Intra-organisational attitudes to marketing and the Implementation of the marketing concept in nonprofit organisations

This paper explores the market orientation and marketing culture of all staff within a nonprofit organisation to ascertain the extent to which members of the organisation support or create barriers to the implementation of the marketing concept. Of particular interest in this research is the role of nonprofit organisations, which are often thought of as having a production, rather than marketing focus. Consequently, there may be cultural and behavioural conflicts between, for example, marketing personnel and production personnel. This paper provides a brief overview of the existing literature in the field of market orientation and marketing culture. After detailing the general research design, a summary of the results of 11 initial focus groups, consisting of all staff in one nonprofit organisation, is presented. The findings indicate that while all areas within this organisation are committed to marketing, there are various interpretations of marketing and how it should be implemented.

Modelling the marketing of place by local government in Australia

Much of Regional Australia is suffering from an overall decline in population with a specific loss of young adults (16-30 year olds). A decline in population, linked with the Australia-wide problems of ageing populations and diminishing birth rates, is leading to a social and economic malaise in many regional cities and towns that threatens their long-term sustainability due to the lack of skilled workers and professionals. This paper examines the concept of “place” marketing, and the approach of local government to market regions, cities, and towns to attract targeted population to help maintain the sustainability of Regional Australia.

Developing and testing a model of knowledge utilisation through marketing research

Little research has examined the return on marketing research, be that financial or knowledge acquisition. Furthermore, there has been insufficient research into the factors affecting the conduct of marketing research. This paper investigates and reports on a conceptual model proposed by Yaman (2000), which explores knowledge acquisition, dissemination, and utilisation through marketing research. The study specifically explores and attempts to replicate the model’s conceptual structure. The data were collected electronically via emails and an HTML web-form questionnaire, with a sample of 182 being obtained. Using structural equation modelling, the results obtained indicated an adequate fit for a modified Yaman model to the data from this particular sample.

Marketing position taxonomies : an empirical analysis

Despite the continuing need for an empirically validated classification of marketing positions, for theoretical and practical purposes, it appears that no such schema exists. This study contributes to the development of such a taxonomy through an empirical examination of marketing positions. Specifically, the research extends an existing taxonomy by empirically investigating personal selling marketing activities. Based on the taxonomy developed by Darmon (1998), data were collected about the information load, information complexity, and time and relationship management activities of marketers. Various analytical techniques were used to investigate specific features of the instrument and the taxonomy, as well as to provide convergence for the conclusions drawn by the researchers. It was established that sales positions can be more meaningfully identified, and, therefore, better categorised, by six dimensions than by job title or job role. Further, it appears that marketers in the same selling position vary significantly on these dimensions. These findings have important implications for marketing theory, applied research and management. However, future research should refine the instrument used in this study, since some anomalies emerged in the findings, and extend the study by investigating a wider range of marketing positions. Such research may also explore whether the dimensions identified in this study influence the performance and job satisfaction of marketers, and the extent to which marketing managers account for these variations.