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Does direct marketing need to have a direction? (2005)

Ng, Irene C.L.

Bingley : Emerald

Marketing intelligence & planning 23 (2005), S. 628-635

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ISSN: 0263-4503

Source: Emerald Fulltext Archive Database 1994-2005

Topics: Economics

Notes: Purpose - To provoke radical thinking about the role and practice of direct marketing. Design/methodology/approach - Author's adaptation of a keynote address to a major conference in Asia. Findings - Proposes that direct marketing does not need to follow the customary "direction", i.e. of the firm seeking out customers. Effort spent on finding them could also be devoted to compelling them to seek out the firm, through increased product choices. Applying information economics, drawing on first principles and learning from examples, proposals are made for designing and developing products that achieve segmentation through self-selection. Practical implications - Marketing planners should closely weigh the cost of reaching out to customers, with inevitable high wastage, against the cost of producing an array of products such that each consumer's choice is market-separating and draws the customer to the firm. Originality/value - A thought-provokingly personal view of direct marketing principles and practice.

Type of Medium: Electronic Resource

URL: http://dx.doi.org/10.1108/02634500510630168

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The strategic role of unused service capacity (1999)

Ng, Irene C.L. ; Wirtz, Jochen ; Lee, Khai Sheang

Bingley : Emerald

International journal of service industry management 10 (1999), S. 211-244

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ISSN: 0956-4233

Source: Emerald Fulltext Archive Database 1994-2005

Topics: Economics

Notes: Services are by nature perishable. As such, managing a service firm's capacity to match supply and demand has been touted as one of the key problems of services marketing and management practice. This paper advances an alternative perspective of unused service capacity. Based on a review of current literature and an exploratory study, this paper employs a theory-in-use methodology to map out a set of capacity strategy propositions. These propositions show a divergence between what literature suggests and what service firms actually practise with regard to reducing the occurrence of unused service capacity. The paper also demonstrates that capacity can be employed as a resource to achieve a series of strategic objectives that serve to improve the performance of the firm. Service firms should therefore approach capacity management not only from the standpoint of operations management, but also from that of marketing.

Type of Medium: Electronic Resource

URL: http://dx.doi.org/10.1108/09564239910264352

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