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Articles 1 - 8 of 8
Full-Text Articles in Business
Marketing Strategy And Wall Street: Nailing Down Marketing's Impact, Dominique M. Hanssens, Roland T. Rust, Rajendra Kumar Srivastava
Marketing Strategy And Wall Street: Nailing Down Marketing's Impact, Dominique M. Hanssens, Roland T. Rust, Rajendra Kumar Srivastava
Research Collection Lee Kong Chian School Of Business
Stock prices are based in large part on corporate financial statements, augmented by analysis by stock analysts. The ultimate goal of any marketing expenditure should be to increase the value of the firm, but the road from marketing expenditure to stock price is usually circuitous. This is because marketing’s path to financial impact is through revenues, and the road to revenues runs through the customer.
The Ceo's Marketing Manifesto, Nirmalya Kumar
The Ceo's Marketing Manifesto, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
CEOs are frustrated by marketing's inability to deliver results. Has the profession lost its relevance? It is argued that, while the function of marketing has lost ground, the importance of marketing as a mind-set geared toward customer focus has gained momentum. Here we challenge marketers to change their role from tactical implementers of traditional marketing functions - the tactical 4 P's - to orchestrating organization-wide, transformational initiatives aimed at profitably delivering value to customers.
Real-Time Evaluation Of Email Campaign Performance, Andre Bonfrer, Xavier Dreze
Real-Time Evaluation Of Email Campaign Performance, Andre Bonfrer, Xavier Dreze
Research Collection Lee Kong Chian School Of Business
We develop a testing methodology that can be used to predict the performance of e-mail marketing campaigns in real time. We propose a split-hazard model that makes use of a time transformation (a concept we call virtual time) to allow for the estimation of straightforward parametric hazard functions and generate early predictions of an individual campaign's performance (as measured by open and click propensities). We apply this pretesting methodology to 25 e-mail campaigns and find that the method is able to produce in an hour and fifteen minutes estimates that are more accurate and more reliable than those that the …
Choice Models In Marketing: Economic Assumptions, Challenges And Trends, Chandukala, Sandeep R., Jaehwan Kim, Thomas Otter, Peter E. Rossi, Greg M. Allenby
Choice Models In Marketing: Economic Assumptions, Challenges And Trends, Chandukala, Sandeep R., Jaehwan Kim, Thomas Otter, Peter E. Rossi, Greg M. Allenby
Research Collection Lee Kong Chian School Of Business
Choice Models in Marketing examines recent developments in the modeling of choice for marketing and reviews a large stream of research currently being developed by both quantitative and qualitative researches in marketing. Choice in marketing differs from other domains in that the choice context is typically very complex, and researchers' desire knowledge of the variables that ultimately lead to demand in marketplace. The marketing choice context is characterized by many choice alternatives. The aim of Choice Models in Marketing is to lay out the foundations of choice models and discuss recent advances. The authors focus on aspects of choice that …
Become A Value Merchant, James Anderson, Nirmalya Kumar, James A. Narus
Become A Value Merchant, James Anderson, Nirmalya Kumar, James A. Narus
Research Collection Lee Kong Chian School Of Business
Increasingly held accountable for reducing costs, purchasing and other customer managers don't have the luxury of simply believing suppliers' claims of cost savings. A relatively easy and quick way to obtain savings is for purchasing managers to focus on price and obtain price concessions from suppliers. To enhance their negotiating power, purchasing managers attempt to convince suppliers that their offerings are the same as their competitors, so that they could be easily replaced. In the face of such pressure, suppliers cave in and match competitor prices. Doing business based on demonstrating and documenting superior value is, indeed, a rare commodity. …
Certified Value Sellers, James Anderson, Nirmalya Kumar, James A. Narus
Certified Value Sellers, James Anderson, Nirmalya Kumar, James A. Narus
Research Collection Lee Kong Chian School Of Business
Some companies think that offering deep discounts to buyers is the only way to sell their products in business markets. The authors propose a better way.
Business Market Value Merchants, James Anderson, Nirmalya Kumar, James A. Narus
Business Market Value Merchants, James Anderson, Nirmalya Kumar, James A. Narus
Research Collection Lee Kong Chian School Of Business
To get a fair return on the superior value that their offerings deliver to customers, progressive B-to-B companies transform their sales forces from value spendthrifts into value merchants. These companies foster value merchants in more ways than simply compensating salespeople on profitability. As a result, their salespeople become value merchants, making business with customers more profitable by finding value drains and value leaks--rather than by seeking price cuts to retain or gain business.
Corporate Entrepreneurship As Resource Capital Configuration In Emerging Market Firms, Daphne W. Yiu, Chung-Ming Lau
Corporate Entrepreneurship As Resource Capital Configuration In Emerging Market Firms, Daphne W. Yiu, Chung-Ming Lau
Research Collection Lee Kong Chian School Of Business
Network-based resource capital such as political capital, social capital, and reputational capital are critical in providing firms with special access to various resources and legitimacy in emerging markets. However, how these generic nonmarket forms of capital are transformed into value-adding, industry-specific, and firm-specific uses, which subsequently enhance firm competitiveness, remained unanswered. Adopting a dynamic capability approach, this paper posits that corporate entrepreneurship performs a unique role of resource capital configuration and transformation in emerging market firms by continuously renewing firm competences so that congruence with the changing environment can be achieved. Building on this conceptualization, we argue that the positive …