Developing a cost-effective marketing information system
Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Enrick, Norbert Lloyd [verfasserIn] |
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| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
1978 |
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| Schlagwörter: |
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| Anmerkung: |
© Academy of Marketing Science 1979 |
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| Übergeordnetes Werk: |
Enthalten in: Journal of the Academy of Marketing Science - Springer-Verlag, 1973, 6(1978), 3 vom: Juni, Seite 157-166 |
|---|---|
| Übergeordnetes Werk: |
volume:6 ; year:1978 ; number:3 ; month:06 ; pages:157-166 |
| Links: |
|---|
| DOI / URN: |
10.1007/BF02729781 |
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| Katalog-ID: |
OLC2060585406 |
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| 520 | |a Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. | ||
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| 650 | 4 | |a Sales Volume | |
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| 650 | 4 | |a Gain Rate | |
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10.1007/BF02729781 doi (DE-627)OLC2060585406 (DE-He213)BF02729781-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Enrick, Norbert Lloyd verfasserin aut Developing a cost-effective marketing information system 1978 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1979 Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. Customer Loyalty Sales Volume Industrial User Gain Rate Selling Season Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 6(1978), 3 vom: Juni, Seite 157-166 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:6 year:1978 number:3 month:06 pages:157-166 https://doi.org/10.1007/BF02729781 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 6 1978 3 06 157-166 |
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10.1007/BF02729781 doi (DE-627)OLC2060585406 (DE-He213)BF02729781-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Enrick, Norbert Lloyd verfasserin aut Developing a cost-effective marketing information system 1978 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1979 Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. Customer Loyalty Sales Volume Industrial User Gain Rate Selling Season Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 6(1978), 3 vom: Juni, Seite 157-166 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:6 year:1978 number:3 month:06 pages:157-166 https://doi.org/10.1007/BF02729781 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 6 1978 3 06 157-166 |
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10.1007/BF02729781 doi (DE-627)OLC2060585406 (DE-He213)BF02729781-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Enrick, Norbert Lloyd verfasserin aut Developing a cost-effective marketing information system 1978 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1979 Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. Customer Loyalty Sales Volume Industrial User Gain Rate Selling Season Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 6(1978), 3 vom: Juni, Seite 157-166 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:6 year:1978 number:3 month:06 pages:157-166 https://doi.org/10.1007/BF02729781 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 6 1978 3 06 157-166 |
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10.1007/BF02729781 doi (DE-627)OLC2060585406 (DE-He213)BF02729781-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Enrick, Norbert Lloyd verfasserin aut Developing a cost-effective marketing information system 1978 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1979 Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. Customer Loyalty Sales Volume Industrial User Gain Rate Selling Season Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 6(1978), 3 vom: Juni, Seite 157-166 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:6 year:1978 number:3 month:06 pages:157-166 https://doi.org/10.1007/BF02729781 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 6 1978 3 06 157-166 |
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10.1007/BF02729781 doi (DE-627)OLC2060585406 (DE-He213)BF02729781-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Enrick, Norbert Lloyd verfasserin aut Developing a cost-effective marketing information system 1978 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1979 Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. Customer Loyalty Sales Volume Industrial User Gain Rate Selling Season Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 6(1978), 3 vom: Juni, Seite 157-166 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:6 year:1978 number:3 month:06 pages:157-166 https://doi.org/10.1007/BF02729781 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 6 1978 3 06 157-166 |
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Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. © Academy of Marketing Science 1979 |
| abstractGer |
Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. © Academy of Marketing Science 1979 |
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Abstract Management needs properly compiled, analyzed and evaluated data as a basis for planning, decision-making and control in sales and marketing operations. The cost-effectiveness of the various activities can then serve as a guide to future allocation of effort. The types of data available for comparative analysis of sales and marketing performance are reviewed and classified. The information may be used to justify costs, judge the degree of success attained from various operations, and, wherever applicable, isolate problem areas. Two case-history type examples are presented. The first of these compares customer loss rates with customer gains, and by how much losses must be offset just to keep current total sales even, before growth can be achieved. By categorizing and classifying these types of data by type of customer and type of product, management will isolate specific areas where problems exist and require attention and remedial action. Another example, applicable in a parallel manner by customer and product type, shows how accumulated information can be used to determine the optimal time allocation for individual sales visits, based on curvilinear statistical relationships. The desirability for graphic-comparative presentation of analysis results is emphasized, and is illustrated for the case histories presented. © Academy of Marketing Science 1979 |
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Developing a cost-effective marketing information system |
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