Cooperative International Direct Marketing: An Alternative for Asian-Pacific Countries to Increase Exports to Industrial Market Economies

Exporters from Asian-Pacific Countries can successfully establish marketing presence in Industrial Market Economies by directly marketing products in these country markets. Direct marketing potential in Industrial Marketing Economies can be determined by examining two critical factors: the direct marketing infrastructure and emerging environmental changes. Although the resource requirement for direct marketing is quite substantial, exporters, who combine their resources to engage in cooperative international direct marketing, will find it easier to establish marketing presence in Industrial Market Economics

An O ( n log n ) algorithm for the two-machine ow shop problem with controllable machine speeds

There appear to be some problems in defining direct marketing. Bauer and Miglautsch (1992) present direct marketing as a relational marketing process. According to Schofield (1995: 36), "Such a definition excludes much marketing work which employs individual direct marketing techniques on a pragmatic and eclectic basis, alongside nondirect marketing elements, and in which the use of such techniques is normally seen as direct marketing". He suggests that two definitions may be needed: a general, inclusive definition of direct marketing, e.g. the DMA-definition, which allows any use of any direct marketing technique to be recognized as an instance of direct marketing, and a definition of a direct marketing system, e.g. Bauer and Miglautsch''s definition, covering cases where a product or service is marketed exclusively by direct marketing methods (Schofield 1995: 37). This distinction suggests that several levels of direct marketing can be distinguished. The definition of direct marketing as proposed by Raaijmaakers et al. (1992) allows for distinguishing several levels of direct marketing without the need for more than one definition. They stress the importance of direct relationships and the specific use of marketing instruments. Based on their definition, four levels of direct marketing can be distinguished (Hoekstra 1994). Three of them concern strategic decisions and one is at the operational level (see table 1). These types cover the ever broadening field of direct marketing, including the direct marketing system as well as the use of direct marketing methods.marketing ;

A Cross-National Comparison of Consumers\u27 Attitudes Toward Direct Marketing and Purchase Intention

Existing research indicates that attitudes toward the three elements of direct marketing (the source, mode, and response channel) influence consumers\u27 intentions to purchase directly marketed products. While research investigating attitudes and consumers\u27 response has been conducted in the U.S., there has been no research to date which examines attitude structures and purchase intentions towards direct marketing in a multi-country setting, in spite of the standardized global efforts of direct marketeers. This study presents findings on attitude structures regarding direct marketing for three affluent open markets, the U.S., Singapore, and the Netherlands and empirically investigates the relationships between these consumers\u27 attitudes toward the three elements of direct marketing and purchase intentions

Factors affecting smallholder paddy rice farmer's choice of marketing channel in the northern region of Ghana : a thesis submitted in partial fulfilment of the requirements for the degree of Master of AgriCommerce at Massey University, Palmerston North, New Zealand

The scientific community advocates that enhancing smallholder farmers’ access to reliable, ready and direct market channel is a prerequisite to the attainment of sustainable food supply and poverty reduction in the developing world including Ghana. However, the smallholder farmers' access to direct marketing channels in Ghana has been a critical challenge; therefore, this study aims to analyse the factors that influence smallholder paddy rice farmers’ decision to participate in either the direct marketing channel specifically processors or the indirect marketing channel specifically, middlemen in the Northern Region of Ghana. Purposive sampling was used to select farmers from three rice growing districts in the Northern Region of Ghana. The study employed the Binary Logit regression model in the analysis of the factors affecting farmers’ choices of marketing channel. A t-test was also used to compare the mean yields and revenues generated by farmers who marketed their paddy rice outputs in the direct and indirect marketing channels. A five-point Likert scale was used to rank the constraints that affect the production and marketing of rice output among rice farmers. The study revealed that a lower percentage of farmers sold their paddy rice output to processors (direct channel). The Logit model showed that farm size, the price of paddy rice output per 85kg bag, access to market information and access to credit increased the farmers' participation in the direct marketing channel whereas payment period and ownership of bicycle reduced farmers' their participation. The t-test result revealed that the participation in the direct marketing channel raised farmers' revenue. The study further showed that limited access to credit, poor climatic condition, the high cost of labour, the high cost of farm inputs and low mechanisation were the top five production challenges they encountered in their rice production. Low market prices, post-harvest losses, the high cost of transportation, limited market option and low demand for local rice were the top-ranked marketing constraints reported by farmers. The study concludes that it is more profitable for farmers to sell their paddy rice output to processors instead of middlemen. Therefore, policymakers need to incorporate the significant factors of farmers’ choices of marketing channels in the formulation of agricultural policy that seeks to promote farmers’ access to direct marketing channels in developing countries including Ghana

Direct marketing of beef in organic suckler cattle farms: economic results and impact on breeding system management

In response to the bovine crises of 1996 and 2000, and also to the poorly structured organic beef market chain, direct marketing of beef to consumers by the farmer has developed. We studied the impact of this marketing system on economic performance and farming practices. The results show that direct marketing can generate added value, despite the extra costs. Farmers have made the necessary changes to their practices, and have adapted their herd management. Through strengthening the link between the farm and the outside world, direct marketing offers an alternative to the expansion of farms, making it possible to support a greater workforce with the same structure

The Marketing of Small Enterprises, Guerilla Marketing

The work is focused on approaches and techniques used by companies for identifying and fulfilling of the consumers’ needs and expectations, while making profit with little or limited resources in various stages of firm development (start-up stage) or in small enterprises. Basic marketing principles and categories of conventional marketing shall be compared with the demands of the unconventional one, which is focused on practical and financially limited marketing (guerilla marketing). In this work, the accent will be put on direct marketing, new marketing paradigm, faceto- face marketing, relationship marketing, and most notably on guerilla marketing, which sole purpose is to achieve maximal goals with minimal resources.guerilla marketing, new marketing paradigm, direct marketing

Direct Marketing Product-Market Strategies

The article points out the characteristics of planning, options choices and strategies in the area of direct marketing. Thus, it is the marketing plan that sets the tasks and defines the scope of direct marketing. The extent to which direct marketing is affected by a firm’s strategic decisions, and in turn affects them, is linked to its importance in the marketing mix. Operational alternatives can be mapped by the conventional product-market matrix. Once a combination is selected, the firm is still left with the question of how to achieve the objective of the strategy; a strategy can fall into three broad groups: undifferentiated, focus, and differentiated. All the producers strive to have customers perceive that their outputs are unique, different, and preferable to competitive products.planning, product-market options, strategies, tactics, differentiation

Avoiding Asda? Exploring consumer motivations in local organic good networks

Supermarkets such as Asda (owned by Wal-Mart) have responded to the growth in direct marketing and alternative agri-food networks by promoting local produce ranges, and increasingly sourcing organic produce from the UK. Thus consumers now have a choice of outlets for local and organic produce. This paper examines the implications of that choice for direct marketing in particular, and sustainable consumption in general. The paper tests the hypothesis that consumers make a conscious choice to engage in an alternative food network when they purchase through direct marketing channels, and that they are deliberately avoiding mainstream supermarkets. Research findings are presented from a survey of customers of a local organic food cooperative in Norfolk, UK which examines consumer motivations and perceptions of alternative and mainstream food provisioning. The hypothesis is confirmed: consumers expressed wide-ranging preferences for participation in the alternative food system, though there is some concern that the convenience and accessibility of supermarket provision of local and organic food threaten to erode the wider social and community benefits achieved by direct marketing initiatives