Performance Regimes and Marketing Policy Shifts

Pauwels, Koen; Hanssens, Dominique M.
May 2007
Marketing Science;May/Jun2007, Vol. 26 Issue 3, p293
Academic Journal
Even in mature markets, managers are expected to improve their brands' performance year after year. When after successful, they can expect to continue executing on an established marketing strategy. However, when the results are disappointing, a change or turnaround strategy may be called for to help performance get back on track. In such cases, performance diagnostics are needed to identify turnarounds and to quantify the role of marketing policy shifts in this process. This paper proposes a framework for such a diagnosis and applies several methods to provide converging evidence for two main findings. First, contrary to prevailing beliefs, the performance of brands in mature markets is not always stable. Instead, brands systematically improve or deteriorate their performance outlook in clearly identifiable time windows that are relatively short compared to windows of stability. Second, these shifts in performance regimes are associated with the brand's marketing actions and policy shifts, as opposed to competitive marketing. Promotion-oriented marketing policy shifts are particularly potent in improving a brand's performance outlook.


Related Articles

  • Explanations for Successful and Unsuccessful Marketing Decisions: The Decision Maker's Perspective. Curren, Mary T.; Folkes, Valerie S.; Steckel, Joel H. // Journal of Marketing;Apr92, Vol. 56 Issue 2, p18 

    The authors investigate the attributional processes involved in marketing planning. Using MARKSTRAT, a marketing simulation game, as a research setting, they find that decision makers are likely to have self-serving biases in their causal attributions for performance. The attributions are...

  • As Marketing Strategy Evolves, So Must People and Processes. ETHERINGTON, MARTYN; KELL, ERIC // Direct Marketing News;Feb2013, Vol. 35 Issue 2, p14 

    The article offers the authors insights on the need for marketing process and strategy to evolve. They say that the first major process transformation in marketing is the shift from activity-based marketing to outcome-based marketing, which focus on doing for the business with underlying...

  • Telling Stories about Strategies: A Narratological Approach to Marketing Planning. Ardley, Barry // Marketing Review;Fall2006, Vol. 6 Issue 3, p197 

    An increasing amount of literature suggests that the narrative form is an important source of meaning in organisations and that it should be harnessed for strategic purposes. This paper argues for this perspective, reporting on some research carried out into marketing planning processes in a...

  • HOW TO AUDIT YOUR MARKETING FUNCTION. Sparks, Donald // Industrial Management;Feb67, Vol. 9 Issue 2, p11 

    Describes a method for auditing marketing functions. Marketing planning; Marketing research; Marketing strategy.

  • Sunderland council seeks groups for design framework. Montgomery, Angus // Design Week (Online Edition);1/13/2014, p9 

    The article reports that groups for a three-year marketing communication design framework are being searched for by Sunderland City Council. It is mentioned that using existing brands and design for building, signage and interpretation material, consultancies appointed to the design lot will be...

  • E.TR@DER.  // Fund Strategy;7/24/2006, p26 

    Several letters are presented related to trade marketing published in the previous issues, including running scenarios to provide guidance over the current conflict for markets and status presentation, second-guessing a market running on fear and emotion and its stock screening, and a belated...

  • Enough about strategy! Let's see some clever executions. Bonoma, Thomas V. // Marketing News;2/13/89, Vol. 23 Issue 4, p10 

    The article focuses on the need for strategic brilliance in executing a marketing job. Marketing strategies often fail to work because of the near total academic, consulting, and research emphasis on strategic brilliance versus tactical follow-through as the be-all and end-all of the marketing...

  • When Marketing Goes Wrong. Graham, John // Hudson Valley Business Journal;2/21/2013, Vol. 2 Issue 7, p5 

    The article focuses on seven common pitfalls, obstacles, and stumbling blocks that causes marketing failure. Little marketing knowledge of the person in charged of management is one cause of marketing failure. It states that lack of discipline of the management is another reason why marketing...

  • In international markets, new consumer products spread much slower than new industrial products. Leroy, Georges P. // Marketing News;4/9/1976, Vol. 9 Issue 19, p4 

    Reveals that new consumer products spread much slower than new industrial products in international markets, based on data gathered by several multinational firms based in the U.S. Details on the data from the firms; Factors that explain the difference in rate of spread between consumer...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics