Fusion for profit : how marketing and finance can work together to create value / by Sharan Jagpal ; with the assistance of Shireen Jagpal.

Format:

Book

Author/Creator:

Jagpal, Sharan, 1947-

Contributor:

Jagpal, Shireen.

Language:

English

Subjects (All):

Marketing--Management.

Marketing.

Marketing--Costs.

Physical Description:

1 online resource (665 p.)

Place of Publication:

New York : Oxford University Press, 2008.

Language Note:

English

Summary:

Jagpal covers in a comprehensive way how financial models can help firms make important decisions. Chapter topics range from how to compensate a sales force, to pricing and bundling strategy, to the measurement of advertising productivity. Case studies from a variety of industries illustrate each of Jagpal's points.

Contents:

Contents; Foreword; Foreword; Part I: Financial Tools Necessary for Understanding the Marketing-Finance Interface; 1 Choosing Marketing Policy in the Short Run; 1.1 Should the Firm Use Profits to Choose Marketing Policies?; 1.2 Should the Firm Use the Return on Investment Criterion for Marketing Decision Making?; 1.3 How Does the Ownership Structure of the Firm Affect How Marketing Policies Should Be Chosen?; 1.4 What Does the Risk-Adjusted ROI Criterion Imply for Multiproduct and Multidivisional Firms?; 2 Choosing Marketing Policy in the Long Run

2.1 How Should the Firm Choose Long-Run Marketing Policies under Certainty?2.2 How Should the Firm Choose Long-Run Marketing Policies under Uncertainty?; 2.3 How Should the Firm Measure the Long-Run Effects of Different Marketing Policies?; 2.4 How Should the Multiproduct Firm Choose Long-Run Marketing Policies under Uncertainty?; 2.5 How Should the Firm Make Long-Run Strategic Marketing Decisions under Uncertainty When It Has Strategic Flexibility?; 2.6 How Should the Firm Measure and Reward Managers When It Has Strategic Flexibility in Choosing Marketing Policies?

Part II: Defining the Market3 What is the Impact on Strategy?; 3.1 In What Market Does the Firm Compete?; 3.2 How Does the Definition of the Market Affect the Firm's Marketing Strategy?; 3.3 How Does the Firm's Definition of the Market Affect Managerial Incentive Schemes?; Part III: Understanding Market Shares; 4 Should the Firm Pursue Market Share?; 4.1 Why Do Firms Pursue Market Share?; 4.2 Does an Increase in Market Share Lead to Higher Short-Run Profits?; 4.3 When Does an Increase in Market Share Lead to Higher Long-Run Profits?; 4.4 Should the Firm Enter High-Growth Markets?

4.5 Should the Firm Pursue Market Share in a High-Growth Market?4.6 Should the Firm Attempt to Increase Its Volume-Based Market Share in the Short Run When Cost Dynamics Are Present?; 4.7 Should the Firm Pursue Volume-Based Market Share When Demand Dynamics Are Present?; 4.8 Should the Firm Pursue Market Share If Neither Cost Nor Demand Dynamics Are Present?; 4.9 Should the Firm Pursue Market Share by Being the Pioneer in Its Industry?; 4.10 Is It Ever Optimal for the Firm to Keep Its Volume-Based Market Share Low?; 5 Should the Multiproduct Firm Use the Market Share Metric?

5.1 Market Share and Pricing for the Durable Goods Manufacturer That Sells Spare Parts5.2 Market Share and Pricing for the Firm That Sells After-Sales Contracts; 5.3 How Does Uncertainty Affect Pricing Policy and Market Share for the Firm That Sells Proprietary Spare Parts or After-Sales Contracts?; 5.4 Should the Firm That Introduces Product Upgrades over Time Pursue Market Share or Current Profits?; 5.5 How Should the Firm Change Its Market Share and Long-Run Pricing Policy When Competitors Introduce New Products?

5.6 Should the Firm Focus on Market Share If It Sells Products That Must Be Used Together?

Notes:

Includes index.

Includes bibliographical references and index.

Description based on print version record.

Description based on publisher supplied metadata and other sources.

ISBN:

0-19-988812-4

9786611852245

1-281-85224-4

0-19-970789-8

OCLC:

922954191