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Evaluating marketing actions and out...

Woodside, Arch G.

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Evaluating marketing actions and outcomes

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Evaluating marketing actions and outcomes/ edited by Arch G. Woodside.{me_controlnum}
其他作者:	Woodside, Arch G.
出版者:	Oxford :Elsevier, : 2003.,
面頁冊數:	1 online resource (viii, 663 p.)
內容註:	Introduction: overcoming overconfidence and other processes in shallow thinking / Arch G. Woodside -- Where is the action?: the reconstruction of action in business narratives / Hans Kjellberg,Per Andersson --Narratives and case process research / Per Andersson -- Integrating marketing models with quality functional deployment / Stan Aungst, Russell R. Barton, David T. Wilson -- Stakeholder value creation and firm success / Oliver Koll -- Building effective buyer-seller dyadic relationships / Michael W. Preis, Salvatore F. Divita, Amy K. Smith -- Trust and business-to-business e-commerce communications and performance / Pauline Ratnasingam -- Examining internationalization of the professional services firm / Maria Anne Skaates -- Research on business-to-business customer value and satisfaction / Robert B. Woodruff, Daniel J. Flint -- Meta-evaluation: assessing alternative methodsof performance evaluationand audits of planned and implemented marketing strategies / Arch G. Woodside, Marcia Y. Sakai.
標題:	Marketing - Management. -
電子資源:	http://www.emeraldinsight.com/1069-0964/12
ISBN:	9781849502306 (electronic bk.)

Evaluating marketing actions and outcomes
Evaluating marketing actions and outcomes[electronic resource] /edited by Arch G. Woodside.{me_controlnum} - Oxford :Elsevier,2003. - 1 online resource (viii, 663 p.) - Advances in business marketing and purchasing,v. 121069-0964 ;. - Advances in business marketing and purchasing ;v. 10..

Includes bibliographical references.

Introduction: overcoming overconfidence and other processes in shallow thinking / Arch G. Woodside -- Where is the action?: the reconstruction of action in business narratives / Hans Kjellberg,Per Andersson --Narratives and case process research / Per Andersson -- Integrating marketing models with quality functional deployment / Stan Aungst, Russell R. Barton, David T. Wilson -- Stakeholder value creation and firm success / Oliver Koll -- Building effective buyer-seller dyadic relationships / Michael W. Preis, Salvatore F. Divita, Amy K. Smith -- Trust and business-to-business e-commerce communications and performance / Pauline Ratnasingam -- Examining internationalization of the professional services firm / Maria Anne Skaates -- Research on business-to-business customer value and satisfaction / Robert B. Woodruff, Daniel J. Flint -- Meta-evaluation: assessing alternative methodsof performance evaluationand audits of planned and implemented marketing strategies / Arch G. Woodside, Marcia Y. Sakai.

What's really happening? For an organization this question contains at least four sub issues:What actions are being done now help to increase the organization's performance? What actions are wasted motions - what are we doing that does not contribute and wastes our time? What actions harm the organization's performance - what actions are counterproductive in helping the organization achieve what really needs to be accomplished? And, what actions are we not doing now but really should be doing to increase the organization's performance? A fifth, related, sub issue is how to go about finding out what is really happening - what research methods should executives use, as well as avoid using, to go about finding this out. Executive thinking differs fundamentally from scientific thinkingin fundamental ways. Scientists and academic researchers are able to choose the problem, whereas inorganizations, the problems (and symptoms of problems) are often thrust upon the executive. Scientists focus on a limited number of problems at a time, whereas executives are confronted with a vast number of potential problems and a myriadof possible presentation problem frames. Scientists have the relativeluxury of time to explore the problem at hand, whereas executives, particularly CEOs, do not. The intention is for this volume to be read by executives wanting to learn how to reduce overconfidence, and to becomemore mindful, in making decisions and in learning how to scientifically evaluate the quality of outcomes that follow from implementing decisions.

ISBN: 9781849502306 (electronic bk.)Subjects--Topical Terms:

559161
Marketing
--Management.

LC Class. No.: HF5415.13 / .E93 2003

Dewey Class. No.: 658.8

Universal Decimal Class. No.: 339.1

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520 $a What's really happening? For an organization this question contains at least four sub issues:What actions are being done now help to increase the organization's performance? What actions are wasted motions - what are we doing that does not contribute and wastes our time? What actions harm the organization's performance - what actions are counterproductive in helping the organization achieve what really needs to be accomplished? And, what actions are we not doing now but really should be doing to increase the organization's performance? A fifth, related, sub issue is how to go about finding out what is really happening - what research methods should executives use, as well as avoid using, to go about finding this out. Executive thinking differs fundamentally from scientific thinkingin fundamental ways. Scientists and academic researchers are able to choose the problem, whereas inorganizations, the problems (and symptoms of problems) are often thrust upon the executive. Scientists focus on a limited number of problems at a time, whereas executives are confronted with a vast number of potential problems and a myriadof possible presentation problem frames. Scientists have the relativeluxury of time to explore the problem at hand, whereas executives, particularly CEOs, do not. The intention is for this volume to be read by executives wanting to learn how to reduce overconfidence, and to becomemore mindful, in making decisions and in learning how to scientifically evaluate the quality of outcomes that follow from implementing decisions.
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