Marketing Intelligence & Planning
Corporate intelligence and transformational marketing in the age of the Internet (Корпоративный интеллект и трансформационный маркетинг в эпоху Интернета) [статья]
Опубликовано на портале: 09-01-2003Peter R.J. Trim Marketing Intelligence & Planning. 2002. Vol. 20. No. 5. P. 259 - 268.
Strategic marketing has established itself as a separate body of marketing knowledge and forced marketing strategists to think more deeply about establishing long-term working relationships that are external to the organization. Relationship marketing has evolved and is playing an integral part in the formation of partnership arrangements in an era characterized by networks and technology utilization. The Internet represents an emerging vehicle for business transactions and is set to provide unique opportunities. Developing a mindset which takes into account the importance of strategic marketing, the necessity for relationship marketing and the interactivity offered by technology, are of interest to marketers who are employed within a strategic capacity. In view of this, senior marketing personnel need to pay attention to the areas of corporate intelligence and transformational marketing, if, that is, the organization is to develop a sustainable competitive advantage in a fast moving, complex and increasingly unpredictable world. It also means that senior management need to think in terms of establishing a number of distinct groups within the organization.
Environmental scanning and organizational culture (Анализ внешней среды и организационная культура) [статья]
Опубликовано на портале: 09-01-2003Carl L. Saxby Marketing Intelligence & Planning. 2002. No. 1. P. 28-34.
This paper examines the connection between environmental scanning for market intelligence, organizational culture and generic strategies. The generic strategies, based on the Miles and Snow typology, are related to the organizational culture types developed by Deshpande et al. An enhanced model of the one proposed by Deshpande et al. is presented. By providing a more complete model, it is possible to more accurately represent an organization's interaction with its environment with respect to its generic strategy and scanning approach. Propositions are presented pertaining to the type of scanning approach utilized by organizations in each quadrant. The paper concludes with planning implications for each quadrant.