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- Parment, Anders, 1972-
(author)
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Revisiting the Rationale for Direct vs. Indirect Marketing Channels
- 2011
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Conference paper (peer-reviewed)abstract
- A manufacturer may choose to sell through own direct channels or through indirect channels, the latter often controlled through a franchise agreement. It has been suggested that indirect channels, guided by an incentive structure that essentially reflects market forces external to the organization, perform better financially than direct channels. Despite this, manufacturers increasingly use direct channels and, to the extent they exist, exert strong control over indirect channel partners, thus running the risk of undermining their retailers’ entrepreneurial qualities. There seems to be other rationales for designing direct channels than those suggested by marketing channels research. This paper seeks explanations to why manufacturers are using direct channels in the characteristics of contemporary markets. The results suggest a number of exploratory rationales for direct channels in today’s markets. Supply-demand conditions have shifted and manufacturer overcapacity is now commonplace. Consumer loyalty has decreased in the aftermath of an increase in the number of products available. Establishing a consistent brand identity in all areas that communicate with consumers is a top priority of many companies. Through direct channels, or tightly controlled indirect channels, the manufacturer can make sure the brand is adequately exposed while sales targets are reached. All in all, a very different set of criteria appears to guide manufacturers’ channel design decisions.
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| 4. |
- Parment, Anders, 1972-
(author)
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Generation Y in Consumer and Labour Markets
- 2011. - 1
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Book (peer-reviewed)abstract
- Generation Y in Consumer and Labour Markets explores the role of people born in the late 1970s and 1980s as consumers and coworkers in an emerging post-modernist society. Having grown up in a branded society overcrowded with commercial messages and a never-ending supply of choices and opportunities, Generation Y not only influences consumption patterns, they also bring their values to work life, thus changing the attitudes towards the employee-employer relationship and how work is being done. Generation Y particularly see work as a venue of self-realization and the boundaries between work and leisure time are becoming blurred—thus the consumer and labor markets converge in some critical dimensions. This book delves into the substantial research body on characteristics and behaviors of the Generation Y, including their relation to other generations and the role of understanding generations in developing effective and attractive organizations. It further outlines the experiences and best practice for attracting, recruiting, selling to, and communicating with Generation Y, based on the author’s experiences from hundreds of organizations where he has been involved as a consultant – offering the reader a better understanding of generations in marketing research, and the impact of generations in employee-employer relations.
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- Parment, Anders, 1972-
(author)
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Generational Marketing : Generation Y and Consumer Behaviour
- 2011
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Conference paper (peer-reviewed)abstract
- This paper deals with the study of generations for marketing purposes, mirroring a belief that the generation dimension has been underemphasized in marketing research and practice. It has been suggested that generational cohorts are superior to age as segmentation variable. However, as this paper emphasizes, understanding characteristics of and differences across generations brings advantages into many areas of marketing. The results are based on a model that deals with four levels of analysis: society and its dominant values, the market environment, the social environment and individuals. Generation Y and their role in consumer markets is used as an empirical example and illustration. Data on Generation Y are contrasted with data on Baby Boomers, individuals born . The paper reveals some crucial characteristics of the Generation Y cohort. Individuals belonging to this generational cohort, born between 1978 and 1990, have grown up in a branded society overcrowded with commercial messages and a never-ending supply of choices and opportunities. In consumer markets, they are demanding, aware of their rights and their loyalty is limited. They see brands as an integrated part of consumption and personal imagebuilding. Producers, on the other hand, struggle with intensive competition and manufacturing overcapacity in many industries. The study presents some challenging implications of how companies can benefit from considering Generation Y in product development, market communication and the choice of marketing channels. Moreover, by contrasting Generation Y and Baby Boomers, critical dimensions of a generational marketing approach are suggested.
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| 6. |
- Parment, Anders, 1972-
(author)
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Herausforderungen und Handlungsansätze für das Personalmanagement von Millennials
- 2011. - 1
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In: Personalmanagement von Millennials. - Wiesbaden : Gabler Verlag/GWV Fachverlage GmbH. ; , s. 3-22
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Book chapter (other academic/artistic)abstract
- Angesichts des demographischen Wandels ist es für die Zukunftssicherung und den Erfolg von Unternehmen unverzichtbar, sich rechtzeitig auf die Anforderungen der nachwachsenden Generation der Millennials einzustellen. Diese Generation, die auch als Generation Y bezeichnet wird, zeichnet sich durch eine Technologie-affine Lebensweise aus und erwartet vom Arbeitgeber Sinnstiftung und Abwechslung im Beruf sowie eine flexible Balance zwischen Arbeit und Freizeit. Studien zufolge ist das betriebliche Personalmanagement derzeit noch kaum an den Bedürfnissen der jungen Arbeitnehmergeneration orientiert. Welche konkreten Handlungsfelder beim Personalmanagement von Millennials bestehen, analysieren Entscheider aus dem Personalbereich namhafter Unternehmen anhand von Fallstudien und Erfahrungen. Zudem werden Konzepte sowie erste Best-Practice-Ansätze für die erfolgreiche Gewinnung und Bindung der jungen Generation aufgezeigt.
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| 7. |
- Parment, Anders, 1972-, et al.
(author)
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Principles of Marketing : Swedish edition
- 2011. - 1
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Book (peer-reviewed)abstract
- Principles of Marketing Swedish Edition is an ideal introductory text for undergraduate students and practitioners alike. This, the first Swedish edition, is true to Kotler and Armstrongs classic conceptual framework, which has proved itself as an exceptional introduction to marketing and has been used by millions of students all over the world. The book outlines and discusses concepts and ideas that help students and practitioners develop an effective marketing strategy for todays markets. Cases and examples are written to reflect current best practice in Swedish, Scandinavian and European companies. The book describes and explains how these companies deal with challenges in domestic and international markets. It is set in a Swedish context but is global in scope and is very relevant for modern marketers. The book looks at the major decisions that marketing managers face in their efforts to balance an organisation's objectives and resources against needs and opportunities in the marketplace.
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| 9. |
- Parment, Anders, 1972-
(author)
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The consumerisation of the labour market : Generation Y at work
- 2011
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In: Nordic Practices of HRM. ; , s. 1-21
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Conference paper (other academic/artistic)abstract
- The labour market is undergoing a fundamental transition that is strongly linked to the emergence of Generation Y, born appr. 1979 to 1990. This paper investigates attitudes and preferences of Generation Y, and how they will affect supply-demand mechanisms and characteristics of the labour market. Generation Y has been subject to a great deal of research from various perspectives: e.g. marketing, sociology and HRM, the latter suggesting that Generation Y will increase the demands on employers to support Generation Yers in their ambitious plans to have a good career and reach a high level of selfrealisation at work. By identifying a number of characteristics drawn from the consumption sphere, this study suggests that European Generation Yers are increasingly looking at their jobs and careers as a continuous flurry of opportunities to learn and perfect themselves. To understand this development, which was identified at an early stage of a research project that started in 2006, a model based on two premises has been applied. First, the assumption that individuals’ values and preferences are shaped by values and forces at a (i) a societal level (e.g. collectivism vs. individualism, modernistic vs. post-modernistic values); (ii) the market environment that reflects the availability of products from the global marketplace; (iii) the social environment that represents how people relate to each and the contemporary popular culture. Second, the assumption that coming-of-age experiences influence values, attitudes, and behaviour for a lifetime. A substantial body of research suggests that individuals are highly influenced by the external events that were happening when they were “coming of age” (generally between the years 17 to 23). The Cold War, the Estonia disaster, energy and financial crises´, 9-11, the Palme Assassination, and the reunion of Western and Eastern Germany are examples of such major events. Having grown up in a branded society overcrowded with commercial messages, choices and opportunities, Generation Y bring their values to work life, thus changing the attitudes towards the employee-employer relationship and how work is being done. They see work as a venue of self-realisation and the boundaries between work and leisure time are becoming blurred. Hence, in numerous fundamental respects, the labour market is influenced by and increasingly showing a character that is similar to the consumer market.
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| 10. |
- Parment, Anders, 1972-
(author)
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The Global Integration and Local Adaptation Dilemma : Does it Apply to Premium Brands?
- 2011
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Conference paper (peer-reviewed)abstract
- This article deals with how automobile manufacturers design their products and organize their international marketing channels to respond to global and local pressures. The integration-responsiveness framework assumes that international marketing decisions mean tricky trade-offs between adapting to local market conditions on the one hand, and reaching the efficiencies that standardization across countries and regions imply on the other hand. According to this framework, a standardization approach entails efficiency advantages at the cost of the adaptation to local market conditions. No studies so far have related the integration-responsiveness framework to the brand profile. At a first glance, integration and responsiveness appears to apply to any across-market marketing setting, under limited influence from brand profile. However, recent evidence reveals a high degree of success for premium brands, although they engage a lot less in local adaptation compared to volume brands. The empirical data reveals interesting differences in the application of integration and responsiveness for premium and volume brands, and provide a number of explanations for the success of premium brands also in areas where local adaptation is very limited. The findings suggest that premium brands may benefit from not emphasizing local responsiveness, since the very reason the brand is attractive is that it represents product design, a consumption culture and values that differ from what is expressed in local products.
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