DOCSLIB.ORG

Assessing the Effectiveness of the Marketing Mix in Social Marketing

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Assessing the Effectiveness of the Marketing Mix in Social Marketing Assessing the effectiveness of the marketing mix in social marketing Ville Veli Lahtinen Bachelor of Business Administration (Hons), Metropolia University of Applied Sciences Vantaa Master of Marketing (Hons), Griffith University Department of Marketing Social Marketing @ Griffith Griffith Business School Griffith University Griffith Business School and Population & Social Health Research Program, Griffith Health Institute Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy Date and Time: 14th March 2018 1 Abstract This research investigates whether a program utilising a full commercial marketing mix (4P) is more effective than a program using a promotion-only approach in increasing fruit and vegetable (FV) intake of children. Additionally, this research examines the effectiveness of the parental component of the same program examining the attitudes, subjective norms, behavioural control and intentions of parents for serving more fruit and vegetables to their children. Finally, the last study investigates the benefits and barriers of parents for serving fruit and vegetables, as separate groups of food, to their children as a first step to enhance the effectiveness of the parent component of the program. This research program responds to previous criticisms in social marketing about the relevance of the marketing mix. While social marketers such as Gordon (2012), Peattie & Peattie (2003), Wood (2008) and Tapp & Spotswood (2013) have criticised the marketing mix their criticisms are not founded on empirical data examining the effectiveness of the 4Ps. Further, systematic social marketing literature reviews show that most social marketing programs do not use the full marketing mix (4P) and most programs rely on promotion strategies (Carins & Rundle-Thiele, 2014b; Kubacki, Ronto, Lahtinen, Pang, & Rundle-Thiele, 2017; Kubacki, Rundle-Thiele, Lahtinen, & Parkinson, 2015; Kubacki, Rundle-Thiele, Pang, & Buyucek, 2015). Therefore before one can criticise the marketing mix or develop new models (see Tapp & Spotswood, 2013) and move beyond the 4Ps altogether, fundamental field experimental research is required to test whether a 4P approach is superior to a 1P approach. As a result, the first research question in Study 1 is: RQ1: Is an intervention using 4Ps more effective than an intervention using only 1P in increasing FV intake for Finnish children? The study demonstrated that the program using a full commercial marketing mix (4Ps) was more effective than the program using a promotion-only approach in creating behaviour change. The children participating in the 4P program showed a significant increase in FV intake at breakfast and breakfast and dinner combined. The children in the 1P program and control group showed no significant differences. Future research could benefit from empirically testing alternative marketing mix models. 2 The second study aims to expand views beyond the downstream audience (children) and focus on an important midstream audience, the parents, who have a significant impact on their children’s FV intake. The social marketing discipline has been known for focusing on downstream audiences, while the importance of midstream and upstream audiences has been recently acknowledged (Gordon, 2013; Hoek & Jones, 2011; Russell-Bennett, Wood, & Previte, 2013). To contribute to the midstream literature in social marketing, the second research question asks: RQ2: Can a social marketing FV campaign increase the attitudes, subjective norms, perceived behavioural control, and intentions for parents to serve more FVs to their children? The results of the study showed some promising effects for the parent component, as there was a significant increase in subjective norms and behavioural control towards parents serving more FV to their children. The control settings showed significant decreases in attitudes and subjective norms of parents when considering to serve FVs to the children. While the results showed some promise, future research is needed to build a more effective parent program component. Finally, Study 3 investigates the barriers and benefits for parents for serving fruits and vegetables for their children. While the previous literature has examined the barriers and benefits of fruits and vegetables as one single group; this study aimed to understand if the barriers and benefits were different for fruits and vegetables. This led to the last two research questions: RQ3a: What are the perceived benefits and barriers for Finnish parents when serving fruit for their children? RQ3b: What are the perceived benefits and barriers for Finnish parents when serving vegetables for their children? The results showed that the benefits and barriers are very different for fruits than they are for vegetables. Additionally, most of the benefits and barriers were fruit or vegetables specific, and cannot be generalised to a whole fruit or vegetable category. Limitations of the research and future research directions are outlined. Keywords: Social Marketing, Marketing Mix, Fruits and Vegetables, Midstream, Children 3 II Acknowledgments Professor Sharyn Rundle-Thiele and Dr. Timo Dietrich, I want to thank you both for the amazing support throughout this journey. Your endless support, guidance and words of encouragement through the ups and downs of this journey have been exceptional. Sharyn Rundle-Thiele was the first one to introduce me to the field of social marketing and the whole academic journey. We have gone a long way since that Master of Marketing class back in 2011, completed several papers and projects together. Sharyn has been a remarkable mentor. I want to thank her especially for the support during my medical problems in 2015 that left me feeling unwell for over a year. Me and my family are forever grateful for everything you did during that time. Thank you Dr Timo Dietrich for your amazing support since 2011. I can still remember how it all started, sitting in a sauna at your place. Since that sauna chat we have exchanged thoughts almost on a weekly basis and you are one of the main reasons I took on this PhD. This PhD would not have been completed without your help, guidance and support. Thank you for the endless philosophical discussions, lunches, 20 min whatsapp voice messages and hour long phone calls. You are not only a great mentor but also a true mate. I would like to acknowledge the financial support that I have received throughout my candidature by the Emil Aaltonen fund, which supported the design, delivery and evaluation process in Finland. Their financial support not only enabled me to focus on my studies, but also on building my very own social marketing program that affected over 2000 children in Finland. They also enhanced my candidature by allowing me to do better research and to attend domestic and international conferences. I would like to express my gratitude to the many schools, teachers and schoolchildren who have made this research project possible. In particular I would like to thank Kimmo Lukkarinen, who was my principal in primary school (1994-2000) and over 2 decades later the first principal accepting the Viisi Per Päivä program in this very same school. I also want to thank Marita Räsänen and Terttu Huupponen from the Metropolia University of Applied Sciences for providing me with enthusiastic nursing students to help in the execution of Viisi Per Päivä program. I also want to thank all of the nursing students for all the help and especially I want to thank Henna Sipinen, Sanni Halme, Salla Heiskanen and Hanna Wierenga for showing excellent commitment in the Viisi Per Päivä program. My thanks also go to Jinny Hayman for professional assistance with editing and proofreading. 4 I would like to thank my parents, Timo and Raija Lahtinen for their love and support throughout my life. You both supported me in the decision to further my studies in Australia, which has shaped my future for the better. You are both an inspiration to me. I will also like thank my brother Matti Lahtinen for all the support in life, and of course for teaching me to ride (and crash) a motorcycle. Special thanks goes also to the most critical thinker I know, my godfather Kauko Koivuniemi. I want to thank you for pushing my critical thinking further, and of course all the Mamma Rosa lunches we have had together. I also want to thank my best friends in Finland for making time to see me every time I came home to Finland. Thank you Joonas Konttila, Janne Takainen, Joonas Kairajärvi, Juha Ahlgren, Janne Kalliala and Tiina Pesonen. We have so many good years ahead of us. I also want to thank the people who have enabled me to live the Australian lifestyle outside the PhD. Thank you Samantha Spence for introducing me to Australia in 2006 and taking me under your roof when I arrived back in 2011 to do my Masters of Marketing at Griffith University. Thank you Aonghus Thomas Angelo for introducing me to the art of surfing. Surfing with you has given me so much joy during the tough times. Thank you Wade Richardson for being there, whether it was surfing, camping or motorcycle rides. Finally and most importantly, I want to thank my partner Emilia Forsman for her continuous support and her belief in me. She has moved to Australia, then to Finland and again back to Australia to be with me. She has given me endless strength when I have been stressed and haven’t known what to do. 5 III Statement of Original Authorship The work contained in this thesis has not been previously submitted to meet requirements for an award at this or any other higher education institution. To the best of my knowledge and belief, the thesis contains no material previously published or written by another person except where due reference is made. Signature Date 14th of March, 2018 6 IV PhD Specific Publications Journal articles currently in review Lahtinen, V., Dietrich, T. and Rundle-Thiele, S. (Under review, submitted 20.10.2018), Long live the marketing mix.
Load more

Recommended publications
  • Luxurious Brand and Social Media
    LUXURIOUS BRAND AND SOCIAL MEDIA Luxurious brands marketing strategies in social media BOTROS, SHADI. SAID, YACOUB. School of Business, Society & Engineering Course: Master thesis in Business Supervisor: Edward Gillmore Administration Date: 3/06/2021 Course code: FOA403 15 ECTS Abstract Date: 2021/06/03 Level: Master Thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University Authors: Shadi Botros Yacoub Said (87/07/24) (95/01/01) Title: LUXURIOUS BRAND AND SOCIAL MEDIA Tutor: Edward Gillmore Keywords: Luxury brands, Social media marketing activities, Brand perceptions, Brand awareness, Purchase intention. Research questions: What are the outcomes of social media marketing used by luxury brands, brand awareness and brand perception, on purchase attention? Purpose: The purpose of this research is to study if social media marketing can have an effect on luxuries brands perception in consumers mind and if social media can influence consumers purchase intention. Method: This study is following a quantitative approach by using statistical methods to test the hypothesis. Conclusion: Luxury brands are considered as exclusive and expensive brands. Social media is a mass communication tool that is usually used to reach a broad segment of consumers. The authors found out through the gathered data that consumers are aware about the brand and they perceive the brand as a luxury brand. However, consumers were not only relying on the official home page of the brand to obtain information. 2 Acknowledgment First and foremost, praises and thanks to God, the Almighty, for His showers of blessings throughout our research work to complete the research successfully.
    [Show full text]
  • Measuring the Perceived Quality of Ophthalmology Services in Private Organizations. a Marketing Perspective
    Romanian Journal of Ophthalmology, Volume 62, Issue 1, January-March 2018. pp:54-63 GENERAL ARTICLE Measuring the perceived quality of ophthalmology services in private organizations. A marketing perspective Gheorghe Iuliana Raluca, Gheorghe Consuela-Mădălina, Purcărea Victor Lorin “Carol Davila” University of Medicine and Pharmacy, Bucharest, Romania Correspondence to: Gheorghe IR, PhD, “Carol Davila” University of Medicine and Pharmacy, Bucharest, Romania, 8 Eroii Sanitari Bld., District 5, Bucharest, Romania, E-mail: [email protected] Accepted: January 14th, 2018 Abstract Nowadays, the competition registered on the Romanian markets regarding the activity of private ophthalmology organizations has raised their interest in developing consumer- oriented strategies. The key factor that assures a differentiation as well as a competitive advantage is the service quality from a marketing perspective. Objectives: From a marketing perspective, service quality is measured as a perceived discrepancy between the consumers’ expectations and was actually performed in health care services. The most widely and validated measurement is the SERVQUAL scale. However, a variety of SERVQUAL scales have been applied in different health care environments without taking into consideration the specialty of the health care service. Thus, the objective of this paper was to measure the service quality in the Romanian ophthalmology private organizations using the SERVQUAL measurement, by identifying the SERVQUAL dimensions, which register the highest and the lowest gap scores. Materials and methods: The instrument for data collection was the SERVQUAL self- administered questionnaire that consisted of 22 items measured on a 5-point Likert scale. The sample size encompassed 100 participants and the sampling technique was the snowball.
    [Show full text]
  • Orchestrating Marketing and Sales to Deliver the Ultimate Customer Experience Table of Contents
    The Art of Winning Orchestrating Marketing and Sales to Deliver the Ultimate Customer Experience Table of Contents 03 Ch 1: An Open Letter to Marketing and Sales Leaders 04 You’re Wasting Money Alienating Buyers and Customers 05 Alignment is Within Reach 06 Ch 2: You’re Not Compared to Your Competitor’s Experience— You’re Compared to Every Experience 07 Automating a Bad Experience Leads to Alienation at Scale 09 Ch 3: Understand the Structural Gaps Between Marketing and Sales 10 Issue #1: Marketing and Sales are Consulting Different Data Sets 12 Issue #2: Marketing and Sales are Looking at People Through Different Lenses 14 Issue #3: Marketing and Sales are Working in Parallel, Not in Coordination 16 Ch 4: Align Around Essential Moments of Collaboration 17 A Unified Customer View 19 Orchestrated Marketing and Sales Processes 21 Continually Improve Productivity 23 Ch 5: The Solution: Partner with LinkedIn to Deliver Indispensable Customer Experiences 29 Indispensable Customer Experiences Yield Serious ROI 29 How Marketing on LinkedIn Can Boost the Effectiveness of the Sales Team 30 How Increasing the LinkedIn Engagement of the Sales Team Boosts Marketing’s Effectiveness 32 Are You In? 2 CHAPTER 01 An Open Letter to Marketing and Sales Leaders The B2B buying process is broken: buyers are inundated with automated emails and relentless phone calls from sellers who seem to know nothing about them. The irony is we have the data and technology at our fingertips to enable the Marketing and Sales alignment that would fix this issue. At LinkedIn, Marketing and Sales alignment is an important topic for us and our customers.
    [Show full text]
  • Neuromarketing
    Neuromarketing by Stephen J. Genco, PhD; Andrew P. Pohlmann; and Peter Steidl, MBA, PhD Neuromarketing For Dummies® Published by: John Wiley & Sons Canada, Ltd. 6045 Freemont Blvd. Mississauga, ON L5R 4J3 www.wiley.com Copyright © 2013 by John Wiley & Sons Canada, Ltd. All rights reserved. No part of this book, including interior design, cover design, and icons, may be repro- duced or transmitted in any form, by any means (electronic, photocopying, recording, or otherwise) without the prior written permission of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd., 6045 Freemont Blvd., Mississauga, ON L5R 4J3, or online at http://www.wiley.com/go/permissions. For authorization to photocopy items for corporate, personal, or educational use, please contact in writing The Canadian Copyright Licensing Agency (Access Copyright). For more information, visit www.accesscopyright.ca or call toll free, 1-800-893-5777. Trademarks: Wiley, For Dummies, the Dummies Man logo, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc., and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc., is not associated with any product or vendor mentioned in this book. LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: WHILE THE PUBLISHER AND AUTHOR HAVE USED THEIR BEST EFFORTS IN PREPARING THIS BOOK, THEY MAKE NO REPRESENTATIONS OR WARRAN- TIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS OF THIS BOOK AND SPECIFICALLY DISCLAIM ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE.
    [Show full text]
  • Branding and Marketing in the New Abnormal How Has COVID-19 Shifted Marketing Kpis and Budgets?
    Branding and Marketing in the New Abnormal How has COVID-19 shifted marketing KPIs and budgets? October 2020 CONTENTS 01 | Why are we doing this survey now? 03 02 | The new reality: the art of doing more with less 07 03 | Marketing priorities & KPIs: What keeps marketers up at night? 14 04 | Marketing measurement: what tools are being used 18 to optimize marketing ROI? 05 | COVID-19: Refocusing marketing priorities & goals 29 06 | How should marketers future-proof their strategies? 33 BRANDING AND MARKETING IN THE NEW ABNORMAL 2 WHY ARE WE DOING 01 THIS SURVEY NOW? “COVID-19 has not only disrupted s the world continues to grapple with the THE SURVEY Acoronavirus, the global health crisis is also businesses globally but also shed light forcing marketing leaders to contend with shifting With the above in mind, Campaign Asia partnered with on future-readiness of brands and KPIs and shrinking budgets. GfK for a survey, Branding and Marketing in the New Abnormal, to gain a better understanding of shifting marketers to drive growth in the new This survey — conducted amidst the pandemic — marketing priorities and budgets. abnormal. The survey findings portray a took a litmus test of a time when pre-COVID-19 priorities were still fresh in the minds of executives, The questions we asked were primarily focused around clear gap between their business goals but they were also needing to adapt to the four areas: and the tools they leverage to achieve economic impact brought about by the pandemic. A. What are marketers’ priorities B. How is marketing effectiveness being measured them.
    [Show full text]
  • Allocating Marketing Resources. (Pdf)
    08-069 Allocating Marketing Resources Sunil Gupta Thomas J. Steenburgh Copyright © 2008 by Sunil Gupta and Thomas J. Steenburgh Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Allocating Marketing Resources Sunil Gupta Thomas Steenburgh1 January 28, 2008 1 Sunil Gupta ([email protected]) is Edward W. Carter Professor of Business Administration and Thomas Steenburgh ([email protected]) is Associate Professor of Business Administration at the Harvard Business School, Soldiers Field, Boston, MA 02163. Allocating Marketing Resources Abstract Marketing is essential for the organic growth of a company. Not surprisingly, firms spend billions of dollars on marketing. Given these large investments, marketing managers have the responsibility to optimally allocate these resources and demonstrate that these investments generate appropriate returns for the firm. In this chapter we highlight a two-stage process for marketing resource allocation. In stage one, a model of demand is estimated. This model empirically assesses the impact of marketing actions on consumer demand of a company‟s product. In stage two, estimates from the demand model are used as input in an optimization model that attempts to maximize profits. This stage takes into account costs as well as firm‟s objectives and constraints (e.g., minimum market share requirement). Over the last several decades, marketing researchers and practitioners have adopted various methods and approaches that explicitly or implicitly follow these two stages. We have categorized these approaches into a 3x3 matrix, which suggests three different approaches for stage-one demand estimation (decision calculus, experiments and econometric methods), and three different methods for stage-two economic impact analysis (descriptive, what-if and formal optimization approach).
    [Show full text]
  • Chief Marketing Officer (Cmo) Council
    CHIEF MARKETING OFFICER (CMO) COUNCIL Since 2001, the Chief Marketing Officer (CMO) Council has been driving thought leadership and advocacy as a global knowledge transfer agent for thousands of senior marketing professionals world-wide. Our 16,000 plus members in more than 110 countries control more than $1 trillion in annual marketing spend and represent many of the most progressive and adept multi-national brands, regional business powerhouses, and nimble emerging growth companies in both established and developing nations. © 2020 CMO Council A GLOBAL KNOWLEDGE TRANSFER AGENT Dedicated to producing meaningful and relevant content and influencing and shaping strategic conversations among peer- level executives, the CMO Council has become a global resource for marketing professionals, solution and service providers, executive recruiters, media outlets, book publishers, marketing organizations and institutes, business schools, bloggersand social media commentators. Inspiration and direction for CMO Council platforms and agendas comes from seven regional advisory boards in North America, Europe, Middle East, Africa, Latin America, India and Asia-Pacific. More than 500 senior marketers from both the B2B and B2C sectors are on these boards and meet regularly to provide feedback on regional and local market dynamics, as well as strategic marketing issues and priorities. The CMO Council website (cmocouncil.org) attracts more than 30,000 page views per month. There are more than 40,000 CMO Council listings on Google. Thousands of CMO Council reports have been downloaded, and thousands of executives take part in our Intelligent Market Engagement™ (IME) programs that include qualitative interviews, online audits and surveys, webinars, workshops, dinner dialogues, panel presentations, and elite retreats worldwide.
    [Show full text]
  • Unifying Your Sales & Marketing Efforts
    1 THE COMPLETE GUIDE TO UNIFYING YOUR SALES & MARKETING EFFORTS THE COMPLETE GUIDE TO UNIFYING YOUR SALES & MARKETING EFFORTS How to Create a Sales & Marketing Powerhouse Share This Ebook! 2 THE COMPLETE GUIDE TO UNIFYING YOUR SALES & MARKETING EFFORTS THE COMPLETE GUIDE TO UNIFYING YOUR SALES & MARKETING EFFORTS By Ellie Mirman Ellie leads the marketing for HubSpot’s mid-sized business segment. Since joining in September 2007, she’s worked on everything from lead generation to product marketing, and somewhere along the way, learned that she absolutely loves being a part of a fun and hard-working startup like HubSpot. FOLLOW ME ON TWITTER Ellie’s specialties lie in lead generation, @ELLIEEILLE email marketing, and product marketing. She also has experience with event marketing, launching the first ever Inbound Marketing Summit in 2008, and growing new lead generation programs, including HubSpot’s monthly webinar series attracting thousands of registrants to each event. Share This Ebook! 3 THE COMPLETE GUIDE TO UNIFYING YOUR SALES & MARKETING EFFORTS CONTENTS SETTING UP CLOSED-LOOP REPORTING /8 HOW TO DEFINE YOUR FUNNEL STAGES /18 IMPLEMENT A SERVICE-LEVEL AGREEMENT (SLA) /28 A DEEP DIVE INTO DASHBOARDS & REPORTING /36 HOW TO HOLD SMARKETING MEETINGS /48 OTHER SMARKETING COMMUNICATION /54 CONCLUSION & ADDITIONAL RESOURCES /58 Share This Ebook! 4 THE COMPLETE GUIDE TO UNIFYING YOUR SALES & MARKETING EFFORTS Mistrust and miscommunication $ “ between sales and marketing can act like an anchor on your company’s growth rate. ” By now, most marketers understand the importance of mending the traditional rift between sales and marketing. The mistrust and miscommunication that’s so often found between the two teams can act like an anchor on your company’s growth rate.
    [Show full text]
  • Measuring Marketing Effectiveness
    WHITE PAPER | MEASURING MARKETING EFFECTIVENESS MEASURING MARKETING EFFECTIVNESS In an intensely competitive, multi-channel environment, advertising can be the key to business survival. But you also have to be sure that your investments yield a true competitive advantage and generate the best possible marketing ROI. The 100 largest U.S. retail banks spend roughly US $2 billion on advertising each year. As such, understanding the performance of ad dollars is a necessity for today’s banks. Overall Advertising Spend Performance* (2006 – 2008) Growth in transaction Growth in non- Growth in loans per Quadrant account deposits per transaction account ad dollar ad dollar deposits per ad dollar Top $52 $405 $77 2nd $10 $229 $34 3rd -$3 $113 $25 Bottom -$35 $18 $5 * Source: Aite Group Pressures to reduce expenses are causing marketing departments to determine where they can minimize advertising expenditures without harming business results. Because of the complexity involved in accurately measuring advertising impact, the existence of external impacts, and the difficulty in setting up control groups; many companies are struggling to measure the impact of their advertising spend. Econometric Modeling A successful approach to measuring advertising effectiveness involves econometric analysis of your marketing and promotion activities along with other factors that affect sales performance to determine the impact of each element in your marketing mix, effectiveness, and ROI The strengths and weaknesses of your marketing programs can be determined using advanced data mining techniques and innovative modeling methods. Then issues can be addressed with changes in pricing, promotion, advertising, and other factors. Econometric analysis examines external influences such as competitive actions, seasonality and economic conditions to understand how these factors impact your sales performance.
    [Show full text]
  • Brands and Branding
    DOUGLAS B. HOLT Brands and Branding Branding has become one of the most important aspects of business strategy. Yet it is also one of the most misunderstood. Branding is sometimes considered to be merely an advertising function. And many managers and business writers hold the view that branding is about the management of product image, a supplementary task that can be isolated from the main business of product management. This note provides an alternative perspective, arguing that: • Branding is a strategic point of view, not a select set of activities. • Branding is central to creating customer value, not just images. • Branding is a key tool for creating and maintaining competitive advantage. • Brands are cultures that circulate in society as conventional stories. • Effective brand strategies must address the four distinct components of brand value. • Brand strategies must be “engineered” into the marketing mix. This note develops a set of concepts and frameworks to guide the design of brand strategies. From Value Proposition to the Brand Marketing strategies begin with the value proposition: the various types and amounts of value that the firm wants customers to receive from the market offering. The value proposition is value as perceived by the firm, value that the firm seeks to “build” into the product.1 In marketing, the value proposition is sometimes referred to as the positioning statement.2 Common wisdom in business often assumes that product value as measured by the firm and product value as experienced by the customer are identical. If the firm builds a better product, customers will experience it as such.
    [Show full text]
  • Measuring the Effectiveness of Marketing Activities Use in Relation to Company Size
    ACTA UNIVERSITATIS AGRICULTURAE ET SILVICULTURAE MENDELIANAE BRUNENSIS Volume LXI 56 Number 2, 2013 http://dx.doi.org/10.11118/actaun201361020493 MEASURING THE EFFECTIVENESS OF MARKETING ACTIVITIES USE IN RELATION TO COMPANY SIZE Lucie Sychrová Received: December 26, 2012 Abstract SYCHROVÁ LUCIE: Measuring the eff ectiveness of marketing activities use in relation to company size. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 2013, LXI, No. 2, pp. 493–500 The aim of this paper is to research the relationship between measurements of eff ectiveness of marketing activities and company size. An analysis of the economic sources, professional publications, analysis and reports of previous research shows that the concept of measuring of eff ectiveness is one of the key themes, which economists always pay much attention. It is a criterion that helps to rationally decide on the use limited resources to meet the needs that are not limited. This topic deals with numerous domestic and foreign literatures. The authors are not only diff erent concepts of eff ectiveness, but also the using terminology. There are multiple defi nitions of terms “eff ectiveness” For the same purpose and meaning. The same concept is o en defi ned semantically diff erent. Therefore, every company has a strong interest to be in all their activities more eff ectively than the competition. Logical response to changes and requirements of nowadays is using a combination of lot of methods to measure marketing eff ectiveness. Methods used for this article includes two phases. The fi rst it was gained date by primary research, using a structure questionnaire and processed by statistical so ware SPSS.
    [Show full text]
  • Meaningful Marketing Measurement 2021
    Meaningful Marketing Measurement 2021 Meaningful Marketing Measurement 2021 Insights from the DMA Intelligent Marketing Databank Sponsors g tin ke ent Mar g elli Int Copyright / DMA (2021) Meaningful Marketing Measurement 2021 Contents Introduction ...........................................................................................................................................................................................03 Foreword – Marketreach .................................................................................................................................................04 Foreword – Salesforce ........................................................................................................................................................06 Executive Summary ..................................................................................................................................................................08 Approach and Definitions ................................................................................................................................................ 10 The Way We Measure: How Much is Too Much? ........................................................................12 A Pandemic Effectiveness Boost ..........................................................................................................................15 ROI for Small Budgets and Short Timeframes ................................................................................19 Acquisition and Brand
    [Show full text]