Balancing internal and external market orientations

Article Abstract:

It can be argued that a company orientation in which both internal and external aspects are treated equally will be more successful in formulating strategic responses to market intelligence than a company orientation which focuses mainly on external issues. External orientation permits managers to identify the company's opportunities and threats, but may also give excuses for weak performance. Managers must be able to balance their internal needs, including satisfying and motivating employees, against their external needs, including satisfying customers.

Methods, Marketing research, Market research

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Key account management: theory, practice and challenges

Article Abstract:

Key account management develops from a customer relationship focus in firms which sell to other businesses. The concept offers financial benefits to the buyer as well as the seller, but the successful management of key accounts is a major factor in the health of the selling company. The key account system is only viable if the product is of strategic importance to the customer, and it requires sophisticated management skills in the seller. A business review indicates that the trend in key account management is for much closer bonds of partnership.

Management, Customer relations, Key accounts

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Strategic marketing planning: theory, practice and research agendas

Article Abstract:

A review of how strategic marketing planning has developed between the early 1960s to 1995 concentrates on a scientific planning model which is dominant during the period. Strategic management deals with an uncertain future and is often the harbinger of change. The six accepted strategy forming models include a planning model, where strategic decisions are reached using sequential planning searches for solutions to certain problems.

Strategic planning (Business)

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