search the articles directory
Powered by Google™
old Direct marketing articles
What is business strategy and strategic planning - ...ainty about competitive strengths and behavior, (c) when commitment of
resources is irreversible, (d) when decisions must be coordinated between
...
Identification of Strategic Business Units - ... centers, strategic planning units, or
independent business units. The philosophy behind the SBU concept has been
described this way:
The ...
Concept of Strategic Marketing - ...marketing in its new
role, a new term - strategic marketing - has been coined to represent the latter. This
article discusses differen...
Aspects of strategic marketing - ...ning indicates that failure in
marketing can block the way to goals established by the strategic plan. A prime
example is provided by Texas In...
Strategic marketing and marketing management - ...ing to marketing
mix variables. In the strategic marketing approach, market segments are
formed to identify the group(s) that can provide the ...
Strategic marketing implementation - ...d and freshness
into marketing strategy.
Failings in Strategic Marketing
The following are the common probl...
About Corporate Appraisal - ...arketing.
Operating decisions are those dealing with current operations of the business.
The typical objective of t...
Corporate Response to Different Publics - ...fortunate. Indirectly, of course, even this rather uninspired
notion of charity gave the company a good name and thus served a public
relations...
Importance of Value Orientation in the Corporate Environment - ...choice
of strategy. His mores, habits, and ways of doing things determine how he behaves
and decides. His sense of obligation to his company w...
Resources and Marketing Strategy - ...nly marketing resources
but also resources of the company across the board. For example, price setting is
a part of marketing strategy, yet it...
Natural and Strategic Competition - ...d continues. In addition, any
projected rise in profitability must be thoroughly justified in the light of this
trend. The perspectives of dif...
What is competition - ...A well-recognized
body of theoretical knowledge about competition has emerged and can be
grouped broadly into two categories: (a) economic the...
Competition on the market - ...ive activity may or may not be injurious to the industry as a
whole. For example, while a price war may result in lower profits for all members
...
Strategic Usefulness of Competitive Intelligence - ...f the perspectives of its competitors.
Competitive intelligence includes information beyond industry statistics and trade
gossip. It involves c...
Gathering Competitive Intelligence - ...ic market to each competitor and what is the level of its
commitment?
• What are the relative strengths and limitations of each compet...
Organization for Competitive Intelligence - ...e firm. A recent study indicates that
over 500 U.S. firms are involved or interested in running their own competitive
intelligence activities. ...
Model of Industry Structure Analysis - ...duct differentiation,
and exit barriers. Among these variables, the number of competitors
and industry growth are the most influential. Furthe...
Selling a Wrap - ...s
means that you will most likely receive less money for
your lien than you would if you paid off the underlying
at closing. In most cases, b...
Purchase and Sale Agreement - ...
Acceptance of a purchase agreement means that your
property is held off the market until closing occurs or
the agreement is voided. You shoul...
latest articles under "Direct marketing"
Navigation: Categories » Business » Direct marketing
Below is a list of all Direct marketing articles. If you want to find a tutorial by keywords, all you have to do is a quick search in our directory. Just use the search option available at the top-right side of the page. The website search is powered by web-articles. Or, if you want to read specific Direct marketing tutorial, just point to it. The newest articles and tutorials are shown first in the list. To access the last ones, browse the pages 2, 3, 4... at the bottom. Also, you may browse articles alphabetically ordered.
Page# 1 2 (last added articles shown first)
Enter page# 1 2 (last added articles shown first)
Below is a list of all Direct marketing articles. If you want to find a tutorial by keywords, all you have to do is a quick search in our directory. Just use the search option available at the top-right side of the page. The website search is powered by web-articles. Or, if you want to read specific Direct marketing tutorial, just point to it. The newest articles and tutorials are shown first in the list. To access the last ones, browse the pages 2, 3, 4... at the bottom. Also, you may browse articles alphabetically ordered.
Page# 1 2 (last added articles shown first)
Selling a Wrap (02/20/2008)
(...) In addition, since you have increased your protective equity, any discount incurred from selling your note will be softened. Your equity increase can minimize, often dramatically, any discount. Remember, even if you never intend to sell your lien, it is wise to structure your lien so that it will bring top market value should an emergency occur. (...)
(...) In addition, since you have increased your protective equity, any discount incurred from selling your note will be softened. Your equity increase can minimize, often dramatically, any discount. Remember, even if you never intend to sell your lien, it is wise to structure your lien so that it will bring top market value should an emergency occur. (...)
Purchase and Sale Agreement (02/20/2008)
(...) Examples of escape clauses that you, the property seller may want to consider would include being able to obtain acceptable credit report(s) on the purchaser(s), acceptable job history and proof of income, acceptable title policy (lender’s policy), and all other variables which you deem to be important. You cannot put too many escape clauses into your contract. Even if the purchaser has terrible credit, no job, and/or no income, you can choose to go through with the sale of your property. (...)
(...) Examples of escape clauses that you, the property seller may want to consider would include being able to obtain acceptable credit report(s) on the purchaser(s), acceptable job history and proof of income, acceptable title policy (lender’s policy), and all other variables which you deem to be important. You cannot put too many escape clauses into your contract. Even if the purchaser has terrible credit, no job, and/or no income, you can choose to go through with the sale of your property. (...)
Marketing and the Concept of Planning and Strategy (06/06/2007)
(...) This relationship between the strategic planning process and approaches to marketing decision making is depicted in Exhibit 1-1. Planning perspectives develop in response to needs that arise internally or that impinge on the organization from outside. During the 1950s and 1960s, growth was the dominant fact of the economic environment, and the planning processes developed during that time were typically geared to the discovery and exploitation of entrepreneurial opportunities. (...)
(...) This relationship between the strategic planning process and approaches to marketing decision making is depicted in Exhibit 1-1. Planning perspectives develop in response to needs that arise internally or that impinge on the organization from outside. During the 1950s and 1960s, growth was the dominant fact of the economic environment, and the planning processes developed during that time were typically geared to the discovery and exploitation of entrepreneurial opportunities. (...)
Requisites for Successful Planning (06/06/2007)
(...) Achieving the proper blend of these forces requires making difficult decisions, as the Boston Consulting Group has suggested. Although planning is indeed complex, successful planning systems do have common fundamental characteristics despite differing operational details. First, it is essential that the CEO be completely supportive. (...)
(...) Achieving the proper blend of these forces requires making difficult decisions, as the Boston Consulting Group has suggested. Although planning is indeed complex, successful planning systems do have common fundamental characteristics despite differing operational details. First, it is essential that the CEO be completely supportive. (...)
What is business strategy and strategic planning (06/06/2007)
(...) At the corporate level, strategy is mainly concerned with defining the set of businesses that should form the company’s overall profile. Corporate strategy seeks to unify all the business lines of a company and point them toward an overall goal. At the business level, strategy focuses on defining the manner of competition in a given industry or product/market segment. (...)
(...) At the corporate level, strategy is mainly concerned with defining the set of businesses that should form the company’s overall profile. Corporate strategy seeks to unify all the business lines of a company and point them toward an overall goal. At the business level, strategy focuses on defining the manner of competition in a given industry or product/market segment. (...)
Identification of Strategic Business Units (06/06/2007)
(...) g., research and development, finance, and marketing) are related. Optimizing certain functions instead of the company as a whole is far from adequate for achieving superior corporate performance. (...)
(...) g., research and development, finance, and marketing) are related. Optimizing certain functions instead of the company as a whole is far from adequate for achieving superior corporate performance. (...)
Concept of Strategic Marketing (06/06/2007)
(...) Marketing represents the boundary between the marketplace and the company, and knowledge of current and emerging happenings in the marketplace is extremely important in any strategic planning exercise. At the other end of the scale, marketing management deals with the formulation and implementation of marketing programs to support the perspectives of strategic marketing, referring to marketing strategy of a product/market. Marketing strategy is developed at the business unit level. (...)
(...) Marketing represents the boundary between the marketplace and the company, and knowledge of current and emerging happenings in the marketplace is extremely important in any strategic planning exercise. At the other end of the scale, marketing management deals with the formulation and implementation of marketing programs to support the perspectives of strategic marketing, referring to marketing strategy of a product/market. Marketing strategy is developed at the business unit level. (...)
Aspects of strategic marketing (06/06/2007)
(...) Its experience can be summarized as follows: The lack of marketing skills certainly was a major factor in the . . . (...)
(...) Its experience can be summarized as follows: The lack of marketing skills certainly was a major factor in the . . . (...)
Strategic marketing and marketing management (06/06/2007)
(...) . Strategic sectors are the key to strategy because each sector’s frame of reference is competition. The largest competitor in an industry can be unprofitable in that the individual strategic sectors are dominated by smaller competitors. (...)
(...) . Strategic sectors are the key to strategy because each sector’s frame of reference is competition. The largest competitor in an industry can be unprofitable in that the individual strategic sectors are dominated by smaller competitors. (...)
Strategic marketing implementation (06/06/2007)
(...) Further, “where’’ information is usually easy for competitors to copy. “How’’ information, on the other hand, is tough to get and tough to copy. It concerns the fundamental workings of the business and the company. (...)
(...) Further, “where’’ information is usually easy for competitors to copy. “How’’ information, on the other hand, is tough to get and tough to copy. It concerns the fundamental workings of the business and the company. (...)
About Corporate Appraisal (06/06/2007)
(...) As might be expected, a decision that may be optimal for one time period may not be optimal in the long run. The second category of decision making, strategic decisions, deals with the determination of strategy: the selection of the proper markets and the products that best suit the needs of those markets. Although strategic decisions may represent a very small fraction of the multitude of management decisions, they are truly the most important as they provide the definition of the business and the general relationship between the firm and its environment. (...)
(...) As might be expected, a decision that may be optimal for one time period may not be optimal in the long run. The second category of decision making, strategic decisions, deals with the determination of strategy: the selection of the proper markets and the products that best suit the needs of those markets. Although strategic decisions may represent a very small fraction of the multitude of management decisions, they are truly the most important as they provide the definition of the business and the general relationship between the firm and its environment. (...)
Corporate Response to Different Publics (06/06/2007)
(...) As one of the most progressive institutions in the society, the corporation is expected to provide balanced prosperity in all fields. Two generations ago, the idea of a business being a party to a contract with society would have provoked an indignant snort from most businesspeople. Even 10 years ago, a business’s contract with society was more likely material for a corporate president’s speech to the stockholders than a basis for policy. (...)
(...) As one of the most progressive institutions in the society, the corporation is expected to provide balanced prosperity in all fields. Two generations ago, the idea of a business being a party to a contract with society would have provoked an indignant snort from most businesspeople. Even 10 years ago, a business’s contract with society was more likely material for a corporate president’s speech to the stockholders than a basis for policy. (...)
Importance of Value Orientation in the Corporate Environment (06/06/2007)
(...) As employees steeped in the corporate culture move up the ladder, they become role models for newcomers, and the process continues. How companies in essentially the same business move in different strategic directions because of different top management values can be illustrated with an example from American Can Company and Continental Group. Throughout the 1970s, both Robert S. (...)
(...) As employees steeped in the corporate culture move up the ladder, they become role models for newcomers, and the process continues. How companies in essentially the same business move in different strategic directions because of different top management values can be illustrated with an example from American Can Company and Continental Group. Throughout the 1970s, both Robert S. (...)
Resources and Marketing Strategy (06/06/2007)
(...) Full and skillful utilization of resources can give a firm a distinct competitive edge. Resources and Marketing Strategy Consider the following resources of a company: 1. Has ample cash on hand (financial strength). (...)
(...) Full and skillful utilization of resources can give a firm a distinct competitive edge. Resources and Marketing Strategy Consider the following resources of a company: 1. Has ample cash on hand (financial strength). (...)
Natural and Strategic Competition (06/06/2007)
(...) Effectiveness measures the success of a business’s products and programs in relation to those of its competitors in the market. Effectiveness commonly is measured by such items as sales growth in comparison with that of competitors or by changes in market share. 2. (...)
(...) Effectiveness measures the success of a business’s products and programs in relation to those of its competitors in the market. Effectiveness commonly is measured by such items as sales growth in comparison with that of competitors or by changes in market share. 2. (...)
What is competition (06/06/2007)
(...) Structure refers to the economic and technical perspectives of the industry in the context in which firms compete. It includes (a) concentration in the industry (i.e. (...)
(...) Structure refers to the economic and technical perspectives of the industry in the context in which firms compete. It includes (a) concentration in the industry (i.e. (...)
Competition on the market (06/06/2007)
(...) As firms startedjockeying for position, the intensity of competition increased manifold. Anumber of firms, for example, Texas Instruments and Atari, were forced to quit the market. At the same time, new competitors such as Dell and Compaq entered the market, undermining even IBM. (...)
(...) As firms startedjockeying for position, the intensity of competition increased manifold. Anumber of firms, for example, Texas Instruments and Atari, were forced to quit the market. At the same time, new competitors such as Dell and Compaq entered the market, undermining even IBM. (...)
Strategic Usefulness of Competitive Intelligence (06/06/2007)
(...) Passive intelligence is ad hoc information gathered for a specific decision. Acompany may, for example, seek information on a competitor’s sales compensation plan when devising its own compensation plan. Finally, offensive intelligence is undertaken to identify new opportunities. (...)
(...) Passive intelligence is ad hoc information gathered for a specific decision. Acompany may, for example, seek information on a competitor’s sales compensation plan when devising its own compensation plan. Finally, offensive intelligence is undertaken to identify new opportunities. (...)
Gathering Competitive Intelligence (06/06/2007)
(...) 2. Analyze the performance record of each competitor. The performance of a competitor can be measured with reference to a number of criteria. (...)
(...) 2. Analyze the performance record of each competitor. The performance of a competitor can be measured with reference to a number of criteria. (...)
Organization for Competitive Intelligence (06/06/2007)
(...) At the SBU level, the major interest is in marketing strategy, that is, product, pricing, distribution, and promotion strategies that a competitor is likely to pursue. The true payoff of competitive intelligence comes from the SBU review. Organizationally, the competitive intelligence task can be assigned to an SBU strategic planner, to a marketing person within the SBU who may be a marketing research or a product/market manager, or to a staff person. (...)
(...) At the SBU level, the major interest is in marketing strategy, that is, product, pricing, distribution, and promotion strategies that a competitor is likely to pursue. The true payoff of competitive intelligence comes from the SBU review. Organizationally, the competitive intelligence task can be assigned to an SBU strategic planner, to a marketing person within the SBU who may be a marketing research or a product/market manager, or to a staff person. (...)
Enter page# 1 2 (last added articles shown first)