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The overall aim of this study was to research how music festivals in Oslo practise strategic Internet marketing and how these could improve their marketing throughout strategic Internet marketing. The interest of this study evoked since there was a lack in previous research in this field. Other issues to explore were marketing particularities and how these could be solved. Two music festivals in the city centre of Oslo were interviewed. The study was based on Chaffey and Smith’s (2008) SOSTAC planning framework, together with previous research findings in the field of strategic Internet marketing. The result showed a primarily use of informal goals, together with actions and evaluation based on gut feelings. Focus was placed on creating additional value and thus loyalty. Most applied marketing were connected to Web 2.0 techniques. The study found several shortcomings concerning the practise of strategic Internet marketing. Suggested improvements included use of online measurement systems and a strategic approach towards objectives and evaluation. The study found two distinct characteristics including the importance of visitor activity and loyalty. Web 2.0 techniques, the website and co-branding activities were concluded to be the most effective types Internet marketing. These together with an enhanced use of Web 2.0 techniques were also concluded to be the solution to marketing peculiarities.

Os temas principais desta dissertação são o Modelo Delta de estratégia e a orientação para o mercado. O Modelo Delta de estratégia foi desenvolvido em função do advento da economia em rede, caracterizada principalmente pela Internet, que trouxe mudanças profundas no ambiente dos negócios, tornando inválidos ou incompletos os modelos tradicionais de desenvolvimento de estratégias. A orientação para o mercado, desenvolvida na década de 90, é uma evolução da orientação para marketing, que enfatiza, além da orientação para os clientes, a orientação para os concorrentes. O objetivo central da dissertação foi estudar as inter-relações entre o Modelo Delta de estratégia e a orientação para o mercado. Complementarmente, procurou-se avaliar, por meio de um estudo de caso, a aplicação da orientação para o mercado em uma empresa distribuidora de insumos para marcenarias, de acordo com as abordagens de Day, e de Narver e Slater. As principais contribuições trazidas por este estudo, além dos objetivos mencionados, foram a proposição dos conceitos de ?complementador genérico? e ?complementador específico?, por meio da elaboração do conceito de ?complementador?, uma das idéias centrais do Modelo Delta; a proposição de uma alternativa estratégica complementar para o Modelo Delta, dentro do posicionamento estratégico de System Lock-in, denominada alternativa de ?Orientação para o Mercado? e a proposta de um questionário, com base no modelo de Day, para verificar o estágio de implementação da orientação para o mercado numa empresa. / The main subjects of this thesis are the Delta Model for corporate and business strategies, and market orientation. The Delta Model was developed to overcome the shortcomings of the existing strategy models after the emergence of the networked economy and the accompanying transformations in the business world. Market orientation was developed in the last decade and is an evolution of the marketing orientation that emphasizes, besides client orientation, also competitor orientation. The primary objective of the thesis was to study the interrelationships between the Delta Model and market orientation. Additionally, the application of market orientation in a distributor of raw materials for woodwork shops was evaluated, according to the models of Day, and Narver and Slater, by using a case study research. The main contributions of this study, beyond the stated objectives, were the proposal of the concepts of ?generic complementor? and ?specific complementor?, a development of the concept of complementor, one of the basic principles of the Delta Model; the proposal of a complementary strategic alternative for the System Lock-In option of the Delta Model, named ?market orientation? alternative and the proposal of a questionnaire, based on the Day model, to evaluate the implementation of market orientation in a company.

To plan marketing activities on foreign markets is more difficult than to plan activities on local market. Part of marketing plan is situational analysis. One of the questions company should clarify before entering foreign market is market potential and competitiveness of product on the market. These questions can be answered by comparative advantage searching method, which I have presented in my study. Method uses statistical indicators which helps to find markets with high potential, such as Lafay index, market rate and market growth indexes and Herfindal-Hirshman index.

The diploma thesis deals with the proposal of changes to the loyalty program of a selected company. The subject of the diploma thesis is the Intimissimi brand focused on the Czech and Slovak market. Proposals of changes are based on the analysis of the current state of company. The partial goal is to streamline the existing loyalty program and increase customer satisfaction of the Intimissimi brand.

No / Purpose ¿ The purpose of this paper is to consider whether successful subsidised arts organisations are more likely to apply a relationship rather than transactional marketing approach to overcome the tendency of not-for-profit organisations generally, and subsidised arts organisations particularly, to use marketing for short-term, tactical purposes. Design/methodology/approach ¿ Research was undertaken to identify whether ¿successful¿ subsidised performing arts organisations were indeed more strategic in their focus, whether they had applied a relationship marketing approach and whether such an approach had been influential in the development of their ¿success¿. Preliminary research led to the production of a conceptual framework that identifies major partnerships and specific stakeholder types that need to be considered by a subsidised performing arts organisation if an effective relationship marketing approach is to be developed. This was used as the basis for subsequent research involving a multiple case study approach studying two ¿successful¿ theatres and one ¿unsuccessful¿ theatre in depth. The strengths of relationship between the various key stakeholder roles and artistic directors within the three theatres were analysed. Findings ¿ Although this research is limited to a case study analysis of three theatres, it does seem to provide evidence to suggest that building strong relationships with stakeholders other than end users can be advantageous to subsidised performing arts organisations. Practical implications ¿ It is likely that this approach could be successful for the subsidised arts generally and indeed for all those organisations in the not-for-profit sector where those who pay do not necessarily receive the service. Originality/value ¿ This article provides a discussion on successful subsidised arts organisations.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Red Bull is probably one of the most interesting brands ever created. Since its launch in Austria in 1986 and the launch in South Africa in November 1997, Red Bull has caused a stir. Dietrich Mateschitz created Red Bull after visiting Thailand and seeing the taxi drivers drinking syrup called Kraling Daeng. He took this mixture to his home country and started to develop something more acceptable to the Western taste. The Red Bull brand was developed and built by firstly developing the taste, then designing the can and lastly designing the famous cartoons. Only thereafter the rollout started. Red Bull created a new drinks category called energy drinks. This research will take a close look at and discuss how Red Bull used the strategic marketing process to decide whether to enter the South African market, and from a marketing point of view, how the brand was and still is managed, focusing specifically on the first ten years since its launch in South Africa. Red Bull hit the South African shops in November 1997. This happened after a local distributor, THUMB Trading and later J Melnick & Company, did some analysis about the market. This industry, political, economic, social, technical and environmental analysis showed that the brand could be successful in the country. The volatile and ever changing exchange rate and import duties would however be the biggest external factors affecting the pricing in South Africa. Red Bull Head Office together with the local distributor investigated the market size and market potential, concluding that there was huge potential to launch the product in South Africa. The distributor at the time, THUMB Trading, was a consumer goods importer with good knowledge of the market. Their distribution and penetration into the retail market was solid although they lacked in the newly identified on-premise market. A new team was established to service this on-premise market, which was Red Bull 's focus when entering the market, supported by consumer sampling. The first phase, getting the silver and blue can into all the trendy and well-known on-premise outlets, was very successful but soon the next phase of rolling the brand out to the retail and convenience stores needed to commence. This coincided with even more consumer awareness programs across the country. The marketing activities soon followed, not in the traditional 4 Ps style of price, product, place and promotion, but something quite different. Red Bull introduced their methodology looking at the brand based on five pillars - media, sport and events sponsoring, consumer collecting, trade and retail promotions, and market research. These pillars each have their specific goals closely interacted to form an integrated marketing approach. Red Bull has unique brand events such as Boxcart and "Flugtag" (Flying day) to create the awareness and fun around the brand. These events are held in popular and spectacular locations, which attract tens of thousands of spectators to witness the brand at first hand. The Red Bull sponsored and supported athletes help to promote the functionality of the brand by helping athletes (and other consumers) with endurance, recovery, concentration and focus in time when they need it most. The marketing mix also consists of trade and retail promotions where Red Bull has developed specific point-of-sale items for the different channels. The category management and "global score" projects further enhance the Red Bull visibility, resulting in increased sales. Red Bull looks at the marketing spend on a monthly basis making sure it is progressing according to the budget. Any deviations found in the control process are carefully analysed and the adjustments are made accordingly. The local marketing team has to submit a revision at the end of each quarter making sure they stay on track according to the Annual Business Plan approved in December of the previous year. Monthly feedback is given to the country manager or Quarterback and Area Manager in the marketing and sales report on all development according to a predefined set of targets. The Red Bull sales and marketing efforts in South Africa are not only supported by local marketing efforts but also by Red Bull Head Office's international marketing strategies. These include Red Bull projects such as the channel crossing, the Jesus statue jump and world record speed skiing attempts to name but a few. The Red Bull companies with the well-known Red Bull Racing and Torro Rosso respectively competing in the Formula One Grand Prix series, Hangar 7 housing the Flying Bulls or the Red Bull Air Race, also contributes to keep the brand in consumers minds. Red Bull is truly a different brand with unique ways of doing business. The planning and thinking integrate not only the different pillars but also the head office projects, and Red Bull companies make the marketing effort something special to watch. This integrated marketing approach comprising of so many different angles sets new marketing standards, and also makes it easier to understand why the brand is so strong globally. The Red Bull success can be attributed to a small number of things, which include their people,the passion for the brand, a drive to succeed, and their detailed planning methodology. The way of doing is consistent throughout the world, speaking the same language with the same message everywhere - a unique brand with strong brand values, focus and strategies, which thinks as a number two to be the number one ...... "Red Bull gives you wiiings!" / AFRIKAANSE OPSOMMING: Red Bull is waarskynlik een van die mees interessante handelsname wat ooit geskep is. Sedert die bekendstelling in Oostenryk in 1986 en die bekendstelling in Suid-Afrika in November 1997, het Red Bull 'n beroering veroorsaak. Dietrich Mateschitz het Red Bull ontwerp nadat hy Thailand besoek het en daar gesien het dat taxi-bestuurders 'n stroop, genaamd Krating Daeng, drink. Mateschitz het hierdie mengsel na sy tuisland teruggeneem en begin om iets te ontwikkel wat meer aanvaarbaar vir die Westerse smaak sou wees. Die Red Bull handelsmerk is ontwikkel en uitgebou deur eerste die smaak te ontwikkel, daarna die blikkie te ontwerp en laastens die welbekende tekenprente. Slegs daarna het die bekendstelling begin. Hierdie navorsing sal in diepte kyk en bespreek hoe Red Bull die strategiese bemarkingsproses gebruik het in die besluit om die Suid-Afrikaanse mark binne te dring al dan nie en vanuit 'n bemarkingsoogpunt bespreek hoe die handelsmerk bestuur is en steeds bestuur word deur spesifiek te fokus op die eerste tien jaar vanaf bekendstelling in Suid-Afrika. Red Bull is in November 1997 in Suid-Afrikaanse winkels beskikbaar gestel. Dit het gebeur nadat 'n plaaslike verspreider, THUMB Trading, later bekend as J Melnick & Company, 'n markanalise gedoen het. Hierdie industrie, politieke, ekonomiese, sosiale, tegniese en omgewingsanalise het gewys dat die handelsnaam baie suksesvol in die land kon wees. Die onbestendige en ewig veranderende wisselkoers asook invoerbelasting sou egter die grootste eksterne faktore wees wat betref die prysbepaling vir die Suid-Afrikaanse mark. Red Bull hoofkantoor, tesame met die plaaslike verspreider het die markgrootte en markpotensiaal ondersoek en tot die gevolgtrekking gekom dat daar baie potensiaal is om die produk in Suid-Afrika vry te stel. Die verspreider, THUMB Trading, was 'n invoermaatskappy van verbruikersgoedere met 'n grondige kennis van die mark. Hul verspreiding en penetrering van die handelsmark was bestendig, alhoewel hulle tekortgeskiet het in die nuut geidentifiseerde "op-perseel"-mark. Red Bull wou spesifiek fokus op die "op-perseel"-mark asook verbruikersmonsters terwyl die mark betree word en daar is toe 'n span saamgestel wat hierdie "op-perseel"-mark sou diens. Die eerste fase, om die silwer-en-blou-blikkie in al die gewilde, toonaangewende "op-perseel" verkooppunte beskikbaar te stel, was baie suksesvol, maar kort daarna moes die volgende fase begin - om die produk in die kleinhandelafsetpunte en gerieflikheidswinkels te hê. Hierdie fase het saamgeval met selfs nog meer gebruikersbewusmakingsprogramme oral deur die land. Die bemarkingsaktiwiteite het kort daarna gevolg - nie in die tradisionele 4 P-styl van prys, produk, plek en promosie nie, maar iets heeltemal eiesoortig. Red Bull het hulle metodologie bekendgestel wat daarop berus dat hulle die bemarking van die handelsmerk op vyf pilare basseer: media, sport en geleentheidsborgskappe, verbruikersversameling, handel- en kleinhandel promosies, asook marknavorsing. Hierdie pilare het elk sy eie spesifieke doelwitte met noue wisselwerking tussen mekaar om uiteindelik 'n geintegreerde bemarkingsbenadering te vorm. Red Bull bied unieke okkasies, soos "Boxcart" en "Flugtag" (Vliegdag) aan om bewusmaking en pret rondom die handelsmerk te verhoog. Hierdie okkasies word in gewilde, skouspelagtige plekke aangebied wat tienduisende toeskouers teiken wat die handelsmerk eerstehands kan ervaar. Atlele wat deur Red Bull geborg en/of ondersteun word, help om die funksionaliteit van die handelsnaam te bevorder deur atlete, asook ander verbruikers, te help met hul uithouvermoë, herstel, konsentrasie en fokus op die tye wat hulle dit die nodigste het. Die bemarkingsaktiwiteite sluit ook in handels- en kleinhandelpromosies waar Red Bull spesifieke verkooppunt-items ontwikkel het vir die verskillende kanale. Die kategorie bestuur- en globale puntestandprojekte bevorder die Red Bull sigbaarheid wat weer lei tot verhoogde verkope. Red Bull kyk maandeliks na die bemarkingsbesteding om sodoende te verseker dat dit volgens die begroting verloop. Enige afwykings wat tydens die kontrole proses gevind word, word baie deeglik geanaliseer en aanpassings word gemaak. Die plaaslike bemarkingspan moet elke kwartaal 'n revisie indien om te verseker dat hulle op die regte spoor bly aangaande die Jaarlikse Besigheidsplan wat Desembermaand van die vorige jaar goedgekeur is. In die bemarkings- en verkoopsverslag word maandeliks terugvoer aan die landbestuurder en areabestuurder gegee rakende alle vordering op grond van 'n voorafgedefinieerde stel doelwitte. Die Red Bull verkoop- en bemarkingsprestasies in Suid-Afrika word nie net deur plaaslike bemarkingspogings ondersteun nie, maar ook deur Red Bull hoofkantoor se internasionale bemarkingstrategiee. Hierdie sluit projekte in soos die kanaaloorkruising, die Jesusbeeld-sprong en wereldrekord spoedskipogings, om maar net 'n paar te noem. Die Red Bull maatskappye, tesame met die welbekende Red Bull Racing en Torro Rosso wat afsonderlik deelneem aan die Formule Een Grand Prix-reeks, die Hangar-7 wat die Vlieende Bulle of die Red Bull Lugspan huisves, dra almal daartoe by om bewusmaking van hierdie handelsnaam by verbruikers te verhoog. Red Bull is verseker 'n andersoortige handelsnaam wat op 'n unieke manier besigheid doen. In die beplanning- en oorwegingsfase word nie net die verskillende pilare geintegreer nie, maar ook die projekte wat deur die hoofkantoor geloods word en die Red Bull maatskappye maak die bemarkingsprojek iets besonders om te sien. Hierdie geintegreerde bemarkingsbenadering wat uit soveel verskillende fasette bestaan, stel nuwe bemarkingstandaarde, maar maak dit ook makliker om te begryp waarom hierdie handelsnaam wereldwyd so sterk is. Die sukses van Red Bull kan toegeskryf word aan 'n paar dinge, wat insluit hul mense, die passie vir die handelsmerk, die deursettingsvermoe om suksesvol te wees, asook hul gedetaileerde beplanningsmetodologie. Die manier van doen is wereldwyd konsekwent, praat oral dieselfde taal met dieselfde boodskap - waarlik 'n unieke handelsnaam met sterk waardes, fokus en strategiee, wat dink soos 'n nommer twee om verseker die nommer een te wees. . .... "Red Bull gives you wiiings"!

信用卡結合票證功能、各式各樣的支付功能及優惠活動，已成為民眾生活中的必需品，藉由信用卡的消費資料，可使銀行對顧客有更深入的了解，所以各銀行都積極發展信用卡業務，惟全體流通卡數已逾3,800萬卡，顧客再申辦新的信用卡意願不高，除非該項信用卡產品有較佳的權益及活動，才能促使民眾付諸實際申辦該信用卡的行動。 聯名卡是結合銀行與聯名企業的資源，提供會員更好的優惠，持有聯名卡的會員，一般而言會享有較沒有持有聯名卡會員更多的優惠、權益、服務及獨家活動，會員們理應大量申辦聯名卡，但實際情況不然，大部分聯名卡發卡成效有待加強，發卡數超過100萬卡的聯名卡，更是少之又少。 本研究是以A銀行與C公司聯名卡為例，將實際做法以4C策略行銷架構來分析，剖析成功經營聯名卡的做法後，促使聯名卡的4C邁向良性循環，讓未來負責經營聯名卡的企劃人員，規劃出有效的行銷策略與執行方案。 / In conjunction with the use of EasyCard, various payment functions and other promotional activities, credit card has now become a necessity of life. Through credit card expense reports, the personal spending pattern is reflected, and the bank is able to better understand the customer’s needs. Many banks are actively developing their business focus on credit card. As the number of credit card in circulation has exceeded 38 million in the market, people have little desire for adding a new credit card. However, if the credit card is appealing with lots of better benefits and activities, people may be tempted to have their application put into action. Co-brand card is a credit card that combines resources for the bank and the joint partner to provide members with exclusive benefits and services. Comparing to the general credit cards, co-brand card should be very popular because the card holders enjoy better services and exclusive activities, but in reality, it is rather rare for the co-brand card providers to achieve more than 1 million as an overall number. In this paper, a co-brand card issued by the bank A and the joint partner C will be taken as an example for study. The actual operation will be analyzed based on the 4C strategic marketing framework. After understanding the reasons of success behind, it may help 4C to flow in a functional circle. Furthermore, the personnel in charge of co-brand card may work out effective marketing strategies and implementations for the project in the future.

Η παρούσα διπλωματική εργασία ασχολείται με την διεθνή εξωστρέφεια των ελληνικών οινοποιητικών επιχειρήσεων καθώς και τις στρατηγικές τους σχέσεις. Πιο συγκεκριμένα, έχει παρατηρηθεί την τελευταία πενταετία μία τάση για διεθνή εξωστρέφειας από τις ελληνικές οινοποιητικές επιχειρήσεις. Αν και έχει μειωθεί η παραγωγή του ελληνικού οίνου, υπάρχει μια στροφή προς την εμφιάλωση ανώτερου ποιοτικά κρασιού και εξαγωγή του καθώς και μια στενότερη συνεργασία μεταξύ των επιχειρήσεων του κλάδου. Σκοπός της παρούσας έρευνας είναι να δούμε από τι εξαρτάται η ανάπτυξη των επιχειρήσεών αυτών ,η αποδοτικότητα τους καθώς και η απόδοση των εξαγωγών τους. Η παρούσα εργασία χωρίζεται σε δύο βασικά μέρη. Στο πρώτο μέρος γίνεται μία παρουσίαση της κατάστασης που επικρατεί στον αμπελοοινικό τομέα στην Ελλάδα την Ευρώπη αλλά και σε όλο τον κόσμο. Συγκεκριμένα γίνεται εκτενής αναφορά στη λειτουργία της αγοράς οίνου με στοιχεία που αφορούν την παραγωγή, την κατανάλωση, τις εισαγωγές και τις εξαγωγές οίνου αλλά και την οργάνωση της εγχώριας αγοράς σε επίπεδο επιχειρήσεων. Παράλληλα παρουσιάζεται το θεσμικό πλαίσιο που διέπει τον τομέα του οίνου στην αγορά και ειδικότερα η νέα Κοινή Οργάνωση της Αμπελοοινικής Αγοράς. Ακόμη παρουσιάζονται οι ορισμοί και χαρακτηριστικά των στρατηγικών συνεργασιών και ομαδοποιήσεων των επιχειρήσεων, καθώς και προϋποθέσεις επιτυχίας τους και παραδείγματα εφαρμογής τους. Στο δεύτερο μέρος παρουσιάζεται η μεθοδολογία που ακολουθήθηκε για τη διεξαγωγή της έρευνας. Ειδικότερα, περιγράφεται ο προσδιορισμός του πλαισίου του δείγματος της έρευνας, ο τρόπος διεξαγωγής αυτής καθώς και τα χαρακτηριστικά των επιχειρήσεων που συμμετείχαν στην έρευνα. Επίσης, παρουσιάζεται ο τρόπος σύνταξης και η διάρθρωση του ερωτηματολογίου που χρησιμοποιήθηκε για τις ανάγκες της έρευνας, τα αποτελέσματα και τα βασικά συμπεράσματα που προέκυψαν από την έρευνα. / The following is a presentation of the international extrovert behavior of the Greek businesses as well as of their strategic relationships. More specifically, it has been observed that over the last five years the Greek wine businesses have been more interested in working with foreign countries. Even though the amount of the production of Greek wine has been reduced, there is great amount of interest in bottling wine of superior quality, exporting it and collaborating more closely with other local businesses. The aim of this study is to elaborate on the factors which are responsible for the development of these businesses, their effectiveness and the efficiency of their exports. This study is divided into two main parts. In the first part there is a presentation of the current situation of the wine industry in Greece, Europe and all over the world. Specifically, there is an extensive reference on how the wine business works, using information concerning the production, the consumption, the imports and exports of wine as well as the organization of the local wine businesses. Simultaneously, there is a presentation of the established rules which apply in the wine market and more specifically the new Common Organisation of the wine market. Also the definitions and characteristics of the strategic relationships, the batch process of businesses, the conditions of their success and examples of their implementation are included. In the second part, there is a presentation of the methodology which was followed for this study. There is a thorough presentation of how the sample of this research was established, the way it was conducted and the characteristics of the businesses which were included in the research. There is also a presentation of how it was written and how the questionnaire used was created for the needs of this research, the results and the main conclusions which were drawn.

Following the pioneering work of Kohli and Jaworski, Narver and Slater, and other academic researchers during the 1990s, the concept of ‘market orientation’ has evolved as an important area of study within the marketing discipline. This work has initiated a large number of empirical studies that have been undertaken during the last two decades. Despite its importance and the attention that this concept has received during the last two decades, most of these studies have conceptualized market orientation and measured its levels within only the Western contexts where it has been developed. Although other studies have been undertaken within newly developed and developing economies, there has been little focus on exploring the concept, its constructs and implementation in less developed and resource-based economies. In order to address this research gap, a mixed-method design was adopted that consisted of two phases. Following a literature survey, the first phase involved a qualitative study to gain better understanding of the notion of market-orientation within a resource-based context and refine the preliminarily conceptual framework based on existing literature and Deshpandé’s definition of market-orientation. In the second phase, this framework was tested by means of a survey of both financial services providers and their customers. Confirmatory factor analysis (CFA) and structural equation modelling (SEM) were employed to analyse the survey responses. The models showed a good fit to the data and good convergent, nomological and discriminant validity, reliability and stability, demonstrating improvement to existing scales by the addition of further salient items elicited from the qualitative phase. The findings of this study identified four constructs of market-orientation in financial services providers within a resource-based economy, viz. market-oriented corporate culture, strategy formulated and implemented, structure and systems employed, and market-oriented activities. Those dimensions (constructs) were consistent with various previous works in the market-orientation literature. Additionally, the study found that a market-oriented corporate culture had a mediating role in facilitating the business organizations’ responses through the strategy formulated and implemented.A key contribution of this research was to offer a robust model that explained market-orientation within a resource-based economy and demonstrated that a market-oriented corporate culture had a mediating effect on facilitating financial services providers’ responses to satisfying customer needs and expectations. The use of a qualitative approach to identify market-orientation dimensions in this context was also considered a methodological contribution in this area of marketing research. Moreover, the present study added a novel perspective to the body of market-orientation literature and suggested directions for future research. Finally, the study provided managerial implications for financial services managers to identify what they should do to become more market-oriented businesses or to enhance their level of market-orientation in order to meet their businesses’ needs and customers’ expectations.