POLITICAL ELECTIONS FOR MARKETERS

SrFe12O19 coatings, intended as electromagnetic wave absorbers, were produced by atmospheric plasma spraying (APS) using two different kindsof feedstock powders: spray-dried agglomerates of micrometric SrFe12O19 particles (type-A) or spray-dried agglomerates of raw materials (SrCO3,Fe2O3), reactively sintered at 1100 ◦C (type-B).During spraying, type-A agglomerates either remain unmelted, producing porous coating regions where crystalline hexaferrite is retained, orare disrupted into smaller granules which melt completely, resulting in dense coating regions with no crystalline hexaferrite.The sintered type-B agglomerates possess higher cohesive strength and do not fall apart: the finer ones melt completely, whereas, in the largerones, the outer region melts and infiltrates the porous unmelted core which retains crystalline hexaferrite. Dense coatings can therefore be obtainedwhile preserving high amounts of crystalline hexaferrite even inside the dense areas. Such coatings show magnetic properties that are promisingfor electromagnetic wave absorption applications

Understanding the construction of marketers’ credibility by NZ senior managers: An interpretive study

Academics report that marketers are losing their influence in the boardroom due in part to serious challenges to marketing’s credibility. Although the credibility of marketing sources has received much attention since the early 1950s, research into how individuals in business organisations construct the credibility of marketers is scarce. This study, using in-depth interviews, describes how seven senior managers from different New Zealand businesses construct the credibility of marketers. For these senior managers, the credibility of marketers is grounded in their performance in delivering commercial outcomes. The findings also suggest that senior managers construct credibility in terms of a work aspect and a social aspect of a marketer’s performance, and that both these aspects have to be present if the marketer is to be considered credible. The work aspect of performance is made up of a marketer’s Pedigree, Projects, and Pervasive Influence. The Pedigree of a marketer includes their qualifications, skills and background. A degree is usually the minimum qualification required, particularly for more senior marketing roles. Skills expected from marketers include leadership, management, sales and intuition. With regard to background, the marketer needs to demonstrate they have achieved commercial outcomes in previous employment to be considered credible. Projects describes how marketers must design and implement cogent marketing plans, work effectively without supervision, achieve commercial outcomes in a clever or creative way, and provide evidence that their projects have contributed to commercial outcomes. Pervasive Influence describes how marketers influence others in the organisation toward customer-centricity. Marketers can lose credibility in the work aspect of their performance when they have no structured purpose to their marketing research, are unable to execute marketing plans or are unable to demonstrate the results of a marketing project. The social aspect of a marketer’s performance is made up of Personal Integrity and Professional Conduct. Personal Integrity describes marketers who are respected, take pride in their work, strive to improve themselves and are not precious. Professional Conduct describes a marketer who relates and collaborates competently and professionally with others, and is a team fit. Marketers lose credibility in the social aspect of their performance when they are precious, flighty, argumentative, and only out for themselves. This paper contributes a framework that describes the construction of a marketer’s credibility from a senior manager’s perspective. It also introduces a new understanding of credibility, grounded in performance terms, which is distinct from past conceptualisations of credibility found in the literature, which is based on expertise and trustworthiness. These findings demonstrate that while a marketer might be considered an expert and trustworthy, if they are not delivering commercial outcomes then they may not be considered credible, from a senior manager’s perspective

Indigenous Intellectual Property Rights: Ethical Insights for Marketers

Present copyright laws do not protect Indigenous intellectual property (IIP) sufficiently. Indigenous cultural artefacts, myths, designs and songs (among other aspects) are often free to be exploited by marketers for business\u27 gain. Use of IIP by marketers is legal as intellectual property protection is based on the lifetime of the person who has put the IP in tangible form. However, Indigenous groups often view ownership in a very different light, seeing aspects of their culture as being owned by the group in perpetuity. Misuse of their cultural heritage by marketers in products often denies the Indigenous group a monetary benefit from their use and is frequently disrespectful. This article discusses ethical insights that might shed moral weight on this issue

Marketing applications: from Angry Birds to happy marketers

This marketing teaching case is focussed on the rapidly emergent industry associated with Apps for mobile devices. After setting the context in respect of the awe-inspiring numbers associated with these markets the case is made that innovative marketing is happening across all parts of the basic marketing framework – the 4Ps. The case presents many specific examples of marketing related decision making and outcomes, focussing on games-Apps such as Rovio’s best-selling Angry Birds game

Cooperatives as Marketers of Branded Products

Few agricultural marketing cooperatives have nationally prominent brand names. Instead, they tend to concentrate in commodity-oriented markets, which can be attributed to the cooperative principles—user-benefit, user-financed and user-control. However, these structural disadvantages can be overcome. Due to the user-benefit principle, cooperatives often have seasonal product availability and/or limited product lines; they also suffer from the horizon problem, lacking the structure to provide long-term returns to members who invest in brand building. The user-benefit principle can be converted into an advantage by using the cooperative identity as a marketing strategy, and the horizon problem can be remedied by implementing a delivery-rights system. Cooperatives’' limited access to capital is attributable to the user-financed principle. Joint ventures, legislative reforms to expand cooperatives'’ sources of equity capital and preferred stock offerings can be used to overcome this constraint. The homogeneous nature of cooperative boards is attributable to the user-control principle; it gives rise to the principal-agent problem. Forming subsidiaries or joint ventures to market branded products can remedy this situation, with the boards composed of individuals with expertise in branded products.Agribusiness, Marketing,

Arabic social and cultural influences on aberrant consumer behaviour: an exploratory study of Libyan marketers

This paper examines the effect of Arabic social and cultural factors on adopting aberrant consumer behaviour (ACB) in Libya. The data was collected by conducting personal interviews with 26 marketers in Libya. The findings indicate that the Arabic social and cultural environment enforces some limitations on ACB control and prevention practices. These limitations have provided an opportunity for some Libyan consumers to engage in ACB. However, this paper goes on to explore some unique alternative ACB controlling and preventative practices used by Libyan marketers which are considered socially acceptable