management. Dimension one, “segment

management. Dimension one, “segmentation and branding”, embodies strategic dimensions of marketing processes, such as segmenting, positioning and brand management. Marketing activities related to this sub-construct depict actions related to market targeting and focus and brand/product management or development. The second dimension, “business/marketing planning”, embraces marketing practice features related to planning activities. In particular, this sub-construct entails overarching items such as marketing and business planning and a more specific item on brand planning. The final dimension, “customer management”, embodies an articulated and continuous concern for the management of customers. This sub-construct involves service management and the establishment and management of long-term customer relationships.


5. Discussion
In addressing the scope of marketing practice, this paper has examined the micro-level activities undertaken by marketers that collectively make up their practice. Overall, the
findings reveal consistency among the different sources of data (textbooks, job
advertisements, and survey). Common themes emerging from the disaggregated data include stakeholder and relationship marketing, customer analysis, marketing-mix
management, and marketing planning, with all sources reflecting the centrality of
customers to marketing practice. Such consistency becomes less clear when themes are integrated into broader categories of practice, with evidence that activities are parceled
and prioritised in different ways by the different sources. These contrasts can be
explained in two ways. First, they reflect the variety of organisational activities that have a marketing dimension, and that not all activities are located within the
marketing function. Although this issue was not within the scope of this study, they further reflect that not all aspects of marketing practice are carried out by marketers
alone. Second, they illustrate that the perspectives of the sources are shaped by the
interests of those responsible for them and those they serve.
In general, textbooks take a discrete, even disaggregated view of marketing activities, perhaps because their role is to present information in an accessible way or
because their main focus is on marketers within the marketing function. Material from this documentary analysis views marketing as a process involving strategic and
operational activities that firms implement. The activities or tasks associated with the
marketing concept, with achieving a market orientation, with the marketing process, and with marketing management represent what is considered to be marketing
practice. The textbook analysis is unclear about the extent to which a marketing activity must be enacted through the firm to be called a practice, but implies that
marketing practice can be confined to the unit level, though both non-marketers and
marketing personnel also should enact it more widely.
The job advertisements reflect a more integrated perspective on tasks, although this varies for different jobs. Many of the advertisements encompass activities that are
strategically grounded, such as planning, business development, and international development and which presumably are which may not be carried out by marketers in
isolation. Customer management or customer analysis were prominent features in many of the jobs, supporting the notion that marketing is responsible for managing the
customer relationship on behalf of the organisation and that these activities are central to
marketing practice. The gathering and analysis of customer and market insight is also

Hasil (Bahasa Indonesia) 1:

manajemen. Dimensi satu, "segmentasi dan merek", mewujudkan strategis dimensi dari proses pemasaran, seperti segmentasi, merek dan posisi manajemen. Kegiatan pemasaran yang berhubungan dengan membangun sub ini menggambarkan tindakan-tindakan yang terkait dengan penargetan pasar dan fokus dan manajemen merek produk atau pengembangan. Dimensi kedua, "perencanaan bisnis pemasaran", merangkul pemasaran fitur praktek yang berkaitan dengan kegiatan perencanaan. Secara khusus, membangun sub ini memerlukan menyeluruh item seperti pemasaran dan perencanaan bisnis dan item yang lebih spesifik pada merek perencanaan. Dimensi akhir, "customer management", mewujudkan diartikulasikan dan terus-menerus kekhawatiran pengelolaan pelanggan. Membangun sub ini melibatkan manajemen layanan dan pembentukan dan manajemen hubungan pelanggan jangka panjang.5. diskusiDalam menangani lingkup pemasaran praktek, karya ini telah meneliti kegiatan tingkat mikro yang dilakukan oleh pemasar yang secara kolektif membentuk praktek mereka. Secara keseluruhan,Temuan mengungkapkan konsistensi antara berbagai sumber data (buku, pekerjaaniklan, dan survei). Tema-tema umum yang muncul dari Kemenkes termasuk pemangku kepentingan dan hubungan pemasaran, pelanggan analisis, bauran pemasaranmanajemen dan pemasaran perencanaan, dengan semua sumber yang mencerminkan pentingnyaPelanggan untuk pemasaran praktek. Konsistensi tersebut menjadi kurang jelas ketika tema terintegrasi ke dalam kategori yang lebih luas dari praktek, dengan bukti bahwa kegiatan yang tersebut dibagidan diprioritaskan dalam cara yang berbeda dengan sumber yang berbeda. Kontras ini dapatdijelaskan dalam dua cara. Pertama, mereka mencerminkan berbagai kegiatan organisasi yang memiliki dimensi pemasaran, dan bahwa tidak semua kegiatan berada dalam jarakfungsi pemasaran. Meskipun masalah ini tidak dalam lingkup dari studi ini, mereka lebih mencerminkan bahwa tidak semua aspek pemasaran praktek dilakukan oleh pemasarsendirian. Kedua, mereka menggambarkan bahwa sudut pandang sumber yang dibentuk olehkepentingan yang bertanggung jawab untuk mereka dan mereka mereka melayani.Secara umum, buku mengambil pandangan diskrit, bahkan dipisahkan dari pemasaran kegiatan, mungkin karena peran mereka adalah untuk menyajikan informasi dalam cara yang diakses ataukarena fokus utamanya adalah pada pemasar dalam fungsi pemasaran. Bahan dari analisis ini dokumenter dilihat pemasaran yang melibatkan proses strategis dankegiatan operasional yang perusahaan menerapkan. Kegiatan atau tugas-tugas yang terkait denganpemasaran konsep, dengan pencapaian orientasi pasar, dengan proses pemasaran dan Manajemen Pemasaran mewakili apa yang dianggap akan pemasaranpraktek. Analisis buku pelajaran tidak jelas tentang sejauh mana aktivitas pemasaran yang harus diberlakukan melalui perusahaan disebut praktek, tetapi menyiratkan bahwapemasaran praktek dapat terbatas kepada tingkat unit, meskipun kedua non-marketer danpemasaran personil juga harus memberlakukan itu lebih luas.The job advertisements reflect a more integrated perspective on tasks, although this varies for different jobs. Many of the advertisements encompass activities that arestrategically grounded, such as planning, business development, and international development and which presumably are which may not be carried out by marketers inisolation. Customer management or customer analysis were prominent features in many of the jobs, supporting the notion that marketing is responsible for managing thecustomer relationship on behalf of the organisation and that these activities are central tomarketing practice. The gathering and analysis of customer and market insight is also