Dale Littler
Biographic Data
| ID | 9153607 |
|---|---|
| NAME | Dale Littler |
| GIVEN NAMES | Dale |
| FAMILY NAME | Littler |
| SIGNATURE | LITTLER D |
| AFFILIATIONS | University of Manchester |
| VERIFIED | No |
| TOTAL WORKS | 68 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 68 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1997 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 0 |
Account Manager
The account manager has responsibility for managing major customers ( see Pareto's Rule).
Directional Matrix
This summarizes the major growth strategies available to organizations.
Strategic Marketing
Strategic marketing is a process that allows organisation to align resources optimally, to create competitive advantage. This is achieved by capitalising on opportunities and countering threats in competitive environments.
Above‐the‐Line
Traditionally, Marketing Communications were divided into above‐ and below‐the‐line, with Advertising being in the former category and all other marketing communications being categorized as below‐the‐line.
Uncertainty
Uncertainty has traditionally been defined in terms of its difference from risk, the classic distinction between the two being made by Knight.
Profit Impact of Marketing Strategies ( Pims )
Profit Impact of Marketing Strategies ( PIMS ) was initiated in 1960 by General Electric, developed further by the Marketing Science Institute, and later administered by the Strategic Planning Institute.
Adaptive Strategy
This is one of three original strategic styles, the others being the entrepreneurial and planning ( see Entrepreneurial Strategy, Planning Style), suggested by Mintzberg (1973).
Disintermediarization
Disintermediarization refers to the process whereby marketers bypass traditional intermediaries, such as retailers, to sell directly to the final customer/purchaser.
Market Penetration
This is one of the strategies identified in A nsoff's directional policy matrix ( see G rowth V ector M atrix).
Value Chain
The value chain embraces the various activities aimed at creating value for the customer and the margin that the firm obtains.
Discontinuous Innovation
This can be viewed as being at the polar extreme of a continuum with Continuous Innovation at the other extreme.
Marketing Organization
In the early stages, many of the activities now associated with M arketing would have been undertaken by a number of different functions, often in an uncoordinated manner.
Market Orientation
Market orientation in general suggests that organizations are outward looking, collect intelligence on competitors and customers, and disseminate this information throughout the organization.
Market Manager
Market managers are responsible for the Marketing activities for particular Markets or clusters of customers.
P areto's Rule
The 20/80 rule, based on a principle attributed to the Italian economist and political philosopher Vilfredo Pareto, suggests that the top 20% of products/customers account for approximately 80% of revenues/profits; or that 20% of users account for 80% of usage.
Focus Strategy
The focus strategy is one of Porter's (1980) generic strategies and involves concentrating on one or more niches or segments.
Entrepreneurial Strategy
Entrepreneurial strategy is one of Mintzberg's three S trategic S tyles ( see A daptive S trategy; P lanning S tyle).
Communications Research
Communications research is aimed at optimizing the effectiveness of communications through pretesting and posttesting of various aspects of the Communications Mix.
Cost Per Thousand
Traditionally, media costs have been measured in terms of the cost per thousand of delivered audience.
Strategic Objectives
Organizations are expected to have objectives, often regarded as part of the strategic plan, that act as foci for organizational activities.
Realizable Demand
The realizable demand is the actual demand that materializes during a specified period given the total marketing effort of the various firms in the market.
Global Strategy
A global strategy can be considered as a coherent overarching strategy for the parts of the world in which an organization operates.
One‐Step Flow Model
The one‐step flow model of communications presents mass communications ( see Mass Media), mainly Advertising, as acting directly on each member of the target audience.
Market Demand
The term market demand most usually refers to the total demand for a product or service over a specific period of time in a specified geographic area in a specified Marketing Environment and for a specified Marketing effort.
Brand Image
A consumer builds up associations with a brand based on personal experience, word‐of‐mouth ( see Word‐of‐Mouth Communications), Advertising, and promotion.
No prominent works on this page.
Information Technology and Organizations: Strategies, Networks, and Integration
This book is concerned with the ways in which organizations design, build and use information technology (IT) systems. In particular it looks at the interaction between these IT-centred activities and the broader management processes within organizations. The authors adopt a critical social science perspective on these issues, and are primarily concerned with advancing theoretical debates on how best to understand the related processes of technol…
Account Manager
The account manager has responsibility for managing major customers ( see Pareto's Rule).
Directional Matrix
This summarizes the major growth strategies available to organizations.
Strategic Marketing
Strategic marketing is a process that allows organisation to align resources optimally, to create competitive advantage. This is achieved by capitalising on opportunities and countering threats in competitive environments.
Above‐the‐Line
Traditionally, Marketing Communications were divided into above‐ and below‐the‐line, with Advertising being in the former category and all other marketing communications being categorized as below‐the‐line.
Uncertainty
Uncertainty has traditionally been defined in terms of its difference from risk, the classic distinction between the two being made by Knight.
Profit Impact of Marketing Strategies ( Pims )
Profit Impact of Marketing Strategies ( PIMS ) was initiated in 1960 by General Electric, developed further by the Marketing Science Institute, and later administered by the Strategic Planning Institute.
Adaptive Strategy
This is one of three original strategic styles, the others being the entrepreneurial and planning ( see Entrepreneurial Strategy, Planning Style), suggested by Mintzberg (1973).
Disintermediarization
Disintermediarization refers to the process whereby marketers bypass traditional intermediaries, such as retailers, to sell directly to the final customer/purchaser.
Market Penetration
This is one of the strategies identified in A nsoff's directional policy matrix ( see G rowth V ector M atrix).
Value Chain
The value chain embraces the various activities aimed at creating value for the customer and the margin that the firm obtains.
Discontinuous Innovation
This can be viewed as being at the polar extreme of a continuum with Continuous Innovation at the other extreme.
Marketing Organization
In the early stages, many of the activities now associated with M arketing would have been undertaken by a number of different functions, often in an uncoordinated manner.
Market Orientation
Market orientation in general suggests that organizations are outward looking, collect intelligence on competitors and customers, and disseminate this information throughout the organization.
Market Manager
Market managers are responsible for the Marketing activities for particular Markets or clusters of customers.
P areto's Rule
The 20/80 rule, based on a principle attributed to the Italian economist and political philosopher Vilfredo Pareto, suggests that the top 20% of products/customers account for approximately 80% of revenues/profits; or that 20% of users account for 80% of usage.
Focus Strategy
The focus strategy is one of Porter's (1980) generic strategies and involves concentrating on one or more niches or segments.
Entrepreneurial Strategy
Entrepreneurial strategy is one of Mintzberg's three S trategic S tyles ( see A daptive S trategy; P lanning S tyle).
Communications Research
Communications research is aimed at optimizing the effectiveness of communications through pretesting and posttesting of various aspects of the Communications Mix.
Cost Per Thousand
Traditionally, media costs have been measured in terms of the cost per thousand of delivered audience.
Strategic Objectives
Organizations are expected to have objectives, often regarded as part of the strategic plan, that act as foci for organizational activities.
Realizable Demand
The realizable demand is the actual demand that materializes during a specified period given the total marketing effort of the various firms in the market.
Global Strategy
A global strategy can be considered as a coherent overarching strategy for the parts of the world in which an organization operates.
One‐Step Flow Model
The one‐step flow model of communications presents mass communications ( see Mass Media), mainly Advertising, as acting directly on each member of the target audience.
Market Demand
The term market demand most usually refers to the total demand for a product or service over a specific period of time in a specified geographic area in a specified Marketing Environment and for a specified Marketing effort.
Business (44 works) · Computer Science (40 works) · Marketing (27 works) · Mathematics (14 works) · Economics (13 works) · Process management (12 works) · Business Strategy and Innovation (9 works) · Digital Innovation in Industries (8 works) · Engineering (7 works) · Industrial organization (7 works)