The Effect of Marketing Mix in Attracting Customers: Case Study of Saderat Bank in Kermanshah Province
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Download-To-Own and Online Rental) and Then to Subscription Television And, Finally, a Screening on Broadcast Television
Exporting Canadian Feature Films in Global Markets TRENDS, OPPORTUNITIES AND FUTURE DIRECTIONS MARIA DE ROSA | MARILYN BURGESS COMMUNICATIONS MDR (A DIVISION OF NORIBCO INC.) APRIL 2017 PRODUCED WITH THE ASSISTANCE OF 1 EXPORTING CANADIAN FEATURE FILMS IN GLOBAL MARKETS Acknowledgements This study was commissioned by the Canadian Media Producers Association (CMPA), in partnership with the Association québécoise de la production médiatique (AQPM), the Cana- da Media Fund (CMF), and Telefilm Canada. The following report solely reflects the views of the authors. Findings, conclusions or recom- mendations expressed in this report are those of the authors and do not necessarily reflect the views of the funders of this report, who are in no way bound by any recommendations con- tained herein. 2 EXPORTING CANADIAN FEATURE FILMS IN GLOBAL MARKETS Executive Summary Goals of the Study The goals of this study were three-fold: 1. To identify key trends in international sales of feature films generally and Canadian independent feature films specifically; 2. To provide intelligence on challenges and opportunities to increase foreign sales; 3. To identify policies, programs and initiatives to support foreign sales in other jurisdic- tions and make recommendations to ensure that Canadian initiatives are competitive. For the purpose of this study, Canadian film exports were defined as sales of rights. These included pre-sales, sold in advance of the completion of films and often used to finance pro- duction, and sales of rights to completed feature films. In other jurisdictions foreign sales are being measured in a number of ways, including the number of box office admissions, box of- fice revenues, and sales of rights. -
Distribution Pricing: Theoretical Principles and Practical Approaches
IET Generation Transmission & Distribution. Volume: Number: Pages: -. Distribution pricing: theoretical principles and practical approaches J. Reneses, M. Rodríguez Abstract— Electricity tariffs convey information on internal system operation to the actors involved. Electricity pricing is, then, of major importance both in liberalised and regulated systems. Most electricity consumers interact with the industry only through the price they pay for the service. Consequently, good tariff design reflects industry regulation as a whole and is the instrument used to provide consumers with the right signals. The objective of this study is to define the theoretical principles that regulation should pursue in electric distribution tariff design and introduce the reader to the most relevant practical approaches that have been proposed or implemented. Although distribution costs are usually the largest part of the access tariff (or use of system charge), there is not a universally accepted methodology for distribution pricing. The earliest attempts at cost allocation conformed what is now known as the accounting approach, based on business accounting. In recent years, the proposals have focused on two approaches: the application of long-term marginal (or incremental) costs and the cost-causality principle. Although the former aims to achieve a better economic signal, because of the difficulties surrounding its implementation, the most usual solution applied in practice draws more heavily from the causality principle. Index Terms— pricing; causality; -
Defensive and Offensive Strategies for Market Success
International Journal of Business and Social Science Vol. 2 No. 13 [Special Issue - July 2011] Defensive and Offensive Strategies for Market Success Dr. Peter Yannopoulos Associate Professor Brock University, St. Catharines Ontario, Canada, L2S 3A1 E-mail: [email protected] Tel: (905) 688-5550 ext. 3909 Abstract In industries in which there is strategic interaction among competing firms, companies are continuously involved in defensive and offensive strategies. In this paper we discuss several defensive and offensive strategies that managers can you for market success. Defensive strategies are divided into pre-entry and post-entry stretegies. Marketing managers should attempt to discourage would be entrants before entry has occurred. They can achieve this goal by engaging in pre-entry startegies. After entry is occurred it is more difficult to persuade new entrants to exit the industry. For this reason, marketing managers should use different defensive strategies for defending their positions in pre-entry and post-entry situations. Key words: Defensive strategies, offensive strategies, pre-entry strategies, post-entry strategies 1. Introduction Competition forces companies to constantly engage in offensive and defensive marketing strategies. Rivalry occurs because one or more competitors either feels the pressure or sees an opportunity to enter an industry or to improve its position within an industry. In most cases, competitive moves by one firm have noticeable effects on its competitors and, thus, may invite retaliation or efforts to counter the move (Porter 1980). Companies respond to competitor challenges by counterattacking with increasing advertising expenditures, cutting prices, increasing innovation, and introducing new products, or even accommodating the entrant by doing nothing or decreasing the level of marketing effort (Karakaya and Yannopoulos, 2011; Scherer, 1980). -
Warren J. Keegan 1936–2014 —MCG
In Memoriam: Warren J. Keegan 1936–2014 —MCG A01_KEEG9756_10_SE_FM.indd 2 24/10/18 5:54 AM TENTH EDITION GLOBAL MARKETING Mark C. Green Simpson College Warren J. Keegan Late, Pace University A01_KEEG9756_10_SE_FM.indd 3 24/10/18 5:54 AM Vice President, Business, Economics, and UK Operations Specialist: Carol Melville Courseware: Donna Battista Design Lead: Kathryn Foot Director of Portfolio Management: Stephanie Wall Manager, Learning Tools: Brian Surette Executive Portfolio Manager: Lynn M. Huddon Senior Learning Tools Strategist: Emily Biberger Editorial Assistant: Rachel Chou Managing Producer, Digital Studio and GLP: James Vice President, Product Marketing: Roxanne McCarley Bateman Senior Product Marketer: Becky Brown Managing Producer, Digital Studio: Diane Lombardo Product Marketing Assistant: Marianela Silvestri Digital Studio Producer: Monique Lawrence Manager of Field Marketing, Business Publishing: Adam Digital Studio Producer: Alana Coles Goldstein Full Service Project Management: Michelle Alojera, Field Marketing Manager: Nicole Price Gowri Duraiswamy, Pearson CSC Vice President, Production and Digital Studio, Arts and Interior Design: Pearson CSC Business: Etain O’Dea Cover Design: Pearson CSC Director, Production and Digital Studio, Business and Cover Art: Studiojumpee/Shutterstock Economics: Ashley Santora Printer/Binder: LSC Communications, Inc./location Managing Producer, Business: Melissa Feimer Cover Printer: Phoenix Color/Hagerstown Content Producer: Michelle Zeng Copyright © 2020, 2017, 2015 by Pearson Education, Inc. 221 River Street, Hoboken, NJ 07030. All Rights Reserved. Manufactured in the United States of America. This publication is protected by copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise. -
Branded Content Creation & Distribution Guide
Branded Content Creation & Distribution Guide Steps for Success. Developing and distributing branded content has become more complicated than ever with a wide array of package options and pricing that can vary significantly depending on the content creator, buy types, content types, publisher sites, and more. This guide is designed to help brand marketers and their agencies identify the various branded content creation and distribution options available today and, importantly, understand the key factors that should be considered upfront to make sure that all branded content/native advertising buy meets strategic objectives/KPIs. iab.com/branded-content April 2018 © 2018 Interactive Advertising Bureau Branded Content Creation & Distribution Guide Table of Contents Mission and Contributors ................................................................................................................... 3 Introduction ........................................................................................................................................ 5 Setting the Stage – The IAB Branded Content Creation & Distribution Definitions Framework ......... 6 Where to Start – Key Steps ............................................................................................................... 8 First step: What’s your strategy and KPIs? ..................................................................................... 8 Next Step: Content: Do you have content? Do you need content? ............................................. 9 Next step: -
The Market for Real Estate Presales: a Theoretical Approach [Electronic Version]
Cornell University School of Hotel Administration The Scholarly Commons Articles and Chapters School of Hotel Administration Collection 2012 The aM rket for Real Estate Presales: A Theoretical Approach Robert Edelstein University of California, Berkeley Peng Liu Cornell University School of Hotel Administration, [email protected] Fang Wu Citadel Asset Management Follow this and additional works at: http://scholarship.sha.cornell.edu/articles Part of the Real Estate Commons Recommended Citation Edelstein, R., Liu, P., & Wu, F. (2012). The market for real estate presales: A theoretical approach [Electronic version]. Retrieved [insert date], from Cornell University, School of Hotel Administration site: http://scholarship.sha.cornell.edu/articles/1007/ This Article or Chapter is brought to you for free and open access by the School of Hotel Administration Collection at The choS larly Commons. It has been accepted for inclusion in Articles and Chapters by an authorized administrator of The choS larly Commons. For more information, please contact [email protected]. The aM rket for Real Estate Presales: A Theoretical Approach Abstract Presale agreements have become a pervasive worldwide practice for residential sales, especially in many Asian markets. Although there is a burgeoning empirical literature on presales agreements, only a few papers actually address their theoretical foundations. We create a set of interrelated theoretical models for explaining how and why developers and buyers engage in presale contracts for non-completed residential dwellings. Given heterogeneous consumer beliefs about future market prices, developers and buyers enter into presale agreements to mitigate, two intertwined, fundamental risks: those of real estate market valuation and default. Our analyses are consistent with prior empirical findings and provide additional theoretical insights for understanding the market for presales. -
The Effects of Advertising on the Interindustry Distribution of Demand
This PDF is a selection from an out-of-print volume from the National Bureau of Economic Research Volume Title: Explorations in Economic Research, Volume 3, number 1 Volume Author/Editor: NBER Volume Publisher: NBER Volume URL: http://www.nber.org/books/gort76-1 Publication Date: 1976 Chapter Title: The Effects of Advertising on the Interindustry Distribution of Demand Chapter Author: Henry G. Grabowski Chapter URL: http://www.nber.org/chapters/c9078 Chapter pages in book: (p. 21 - 75) U 2 HENRY G. GRABOWSKI National Bureau of Economic Research and Duke University The Effects of Advertising on the Interindustry Distribution of Demand ABSTRACT: An empincal investigation is undertaken of the effects of advertising on the pattern of consumer demand across different prod uct classes. Demand functions are estimated for several consumption categories (e.g., food, clothing, automobiles, etc.) over the period 1956-1972 using both single equation and simultaneous equation techniques. The particular dynamic models analyzed are most appli cable to nondurable categories. ¶ The most interesting results emerge from a comparison of the simultaneous equation and least squares results. Least squares estimates suggest a statistically significant effect of advertising on demand in several categories. However, after adjust nients are made for both external advertising and simultaneous equa tion effects, insignificant coefficients are observed except in a few very advertising-intensive categories. On the other hand, in almost all consumption categories considered, the level of sales is a strong explanatory variable of advertising outlays. ¶ These findings therefore do not provide much support for the hypothesis advanced by Galbraith and others that advertising has strong effects on consumer budget al!ocations even across product classes which are not close substitutes. -
The Strategic Role of PRODUCT MANAGEMENT How a Market-Driven Focus Leads Companies to Build Products People Want to Buy
The Strategic Role of PRODUCT MANAGEMENT How a market-driven focus leads companies to build products people want to buy By Pragmatic Marketing About Pragmatic Marketing Why are we Pragmatic Marketing? Pragmatic Marketing’s training is based on the People sometimes ask why the company is named fundamental belief that a company’s products Pragmatic Marketing. “Isn’t that an oxymoron?” need to be grounded in a strategy that is driven they ask. by the market. We combine this core principle with a team of instructors who have real-world The “pragmatic” moniker makes sense: we offer experience leading high tech product teams, to practical, no-nonsense solutions to the problems deliver training seminars that are informative, facing technology product managers. It’s the term entertaining, and impactful. “marketing” that throws people. Our courses cover everything technology Technology businesses use two definitions companies need to be successfully market- of marketing: driven, from understanding market problems 1) the market experts and business leaders and personas, to creating effective requirements for the product and go-to-market strategies. To find out how — or — you or your company can join the growing 2) the t-shirt and coffee mug department international community of more than 75,000 product management and marketing As quoted in this e-book, Peter Drucker defines professionals trained by Pragmatic Marketing, visit marketing as “to know and understand the www.pragmaticmarketing.com. customer so well that the product or service fits him.” We use this classical definition of marketing. The Strategic Role of Product Management How a market-driven focus leads companies to build products people want to buy 2 The Pragmatic Marketing Framework™ The strategic role of product management is best defined by the Pragmatic Marketing Framework, a model for market-driven companies to build products people want to buy. -
Dr. Mark S. Rosenbaum Dean and Professor, Graham School of Management, St
Dr. Mark S. Rosenbaum Dean and Professor, Graham School of Management, St. Xavier University Fulbright Specialist (Services Marketing, Uzbekistan), Senior Fulbright Scholar (Nepal); Fulbright Scholar (Cambodia), Co-Director, Center for Services Management: Focus on #Silkroadservice Research Faculty Fellow, Center for Services Leadership, Arizona State Univesity Visiting Professor of Services Marketing, American Hotel Academy, Brasov, Romania Visiting Associate Professor of Marketing, Universidad de Externado, Bogota Colombia RESIDENCE: 2035 ALTA VISTA COURT. NAPERVILLE, IL 60563 EMAIL: [email protected] (ST. XAVIER UNIVERSITY RELATED BUSINESS) [email protected] (ALL NON-UNIVERSITY RELATED BUSINESS) PHONE: 773.298. 960 I ( OFFICE); 630.414.6989 (MOBILE) July, 2020 EDUCATION Ph.D. Arizona State University, W. P. Carey School of Business, 2003; Major Field: Marketing. Emphasis in Service Marketing M.S. San Diego State University, 1999; Major Field: Total Quality Management Thesis: A Review of Total Quality Management in Service Industries M.A. New York University, 1996; Major Field: International Business/Interdisciplinary Studies. Thesis: The Potential of Direct Marketing in Southeast Asia MBA University of Illinois at Chicago, 1991, Major Field: Marketing B.S. Indiana University, 1988, Major Field: Finance ACADEMIC EXPERIENCE 2020 - Saint Xavier University, Dean and Professor, Graham School of Management 2017 - 2019 University of South Carolina, Professor and Chair, Department of Retailing 2011- 2016 Northern Illinois University, -
Impact of Marketing Mix on Consumer Buying Behavior
International Journal of Research in Finance and Marketing (IJRFM) Available online at : http://euroasiapub.org/current.php?title=IJRFM Vol. 6 Issue 10, October - 2016, pp. 43~54 ISSN(o): 2231-5985 , ,Impact Factor: 5.861 | Thomson Reuters ID: L-5236-2015 IMPACT OF MARKETING MIX ON CONSUMER BUYING BEHAVIOR IN ORGANIC PRODUCT Indumathi.N1, Research Scholar, Bharathiar University, Coimbatore,Tamil Nadu [email protected] Dr. D. Ayub Khan Dawood2 Associate Professor & Dean Research, PG & Research Department of Commerce, The Quaide Milleth College for Men, Chennai, Tamil Nadu ABSTRACT The demand for organic product has been growing essentially in India. Good health is very important in our life. Organic product is grown under a system of agriculture without the use of chemical fertilizers and pesticides with an environmentally and socially responsible approach. The interest for organic products has quickly expanded worldwide in recent years. This study tries to identify the impact of product, price, place and promotion factors on consumer buying patterns in organic product. The objective of the study is to identify the factors and to identify the most influential variables under each factor. The questionnaires attempts to get the buying behaviour based on the choice of factors. It also caries questions like purchase frequency, price that the customer is willing to pay, etc. The set of questions captures 19 variables, 5 under product factors, 3 under price factors, 6 under place factors and 5 under promotion factors. The study identifies the most important factor for consumer under product, price, place and promotion factors. Product factors are somewhat more important for the customer followed by quality, brand, health & environment safety and taste. -
Building a Modern Marketing Organization
THE CMO SOLUTION GUIDE FOR BUILDING A MODERN MARKETING ORGANIZATION PRESENTED BY IN PARTNERSHIP WITH WITH SPECIAL THANKS TO CONTRIBUTORS: PATRICK ADAMS NIKHIL BEHL KATHY BUTTON-BELL JOHN COSTELLO CMO, PayPal CMO, FICO CMO, Emerson President, Global Marketing and Innovation, Dunkin’ Brands RISHI DAVE SNEHAL DESAI EVAN GREENE ALIX HART CMO, Dun & Bradstreet Global Business Director, Dow Water & CMO, The Recording Academy VP Global Brand, Digital, and Process Solutions, Dow Chemical (The GRAMMYs) Advertising Acting CMO, Symantec PETER HORST STEVE IRELAND GRANT JOHNSON JILL KOURI CMO, The Hershey Company SVP/MD, JPMorgan Chase SVP of Enterprise Software CMO, JLL Marketing, Lexmark SUSAN LINTONSMITH RICHARD MARNELL HEIDI MELIN MARILYN MERSEREAU CMO, Quiznos SVP Marketing, CMO, Plex Systems CMO, Plantronics Viking River Cruises JEANNIEY MULLEN CHRIS PADGETT KAREN QUINTOS RAJA RAJAMANNAR VP of Marketing, NOOK by VP Digital Marketing, CMO, Dell CMO, MasterCard Barnes & Noble Nestlé USA CLIVE SIRKIN MARTY ST. GEORGE TONY WELLS CMO, Kimberly-Clark EVP, Commercial and Planning, SVP Marketing, North America, JetBlue Airways Schneider Electric The CMO Solution Guide for Building a Modern Marketing Organization 3 THE CHALLENGE THE URGENCY FOR TRANSFORMING MARKETING DEPARTMENTS HAS NEVER BEEN HIGHER. Pressure from the board to deliver business results is mounting. Technology adoption by consumers is accelerating changes in their buying behavior and dramatically increasing their desire for more personalized experiences. And channels of communications are proliferating at an increasing rate, making seamless brand communications more challenging than ever. At the same time, innovative new tools for marketing smarter and engaging customers more effectively are being delivered at a pace never before encountered by marketing professionals. -
Direct Marketing Guidance
Privacy and Electronic Communications Regulations Direct marketing • ICO. Information Commissioner's Office Direct marketing Data Protection Act Privacy and Electronic Communications Regulations Contents Introduction.............................................................................3 Overview.................................................................................5 Legal framework ......................................................................6 Data Protection Act ................................................................7 Privacy and Electronic Communications Regulations ...................8 Other regulation .................................................................. 10 ICO enforcement.................................................................... 11 Direct marketing .................................................................... 13 The definition of direct marketing .......................................... 13 Market research and ‘sugging’ ............................................... 14 Charities, political parties and other not-for-profit organisations 15 Solicited and unsolicited marketing........................................... 18 Consent ................................................................................ 19 The definition of consent ...................................................... 20 Implied consent................................................................... 24 Methods of obtaining consent................................................ 26 Opt-in and