Marketing 3.0: a sinergia entre marketing e as relações públicas

This paper aims to discuss the influence of the Public Relations professional in the current market environment, where the client's relationship with the organization is visibly marked by greater freedom of the latter in the decision of buying. The importance of the work and vision of this professional can be observed trough the paths marketing area had been taking, like the appearance of Marketing 3.0. In this paper the intention is to study the paths who lead to the convergence of both areas and in what way both professionals can allied their knowledge aiming to succeed in the market, without ignoring the fact that the results will be better and better the more genuine is the philosophy of respect for the client practiced by the organization and its employees

Experiences with Grid Marketing - Summary of Chariton Valley Beef Sales for Year 2000

Producers in the Chariton Valley Beef organization have marketed more than 10,000 head of cattle into grid markets over the past three years. Data from 134 lots were summarized, with 3,791 head of cattle marketed into four grid markets. Producers averaged $26.05 per head premiums. Premiums and discounts ranged from a positive $79.01 to a negative $40.44 on tots delivered.

The role of brand marketing in snowboarding: A comparative study of Switzerland and New Zealand

Introduction: Brands play an essential role in the organizational structure of snowboarding by sponsoring athletes, arranging events, contributing to product development and developing long-term partnerships with other key actors. However, the specialities of their role in scene sports, such as creating identities, networking and brand marketing strategies, have not been extensively researched. This study aims to provide an analysis of the function of brands within the snowboarding subculture by comparing how the sport is organized in Switzerland and New Zealand. Sociological theories of subcultures (Hitzler & Niederbacher, 2010) and social networks (Stegbauer, 2008) are used to defi ne the structures of the sport, whereas marketing and branding theories (Adjouri & Stastny, 2006) help to understand the role of the brands. Snowboarding will be defi ned as an alternative sports subculture based on characteristics such as aesthetics, adventure and new resources of performance (Schwier, 2006). Such a defi nition also begs for a novel form of analyzing its organization. Unlike more conventional structures, the organization of snowboarding allows a variety of actors to get involved in leading the sport. By portraying and encouraging differentiated identities and lifestyles, athletes provide a space for other actors to fi nd their place within the sport (Wheaton, 2005). According to Stegbauers network theory, individual actors are able to obtain high positions and defi ne their identity depending on their ties to actors and networks within the subculture (Stegbauer, 2008). For example, social capital, contacts within the sport and insider knowledge on subculture-related information enable actors to get closer to the core (Hitzler & Niederbacher, 2010). Actors who do not have close networks and allies within the subculture are less likely to engage successfully in the culture, whether as an individual or as a commercial actor (Thorpe, 2011). This study focuses on the organizational structure of snowboarding by comparing the development of the sport in Switzerland and New Zealand. An analysis of snowboarding in two nations with diverse cultures and economic systems allows a further defi nition of the structural organization of the sport and explains how brands play an important role in the sport. Methods: The structural organization of the sport will be analyzed through an ethnographic approach, using participant observation at various leading events in Switzerland (Freestyle.ch, European Open) and New Zealand (World Heli Challenge, New Zealand Open, New Zealand Winter Games). The data is analyzed using grounded theory (Glaser & Strauss 1967) and gives an overview of the actors that are playing an important role in the local development of snowboarding. Participant observation was also used as a tool to get inside the sport culture and opened up the possibility to make over 40 semi-structured qualitative expert interviews with international core actors from 11 countries. Obtaining access to one actor as a partner early on helped to get inside the local sport culture. The ‘snowball effect’ allowed the researcher to acquire access, build trust and conduct interviews with experts within the core scene. All the interviewed actors have a direct infl uence on the sport in one or both countries, which permit a cross-analysis. The data of the interviews was evaluated through content analysis (Mayring 2010). The two methods together provided suffi cient data to analyze the organizational structure and discuss the role of brand marketing within snowboarding. Results: An actors mapping by means of a center-periphery framework has identifi ed fi ve main core groups: athletes, media representatives, brand-marketing managers, resort managers and event organizers. In both countries the same grouping of actors were found. Despite possessing different and frequently multiple roles and responsibilities, core actors appear to have a strong common identifi cation as ‘snowboarders’, are considered to be part of the organizational elite of the sport and tend to advocate similar goals. The author has found that brands in Switzerland tend to have a larger impact on the broader snowboarding culture due to a number of factors discussed below. Due to a larger amount of snowboarders and stronger economic power in Europe, snowboarders are making attempts to differentiate themselves from other winter sports, while competing with each other to develop niche markets. In New Zealand, on the other hand, the smaller market enables more cooperation and mutual respect within snowboarders. Further they are more closely linked to other winter sports and are satisfi ed with being lumped together. In both countries, brands have taken up the role of supporting young athletes, organizing competitions and feeding media with subculture-related content. Brands build their image and identity through the collaboration with particular athletes who can represent the values of the brand. Local and global communities with similar lifestyles and interests are being built around brands that share a common vision of the sport. The dominance of brands in snowboarding has enabled them with the power to organize and rule the sport through its fan base and supporters. Brands were defi ned by interviewees as independent institutions led by insiders who know the codes and symbols of the sport and were given trust and credibility. The brands identify themselves as the engines of the sport by providing the equipment, opportunities for athletes to get exposure, allowing media to get exclusive information on activities, events and sport-related stories. Differences between the two countries are more related to the economic system. While Switzerland is well integrated in the broader European market, New Zealand’s geographical isolation and close proximity to Australia tends to limit its market. Further, due to different cultural lifestyles, access to resorts and seasonal restrictions, to name a few, the amount of people practicing winter sports in New Zealand is much smaller than in Switzerland. However, this also presents numerous advantages. For example, the short southern hemisphere winter season in New Zealand enables them to attract international sports athletes, brands and representatives in a period when Europe and North America is in summer. Further, the unique snow conditions in New Zealand and majestic landscape is popular for attracting world renowned photo- and cinematographers. Another advantage is the less populated network as it provides the opportunity for individuals to gain easier access to the core of the sport, obtain diverse positions and form a unique identity and market. In Switzerland, on the other hand, the snowboarding network is dense with few positions available for the taking. Homegrown brands with core recognition are found in both countries. It was found that the Swiss brands tend to have a larger impact on the market, whereas in New Zealand, the sport is more dependent on import products by foreign brands. Further, athletes, events and resorts in New Zealand are often dependent on large brand sponsorships from abroad such as from brand headquarters in the Unites States. Thus, due to its location in the centre of Europe, Swiss brands can take advantage of brands which are closer in proximity and culture to sponsor athletes and events. In terms of media coverage, winter sports in New Zealand tend to have a minor coverage and tradition in local mass media, which leads to less exposure, recognition and investment into the sport. This is also related to how snowboarding is more integrated into other winter sports in New Zealand. Another difference is the accessibility of the ski resort by the population. While in Switzerland the resorts are mostly being visited by day-travelers, ‘weekend warriors’ and holiday makers, the location of the resorts in New Zealand make it diffi cult to visit for one day. This is in part due to the fact that Swiss ski resorts and villages are usually the same location and are accessible through public transportation, while the ski resorts in New Zealand have been built separately from the villages. Further, the villages have not been built to accommodate to high tourist arrivals. Thus, accommodation and food facilities are limited and there is a lack of public transportation to the resorts. Discussion: The fi ndings show that networks and social relations combined with specifi c knowledge on scene-related attributes are crucial in obtaining opportunities within the sport. Partnerships as well as competition between these different actors are necessary for core acceptance, peer credibility and successful commercial interests. Brands need to maintain effective marketing strategies and identities which incorporate subcultural forms of behavior and communication. In order to sustain credibility from its fans, athletes and other snowboarding actors, brands need to maintain their insider status through social networks and commercial branding strategies. The interaction between all actors is a reciprocated process, where social capital, networks and identities are being shared. While the overall structure of snowboard subcultures in Europe and New Zealand are similar, there are some distinct characteristics which make each one unique. References Adjouri, N. & Stastny, P. (2006). Sport-Branding: Mit Sport-Sponsoring zum Markenerfolg. Wiesbaden: Gabler. Glaser, B. & Strauss, K. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago: Aldine. Hebdige, D. (2009). Subculture; The meaning of style. New York: Routledge. Hitzler, R. & Niederbacher, A. (2010). Leben in Szenen: Formen juveniler Vergemeinschaftung heute. Wiesbaden: Verlag für Sozialwissenschaften. Mayring, P. (2010). Qualitative Inhaltsanalyse: Grundlagen und Techniken. Weinheim: Beltz. Schwier, J. (2006). Repräsentationen des Trendsports. Jugendliche Bewegungskulturen, Medien und Marketing. In: Gugutzer, R. (Hrsg.). body turn. Perspektiven der Soziologie des Körpers und des Sports. Bielefeld: transcript (S. 321-340). Stegbauer, C. (2008). Netzwerkanalyse und Netzwerktheorie. Ein neues Paradigma in den Sozialwissenschaften. Wiesbaden: VS Verlag für Sozialwissenschaften. Thorpe, H. (2011). Snowboarding bodies in theory and practice. Basingstoke: Palgrave Macmillan. Wheaton, B. (2005). Understanding lifestyle sports; consumption, identity and difference. New York: Routledge.

CRIANÇA ESPERANÇA: comunicação e marketing da Rede Globo

Este estudo teve como objetivo analisar o Projeto Criança Esperança, da Rede Globo de Televisão, buscando identificar se ele é uma atividade de filantropia pela qual a empresa busca ajudar a sociedade brasileira, prestando-lhe contas sobre os resultados e direcionamento das doações por meio de seu veículo de comunicação ou se é uma Estratégia de Comunicação do Marketing de Causas Sociais da organização, que além de ajudar a comunidade com as ações propostas, utiliza os instrumentos de Relações Públicas para auxiliar na consolidação da imagem institucional da empresa, por meio da articulação dos seus vários públicos. A pesquisa embasou suas conclusões na análise dos valores das doações dos telespectadores no show/programa, dos índices de audiência e de participação de parceiros e de patrocinadores. Esses itens mostraram ser indicadores confiáveis de uma estratégia de comunicação de sucesso ou, até então, de insucesso do projeto. A metodologia empregada foi o Estudo de Caso do Programa/Show Criança Esperança, pesquisa bibliográfica embasada em documentos e entrevistas.

CRIANÇA ESPERANÇA: comunicação e marketing da Rede Globo

Este estudo teve como objetivo analisar o Projeto Criança Esperança, da Rede Globo de Televisão, buscando identificar se ele é uma atividade de filantropia pela qual a empresa busca ajudar a sociedade brasileira, prestando-lhe contas sobre os resultados e direcionamento das doações por meio de seu veículo de comunicação ou se é uma Estratégia de Comunicação do Marketing de Causas Sociais da organização, que além de ajudar a comunidade com as ações propostas, utiliza os instrumentos de Relações Públicas para auxiliar na consolidação da imagem institucional da empresa, por meio da articulação dos seus vários públicos. A pesquisa embasou suas conclusões na análise dos valores das doações dos telespectadores no show/programa, dos índices de audiência e de participação de parceiros e de patrocinadores. Esses itens mostraram ser indicadores confiáveis de uma estratégia de comunicação de sucesso ou, até então, de insucesso do projeto. A metodologia empregada foi o Estudo de Caso do Programa/Show Criança Esperança, pesquisa bibliográfica embasada em documentos e entrevistas.

The network structure of a regional tourism organization: Application of he social network theory in one region of Queensland

Regional tourism organizations (RTOs) plays a central role in planning, coordinating and marketing tourism in many areas, including Queensland, Australia. RTOs rely on interaction with a network of other organizations for their efficient functioning. This paper describes an exploratory case study that develops a method for use of social network analysis techniques to analyse the inter-organizational network in one RTO region in Queensland. Results indicate that differences exist in the structure of inter-organizational links between commercial tourism organizations and planning organizations, between tourism organizations and other sectoral clusters, and between organizations at local, regional and state levels. The results highlight areas or improvement in the role and responsibilities of RTOs in Queensland.

CRIANÇA ESPERANÇA: comunicação e marketing da Rede Globo

Este estudo teve como objetivo analisar o Projeto Criança Esperança, da Rede Globo de Televisão, buscando identificar se ele é uma atividade de filantropia pela qual a empresa busca ajudar a sociedade brasileira, prestando-lhe contas sobre os resultados e direcionamento das doações por meio de seu veículo de comunicação ou se é uma Estratégia de Comunicação do Marketing de Causas Sociais da organização, que além de ajudar a comunidade com as ações propostas, utiliza os instrumentos de Relações Públicas para auxiliar na consolidação da imagem institucional da empresa, por meio da articulação dos seus vários públicos. A pesquisa embasou suas conclusões na análise dos valores das doações dos telespectadores no show/programa, dos índices de audiência e de participação de parceiros e de patrocinadores. Esses itens mostraram ser indicadores confiáveis de uma estratégia de comunicação de sucesso ou, até então, de insucesso do projeto. A metodologia empregada foi o Estudo de Caso do Programa/Show Criança Esperança, pesquisa bibliográfica embasada em documentos e entrevistas.

A cross-national investigation into the marketing department's influence within the firm:toward initial empirical generalizations

An ongoing strong debate within the marketing discipline concerns the role of marketing within the firm. It has been frequently reported that the marketing function is in a deep decline. Marketing executives and academics alike are interested in the antecedents of this decline and potential performance consequences of this decline. Recent academic research have started investigations on this important topic. Using studies in single countries innovativeness and accountability of the marketing department has been reported as major antecedents of the influence of the marketing department within the organization. Academic research, however, does not provide convincing evidence for a direct link between this influence and business performance. Instead it shows that market orientation is a crucial intervening variable, as marketing department influence is positively related market orientation, which subsequently positively related to business performance. As noted prior research, however, studies firms in single countries. In this article we execute a cross-national study on the antecedents and performance consequences of marketing department influence in order to derive initial empirical generalizations. This study is executed in seven Western-oriented countries, including USA, UK, The Netherlands, Germany, Sweden, Israel and Australia. The study heavily builds on the framework developed in the 2009 Journal of Marketing article of Verhoef and Leeflang. This framework is tested per country and subsequently meta-analytic tests are used to derive initial empirical generalizations. An important empirical generalization is that innovativeness, the customer-connecting capabilities, and accountability of the marketing department are positively related to marketing department influence. Interestingly, a second initial generalization is that creativity of the marketing negative induces less influence. Our results also show a third empirical generalization in that firms having a CEO with a marketing background tend to have more influential marketing departments. Confirming prior research a fourth initial empirical generalization is that MD influence measures and market orientation are positively related. Market orientation is subsequently positively related to business performance. Our most important generalization is, however, that MD influence is positively related to business performance. Hence, beyond striving to become market oriented, firms should also aim to have strong marketing departments. These departments can create a stronger focus on the customer and can also coordinate marketing efforts. In order to become more influential marketing departments should: (1) acquire innovative capabilities, (2) be more connected to customers, (3) invest in accountability, and (4) be careful with be careful being too creative.

Getting marketing back in the boardroom:understanding the drivers of marketing's influence within the firm

As many strategically important aspects of marketing are addressed by other functions in the organization, the decreased influence of the marketing department within companies is a topic of growing debate. In this study, the authors investigate this diminished influence and assess its determinants and consequences. They interviewed 25 marketing and finance executives from leading Dutch firms. They also conducted a large-scale Internet-based survey of several hundred marketing, finance, and general managers. Their results show that accountability and the innovativeness of the marketing department are the major drivers of the marketing department’s influence. They also demonstrate that a firm’s short-term orientation is negatively related to the influence of the marketing department. Marketing influence is positively related to market orientation, which is positively related to firm performance. Their results do not support prior findings of a direct positive link between marketing influence and firm performance, which might suggest that there is no need for a strong marketing department. The study suggests that an influential marketing department is relevant primarily when the firm is not market oriented. When firms are market oriented, a less influential marketing department does not lower their performance. Hence, it appears that they can choose to have an influential or noninfluential marketing department without any repercussions for their performance. Marketing activities could move to other functions. The authors suggest that marketing departments should aim to retain their influence. Dispersing marketing decision making among many functions can cause a lack of coordination; customers also lose their advocate within the firm. How can marketing departments regain their influence? The authors suggest two general solutions. First, marketing departments should become more accountable by linking marketing actions and policies with financial results. Marketers should become capable in analytics and finance. Second, they should become more innovative by increasing their share in new product or service concepts. They can do so by using their knowledge of the market and customers to contribute to new product or service development.

Strategic marketing and e-business

The dramatic growth in e-business is manifest in phenomena such as the surge in internet retailing, the boom in social media based marketing communications, and the centrality of e-commerce to many organizations’ core strategies. Despite this the precise implications of e-business for marketing strategy remain little-understood. In order to guide theory development and practice in the marketing strategy domain, it is of fundamental importance to take stock of the impact that e-business has had upon strategic marketing. Therefore, this chapter develops a conceptual framework in order to explicate the implications of e-business for strategic marketing theory and practice. We find that the impact of e-business on strategic marketing is far-reaching; influencing not only isolated departments, but the organization as a whole. Finally, we conclude that whilst organizations should be alert to the dynamic opportunities and threats posed by e-business, the guiding principle of value creation should not be forgotten.

A desztináció menedzsment szerepe a desztinációs versenyképességben – Hazai és dán tapasztalatok tükrében = The role of destination management in the destinations’ competitiveness – Hungarian and Danish experiences

A desztináció menedzsment valamennyi desztinációs versenyképesség modell középponti eleme, és „csodaszerként” jelenik meg, különösen azokban az országokban, amelyek a desztináció menedzsment eszközrendszerét a közelmúltban vezették be, annak érdekében, hogy a desztinációk lépést tudjanak tartani a versenytársaikkal, mint ahogyan ez hazánkban is történt. Jelen tanulmány alapját a témában írt PhD Értekezésem (Sziva, I. (2010)) adja, amelynek fókuszában a desztinációs versenyképesség értelmezése, az ex ante oldali tényezők feltárása állt. A téziskutatás során feltárt tényezők, és a Bírálóim konstruktív fejlesztési javaslatai a téma továbbkutatására ösztönöztek. Mindezért tartottam elengedhetetlennek, hogy a tézisemben összefoglalt hazai és osztrák kutatások legfontosabb eredményeit további nemzetközi színtéren, ezúttal Dániában vizsgáljam, jelen esetben a fókuszt a desztináció menedzsment tényezőire, és annak kiemelt kontextusaira helyezve. Jelen tanulmány legfontosabb célja az, hogy egyrészt összefoglalást adjon a desztináció menedzsment szerepéről a desztinációs versenyképesség elméleti megközelítéseit tekintve. Továbbá, hogy a hazai tapasztalatok összevetésre kerüljenek a szakértői interjúk során megismert dán tapasztalatokkal és további kutatási irányok kerüljenek meghatározásra. Ezúton szeretném megköszönni dániai kutatásom interjú-alanyainak részvételét és a Budapesti Corvinus Egyetem TÁMOP 4.2.1.B-09/1/KMR-2010-0005 projekt keretében nyújtott támogatását! _________ Destination management is the central element of the model concerning destinations’ competitiveness, and appears as „wonder medicine”, particularly in those countries, where the tools of destination management was introduced in the near past, as it happened in Hungary. The baseline of this study is given by my PhD Dissertation (Sziva, I. (2010)), which was focusing on interpretation and the ex ante factors of destinations’ competitiveness. The factors identified during my thesis research, and the constructive recommendations of my Reviewer gave the motivation for further analysis. That is why was it important to make further researchers based on the results identified in the Hungarian and Austrian cases of my thesis research, and add further international, this time Danish context to the research, by focusing on destination management among the factors of competitiveness. The aim of the article is to give a summary about the theoretical approach of destination management and compare the Hungarian experiences with that of the results of the Danish research based on experts’ interviews. Hereby I would like to thank my interviewees their participation, and the support of Corvinus University Budapest in the framework of TÁMOP 4.2.1.B-09/1/KMR-2010-0005 project.

Az észlelt kultúraszemélyiség és hatása az ország turisztikai és üzleti célpontként való megítélésére (Investigation the effect of perceived culture – personality (CP) on the evaluation of the country as ideal business/tourist destination)

A kutatás fő célja annak vizsgálata, hogy egy adott kultúra észlelt személyisége milyen hatással van az ország ideális turisztikai, illetve üzleti célországként való megítélésére. A kultúraszemélyiség koncepciójának bemutatása után a kultúraszemélyiség-skála (culture personality, CP) fejlesztésének kezdeti eredményeit, majd a kultúraszemélyiség dimenzióinak vizsgálatát részletezik a szerzők. A skálakialakítás során – kvalitatív eredményeiket felhasználva – egy ötvenegy tulajdonságpárból álló szemantikus differenciálskálát fejlesztettek ki és teszteltek. Jelen cikkükben összehasonlítják Franciaország és Magyarország észlelt kultúraszemélyiségét, vizsgálva a magyar és a francia válaszadók véleményének hasonlóságait és különbségeit. Eredményeik azt mutatják, hogy nemcsak az egyes kultúrák személyiségét észlelik eltérően a válaszadók, de ugyanazon kultúra személyiségének bizonyos jellemzőit is eltérően ítélik meg. _____ The main purpose of our study was to investigate the effect of perceived culture – personality (CP) on the evaluation of the country as ideal business/tourist destination. After introducing the concept of culture-personality, initial results of our CP scale development are discussed, and dimensions of culture-personality will be examined. As a result of the scale construction procedure – based on our extensive qualitative studies –, a 51-item semantic differential scale has been developed and tested. Similarities and differences of perceived culture-personalities of France and Hungary among Hungarian and French respondents are described.

Marketing A Hospitality Program And Its Product

In his dialogue entitled - Marketing A Hospitality Program and Its Product - Jürgen Chopard, Dr. es Sciences (Economics) Director, Centre International de Glion, Glion, Switzerland, Dr. Chopard initially offers: “The recruitment of qualified personnel is extremely difficult in an industry with a poor image; where career paths are not well defined. The author discusses the employment of marketing management techniques to improve the positioning of hospitality education and create a more attractive perception of the hotel industry.” As outlined in the above paragraph, Dr. Chopard vectors-in on marketing strategies from two standpoints; the educational side with its focus on curriculum, and the larger, industry side with its emphasis on public perception and service. These are not necessarily, nor should they be viewed as disparate elements. “ Although some professionals may see schools of hospitality education catering to two markets, students on one hand and industry on the other, in fact, their needs should be viewed as the same and hence a single market,” Dr. Chopard says to bolster his assertion. “The marketing concept is a management orientation that holds that the key task of the organization is to determine the needs and wants of target markets and to adapt the organization to delivering the desired satisfactions more effectively and efficiently than its competitor,” the author confides, with an attribution. From these information/definition leanings, Dr. Chopard continues on a path that promotes the Centre International de Glion, Glion, Switzerland, which he is affiliated with. Why, because they endorse the same principles he is explaining to you. That’s not a bad thing. Essentially, what Dr. Chopard wants you to know is, education and business management are synonymous and therefore should share the same marketing designs and goals. “It is hard to believe that as critically important a sector as education does not use for its own management the techniques which it teaches and which have largely been proved in other fields,” the author provides as counterpoint. Since pedagogical needs so closely relate to the more pragmatic needs of the industry in general, these elements should seek to compliment and engage each other, in fact, collaboration is imperative, Dr. Chopard expresses a priori. “The cooperation of future employers is indispensable in the preparation of the product, so that it is capable of providing the expected services. The need for close relations between training establishments and the hotel and catering industry seems obvious,” Dr. Chopard says. The author reveals some flaws in hospitality marketing strategy, and then contrasts these against how a successful strategy could/should be implemented.