolution of the management categories related to the measuring of the performances of brand in terms of three main strategic variables as brand equity, customer equity and brand-customer loyalty. Infact, one of the most important factor able to transform the marketing scenario in the last 30 years has been the growing of intangibles deriving from the huge relevance of loyalty from customer to sustain the competitive advantage in the long run. The main problem has been so far to measure that intangibility of the firm and the connected performance in terms of the brand and customer loyalty. In that scenario is necessary to rethinking some management categories about the relations between targeting system of the firm and the specific relational context of the emergent sharing value user-provider. Measuring system s of performances needs to superior integration in one hand and , in the other, to pick up the specificity of the relational context user-provider to create sharing value in the long run. Furthermore is very important to describe and estimate better the interrelationship between promotion and advertising and the impact on customer loyalty towards more complex and multidimensional measures of “brand performances” that are the main conclusion of this introductory work. |
| Keywords: | Brand equity, customer strategy, marketing, intangibles |
| JEL: | M37 M31 |
| Date: | 2008–06–02 |
| URL: | http://d.repec.org/n?u=RePEc:mil:wpdepa:2008-15&r=mkt |
| By: | Matteo FINI; Patrizio GREGORI |
| Abstract: | In a society's managing core quantitative marketing has a central role. Specific use of mathematic techniques integrated with made-for softwares is a resource no manager can ignore before getting into strategic decisions concerning whatever field of a product's study or promotion. Managing to have objective informations on a brand's evaluation, client's response or marketing activity's feedback are now indisbensable matters in whatever businness campaign.Our aim in this work is to collect classic cases every manager has in its options for an economic brand's evalution correct and objective. We are going to see in detail: cases-study based on cost, on implementing future flows, those based on residual income and the differentials' one |
| Keywords: | Marketing, Performance, Measurement |
| JEL: | M31 M37 |
| Date: | 2007–10–27 |
| URL: | http://d.repec.org/n?u=RePEc:mil:wpdepa:2007-38&r=mkt |
| By: | Matteo FINI; Patrizio GREGORI |
| Abstract: | A client's importance is never the same for a manager, as it is not supposed to be beneficial. Managing to see the difference between client and client and dealing according to that is a focus point in the study of a bussinness' situation. A modern marketing strategy cannot go without a precise client's evaluation whether the client itself is one to keep or look for. Customer equity's index aim is to give the right value to the client, as a person but mostly as considered in a business' economy |
| Keywords: | Marketing, Performance, Measurement |
| JEL: | M31 M37 |
| Date: | 2007–10–29 |
| URL: | http://d.repec.org/n?u=RePEc:mil:wpdepa:2007-39&r=mkt |
| By: | Francesca BARIGOZZI; Paolo Giorgio GARELLA; Martin PEITZ |
| Abstract: | We extend the theory of advertising as a quality signal, using a model where an entrant can choose to advertise by comparing its product to that of an established incumbent. Comparative advertising, comparing quality of one’s own product to that of a rival’s, empowers the latter to file for court intervention if it believes the comparison to be false or misleading. We show that comparative advertising can be a signal in instances where generic advertising is not viable. |
| Keywords: | Advertising, Quality, signaling, Entry, Competition |
| JEL: | L15 M37 L13 |
| Date: | 2008–10–16 |
| URL: | http://d.repec.org/n?u=RePEc:mil:wpdepa:2008-31&r=mkt |
| By: | Reitz, Stefan; Schmidt, Markus; Taylor , Mark P. |
| Abstract: | Though unambiguously outperforming all other financial markets in terms of liquidity, foreign exchange trading is still performed in opaque and decentralized markets. In particular, the two-tier market structure consisting of a customer segment and an interdealer segment to which only market makers have access gives rise to the possibility of price discrimination. We provide a theoretical foreign exchange pricing model that accounts for market power considerations and analyze a database of the trades of a German market maker and his cross section of end-user customers. We find that the market maker generally exerts low bargaining power vis-á-vis his customers. The dealer earns lower average spreads on trades with financial customers than commercial customers, even though the former are perceived to convey exchange-rate-relevant information. From this perspective, it appears that market makers provide interdealer market liquidity to end-user customers with cross-sectionally differing spreads. |
| Keywords: | foreign exchange; market microstructure; pricing behavior |
| JEL: | F31 |
| Date: | 2009–05–30 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:15602&r=mkt |
| By: | Lazarica, Marinela |
| Abstract: | Lots of business experts have great ideas about the ways in which Web technologies can be used to enhance customer/partner relationships, increase market share, enhance competitive advantage, etc. However, many of these e-business ideas never take shape simply because it was so difficult to "sell" the idea to the key business decision-makers. What is the key to selling an e-business idea to decision-makers? What are the strategic factors who make this idea to become real? I think that the key is to try to understand the decision from their perspective. |
| Keywords: | e-business systems; e-business management; IT infrastructure; business decision |
| JEL: | L86 |
| Date: | 2008–04 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:15557&r=mkt |