Evaluating marketing actions and outcomes / edited by Arch G. Woodside

Mitwirkende(r):

Woodside, Arch G, 1943- [Hrsg.]

Resource type: Ressourcentyp: Buch (Online)Buch (Online)Sprache: Englisch Reihen: Advances in business marketing and purchasing ; volume 12Verlag: Oxford : Elsevier, 2003Beschreibung: Online-RessourceISBN:

9781849502306
1849502307
0762310464
9780762310463

Schlagwörter:

Andere physische Formen: 9780762310463 | Erscheint auch als: 0762310464 Druck-AusgabeDDC-Klassifikation:

658.8

DOI: DOI: 10.1016/S1069-0964%282003%2912Online-Ressourcen:

Andere physische Formen: Online-Ausg.Zusammenfassung: 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 thinking in fundamental ways. Scientists and academic researchers are able to choose the problem, whereas in organizations, 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 myriad of possible presentation problem frames. Scientists have the relative luxury 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 become more mindful, in making decisions and in learning how to scientifically evaluate the quality of outcomes that follow from implementing decisionsZusammenfassung: 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 methods of performance evaluation and 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 thinking in fundamental ways. Scientists and academic researchers are able to choose the problem, whereas in organizations, 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 myriad of possible presentation problem frames. Scientists have the relative luxury 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 become more mindful, in making decisions and in learning how to scientifically evaluate the quality of outcomes that follow from implementing decisionsPPN: PPN: 653993463Package identifier: Produktsigel: ZDB-1-EPB | ZDB-55-BME | ZDB-1-BMEN | ZDB-1-EPB-ebook | ZDB-55-ELD | ZDB-1-BMEN-ebook

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