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Chapter One Marketing's Value to Consumers, Firms, and Society |
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2 | (30) |
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Marketing---What's It All About? |
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4 | (1) |
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Marketing Is Important to You |
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5 | (1) |
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How Should We Define Marketing? |
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6 | (2) |
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8 | (4) |
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The Role of Marketing in Economic Systems |
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12 | (4) |
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Marketing's Role Has Changed a Lot over the Years |
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16 | (62) |
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What Does the Marketing Concept Mean? |
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78 | |
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The Marketing Concept and Customer Value |
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20 | (3) |
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The Marketing Concept Applies in Nonprofit Organizations |
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23 | (1) |
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The Marketing Concept, Social Responsibility, and Marketing Ethics |
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24 | (8) |
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28 | (1) |
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29 | (1) |
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29 | (1) |
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30 | (1) |
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30 | (2) |
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Chapter Two Marketing Strategy Planning |
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32 | (28) |
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The Management Job in Marketing |
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34 | (1) |
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What Is a Marketing Strategy? |
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35 | (1) |
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Selecting a Market-Oriented Strategy Is Target Marketing |
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36 | (2) |
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Developing Marketing Mixes for Target Markets |
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38 | (4) |
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The Marketing Plan Is a Guide to Implementation and Control |
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42 | (3) |
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Recognizing Customer Lifetime Value and Customer Equity |
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45 | (2) |
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The Importance of Marketing Strategy Planning |
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47 | (2) |
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What Are Attractive Opportunities? |
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49 | (1) |
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Marketing Strategy Planning Process Highlights Opportunities |
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50 | (3) |
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Types of Opportunities to Pursue |
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53 | (2) |
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International Opportunities Should Be Considered |
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55 | (4) |
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57 | (1) |
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58 | (1) |
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58 | (1) |
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59 | (1) |
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59 | (1) |
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59 | (1) |
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Chapter Three Evaluating Opportunities in the Changing Market Environment |
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60 | (30) |
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62 | (1) |
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Objectives Should Set Firm's Course |
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63 | (2) |
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Company Resources May Limit Search for Opportunities |
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65 | (1) |
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Analyzing Competitors and the Competitive Environment |
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66 | (3) |
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69 | (1) |
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The Technological Environment |
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70 | (3) |
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The Political Environment |
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73 | (1) |
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74 | (3) |
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The Cultural and Social Environment |
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77 | (6) |
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Using Screening Criteria to Narrow Down to Strategies |
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83 | (2) |
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Planning Grids Help Evaluate a Portfolio of Opportunities |
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85 | (1) |
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Evaluating Opportunities in International Markets |
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86 | (3) |
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87 | (1) |
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88 | (1) |
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88 | (1) |
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89 | (1) |
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89 | (1) |
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89 | (1) |
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Chapter Four Focusing Marketing Strategy with Segmentation and Positioning |
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90 | (26) |
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Search for Opportunities Can Begin by Understanding Markets |
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92 | (3) |
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Naming Product-Markets and Generic Markets |
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95 | (2) |
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Market Segmentation Defines Possible Target Markets |
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97 | (6) |
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What Dimensions Are Used to Segment Markets? |
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103 | (4) |
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More Sophisticated Techniques May Help in Segmenting |
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107 | (3) |
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Differentiation and Positioning Take the Customer Point of View |
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110 | (4) |
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113 | (1) |
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114 | (1) |
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114 | (1) |
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114 | (2) |
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115 | (1) |
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115 | (1) |
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Chapter Five Final Consumers and Their Buying Behavior |
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116 | (28) |
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Consumer Behavior: Why Do They Buy What They Buy? |
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118 | (1) |
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Economic Needs Affect Most Buying Decisions |
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119 | (2) |
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Psychological Influences within an Individual |
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121 | (609) |
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Social Influences Affect Consumer Behavior |
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730 | |
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Culture, Ethnicity, and Consumer Behavior |
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134 | (2) |
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Individuals Are Affected by the Purchase Situation |
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136 | (1) |
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The Consumer Decision Process |
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137 | (6) |
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141 | (1) |
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142 | (1) |
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142 | (1) |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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Chapter Six Business and Organizational Customers and Their Buying Behavior |
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144 | (28) |
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Business and Organizational Customers---A Big Opportunity |
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146 | (601) |
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Organizational Customers Are Different |
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747 | (5) |
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A Model of Business and Organizational Buying |
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752 | (1) |
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Step 1: Define the Problem |
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752 | (2) |
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Step 2: The Buying Process |
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754 | |
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Step 3: Managing Buyer--Seller Relationships in Business Markets |
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157 | (5) |
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Manufacturers Are Important Customers |
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162 | (3) |
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Producers of Services---Smaller and More Spread Out |
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165 | (1) |
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Retailers and Wholesalers Buy for Their Customers |
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166 | (601) |
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767 | |
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169 | (1) |
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170 | (1) |
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170 | (1) |
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170 | (2) |
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171 | (1) |
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171 | (1) |
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Chapter Seven Improving Decisions with Marketing Information |
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172 | (30) |
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Effective Marketing Requires Good Information |
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774 | (1) |
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Changes Are Under Way in Marketing Information Systems |
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775 | |
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The Scientific Method and Marketing Research |
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180 | (1) |
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Five-Step Approach to Marketing Research |
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180 | (1) |
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Defining the Problem---Step 1 |
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181 | (1) |
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Analyzing the Situation---Step 2 |
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182 | (3) |
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Getting Problem-Specific Data---Step 3 |
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185 | (9) |
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Interpreting the Data---Step 4 |
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194 | (603) |
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Solving the Problem---Step 5 |
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797 | |
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International Marketing Research |
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197 | (3) |
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198 | (1) |
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199 | (1) |
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199 | (1) |
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200 | (2) |
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200 | (1) |
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200 | (2) |
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Chapter Eight Elements of Product Planning for Goods and Services |
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202 | (30) |
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The Product Area Involves Many Strategy Decisions |
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204 | (1) |
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205 | (3) |
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Differences between Goods and Services |
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208 | (62) |
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Whole Product Lines Must Be Developed Too |
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270 | |
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Branding Is a Strategy Decision |
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211 | (2) |
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Achieving Brand Familiarity Is Not Easy |
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213 | (62) |
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Protecting Brand Names and Trademarks |
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275 | |
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What Kind of Brand to Use? |
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216 | (1) |
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Who Should Do the Branding? |
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217 | (1) |
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Packaging Promotes, Protects, and Enhances |
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218 | (3) |
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Warranty Policies Are a Part of Strategy Planning |
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221 | (1) |
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Product Classes Help Plan Marketing Strategies |
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222 | (1) |
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222 | (3) |
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Business Products Are Different |
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225 | (1) |
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Business Product Classes---How They Are Defined |
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226 | (5) |
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229 | (1) |
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229 | (1) |
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230 | (1) |
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231 | (1) |
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231 | (1) |
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231 | (1) |
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Chapter Nine Product Management and New-Product Development |
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232 | (28) |
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Innovation and Market Changes Create Opportunities |
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234 | (1) |
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Managing Products over Their Life Cycles |
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235 | (3) |
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Product Life Cycles Vary in Length |
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238 | (2) |
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Planning for Different Stages of the Product Life Cycle |
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240 | (5) |
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245 | (1) |
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An Organized New-Product Development Process Is Critical |
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246 | (6) |
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New-Product Development: A Total Company Effort |
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252 | (2) |
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Need for Product Managers |
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254 | (1) |
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255 | (4) |
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258 | (1) |
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258 | (1) |
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258 | (1) |
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259 | (1) |
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259 | (1) |
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259 | (1) |
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Chapter Ten Place and Development of Channel Systems |
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260 | (28) |
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Marketing Strategy Planning Decisions for Place |
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262 | (1) |
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Place Decisions Are Guided by "Ideal" Place Objectives |
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263 | (2) |
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Channel System May Be Direct or Indirect |
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265 | (4) |
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Channel Specialists May Reduce Discrepancies and Separations |
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269 | (3) |
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Channel Relationship Must Be Managed |
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272 | (4) |
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Vertical Marketing Systems Focus on Final Customers |
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276 | (2) |
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The Best Channel System Should Achieve Ideal Market Exposure |
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278 | (2) |
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Multichannel Distribution and Reverse Channels |
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280 | (4) |
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Entering International Markets |
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284 | (3) |
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285 | (1) |
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286 | (1) |
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286 | (1) |
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287 | (1) |
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287 | (1) |
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287 | (1) |
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Chapter Eleven Distribution Customer Service and Logistics |
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288 | (24) |
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Physical Distribution Gets It to Customers |
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290 | (7) |
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Physical Distribution Customer Service |
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297 | |
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Physical Distribution Concept Focuses on the Whole Distribution System |
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294 | (1) |
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Coordinating Logistics Activities among Firms |
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295 | (4) |
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The Transporting Function Adds Value to a Marketing Strategy |
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299 | (1) |
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Which Transporting Alternative Is Best? |
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300 | (4) |
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The Storing Function and Marketing Strategy |
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304 | (2) |
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Specialized Storing Facilities May Be Required |
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306 | (1) |
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The Distribution Center A Different Kind of Warehouse |
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307 | (63) |
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300 | (1) |
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300 | (9) |
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309 | (61) |
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370 | |
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370 | |
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310 | (2) |
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Chapter Twelve Retailers, Wholesalers, and Their Strategy Planning |
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312 | (30) |
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Retailers and Wholesalers Plan Their Own Strategies |
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374 | |
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316 | (1) |
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Planning a Retailer's Strategy |
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316 | (2) |
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Conventional Retailers---Try to Avoid Price Competition |
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318 | (1) |
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Expand Assortment and Service---To Compete at a High Price |
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319 | (1) |
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Evolution of Mass-Merchandising Retailers |
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320 | (2) |
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Some Retailers Focus on Added Convenience |
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322 | (1) |
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Retailing on the Internet |
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323 | (4) |
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Why Retailers Evolve and Change |
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327 | (2) |
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Retailer Size and Profits |
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329 | (1) |
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Differences in Retailing in Different Nations |
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330 | (2) |
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332 | (1) |
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Wholesaling Is Changing with the Times |
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332 | (2) |
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Wholesalers Add Value in Different Ways |
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334 | (1) |
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Merchant Wholesalers Are the Most Numerous |
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335 | (2) |
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Agents Are Strong on Selling |
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337 | (4) |
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339 | (1) |
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340 | (1) |
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340 | (1) |
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341 | (1) |
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341 | (1) |
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341 | (1) |
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Chapter Thirteen Promotion---Introduction to Integrated Marketing Communications |
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342 | (30) |
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Promotion Communicates to Target Markets |
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344 | (1) |
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Several Promotion Methods Are Available |
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345 | (2) |
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Someone Must Plan, Integrate, and Manage the Promotion Blend |
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347 | (2) |
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Which Methods to Use Depends on Promotion Objectives |
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349 | (2) |
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Promotion Requires Effective Communication |
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351 | (3) |
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When Customers Initiate the Communication Process |
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354 | (5) |
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How Typical Promotion Plans Are Blended and Integrated |
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359 | (4) |
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Adoption Processes Can Guide Promotion Planning |
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363 | (3) |
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Promotion Blends Vary over the Life Cycle |
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366 | (1) |
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Setting the Promotion Budget |
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367 | (3) |
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368 | (1) |
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369 | (1) |
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369 | (1) |
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370 | (2) |
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370 | (1) |
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370 | (2) |
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Chapter Fourteen Personal Selling and Customer Service |
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372 | (28) |
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The Importance and Role of Personal Selling |
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374 | (3) |
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What Kinds of Personal Selling Are Needed? |
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377 | (1) |
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Order Getters Develop New Business Relationships |
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378 | (1) |
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Order Takers Nurture Relationships to Keep the Business Coming |
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378 | (2) |
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Supporting Sales Force Informs and Promotes in the Channel |
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380 | (1) |
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Customer Service Promotes the Next Purchase |
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381 | (2) |
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The Right Structure Helps Assign Responsibility |
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383 | (5) |
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Information Technology Provides Tools to Do the Job |
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388 | (1) |
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Sound Selection and Training to Build a Sales Force |
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389 | (8) |
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Compensating and Motivating Salespeople |
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397 | |
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Personal Selling Techniques---Prospecting and Presenting |
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393 | (6) |
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398 | (1) |
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398 | (1) |
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398 | (1) |
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399 | (1) |
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399 | (1) |
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399 | (1) |
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Chapter Fifteen Advertising, Publicity, and Sales Promotion |
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400 | (38) |
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Advertising, Publicity, Sales Promotion, and Marketing Strategy Planning |
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402 | (2) |
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Advertising Is Big Business |
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404 | (1) |
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Advertising Objectives Are a Strategy Decision |
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405 | (2) |
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Objectives Determine the Kinds of Advertising Needed |
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407 | (2) |
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Choosing the "Best" Medium---How to Deliver the Message |
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409 | (64) |
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473 | |
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Planning the "Best" Message---What to Communicate |
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415 | (62) |
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Advertising Agencies Often Do the Work |
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477 | (1) |
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Measuring Advertising Effectiveness Is Not Easy |
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478 | (1) |
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479 | |
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Customer Communication and Types of Publicity |
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420 | (9) |
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Sales Promotion---Do Something Different to Stimulate Change |
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429 | (8) |
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Challenges in Managing Sales Promotion |
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437 | |
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Different Types of Sales Promotion for Different Targets |
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432 | (4) |
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434 | (1) |
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435 | (1) |
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435 | (1) |
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436 | (2) |
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436 | (1) |
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436 | (2) |
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Chapter Sixteen Pricing Objectives and Policies |
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438 | (30) |
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Price Has Many Strategy Dimensions |
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440 | (3) |
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Objectives Should Guide Strategy Planning for Price |
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443 | (1) |
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Profit-Oriented Objectives |
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443 | (1) |
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Sales-Oriented Objectives |
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444 | (1) |
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Status Quo Pricing Objectives |
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445 | (1) |
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Most Firms Set Specific Pricing Policies---To Reach Objectives |
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446 | (1) |
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Price Flexibility Policies |
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446 | (3) |
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Price-Level Policies---Over the Product Life Cycle |
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449 | (4) |
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Discount Policies---Reductions from List Prices |
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453 | (3) |
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Allowance Policies---Off List Prices |
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456 | (1) |
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Some Customers Get Something Extra |
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456 | (2) |
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List Price May Depend on Geographic Pricing Policies |
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458 | (1) |
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Pricing Policies Combine to Impact Customer Value |
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459 | (3) |
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Legality of Pricing Policies |
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462 | (4) |
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465 | (1) |
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465 | (1) |
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466 | (1) |
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466 | (2) |
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467 | (1) |
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467 | (1) |
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Chapter Seventeen Price Setting in the Business World |
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468 | (28) |
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Price Setting Is a Key Strategy Decision |
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470 | (1) |
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Some Firms Just Use Markups |
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471 | (4) |
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Average-Cost Pricing Is Common and Can Be Dangerous |
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475 | (1) |
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Marketing Managers Must Consider Various Kinds of Costs |
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476 | (3) |
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Break-Even Analysis Can Evaluate Possible Prices |
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479 | (2) |
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Marginal Analysis Considers Both Costs and Demand |
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481 | (2) |
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Additional Demand-Oriented Approaches for Setting Prices |
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483 | (7) |
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490 | (2) |
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Bid Pricing and Negotiated Pricing Depend Heavily on Costs |
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492 | (2) |
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493 | (1) |
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493 | (1) |
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494 | (1) |
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494 | (2) |
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494 | (1) |
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495 | (1) |
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Chapter Eighteen Ethical Marketing in a Consumer-Oriented World: Appraisal and Challenges |
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496 | (26) |
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How Should Marketing Be Evaluated? |
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498 | (1) |
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Can Consumer Satisfaction Be Measured? |
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499 | (8) |
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Micro-Marketing Often Does Cost Too Much |
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507 | |
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Macro-Marketing Does Not Cost Too Much |
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503 | (2) |
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Marketing Strategy Planning Process Requires Logic and Creativity |
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505 | (3) |
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The Marketing Plan Brings All the Details Together |
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508 | (3) |
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Challenges Facing Marketers |
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511 | (68) |
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How Far Should the Marketing Concept Go? |
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579 | |
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579 | |
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520 | (7) |
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527 | |
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521 | (1) |
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APPENDIX A Economics Fundamentals |
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522 | (13) |
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APPENDIX B Marketing Arithmetic |
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535 | (16) |
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APPENDIX C Career Planning in Marketing |
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551 | (76) |
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1 Chick-fil-A: "Eat Mor Chikin" (Except on Sunday) |
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566 | (1) |
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2 Bass Pro Shops (Outdoor World) |
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567 | (2) |
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3 Toyota Prius: The Power of Excellence in Product Innovation and Marketing |
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569 | (1) |
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4 Potbelly Sandwich Works Grows through "Quirky" Marketing |
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570 | (7) |
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5 Suburban Regional Shopping Malls: Can the Magic Be Restored? |
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577 | |
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6 Strategic Marketing Planning in Big Brothers Big Sisters of America |
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574 | (3) |
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7 Invacare Says, "Yes, You Can!" to Customers Worldwide |
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577 | (2) |
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8 Segway Finds Niche Markets for Its Human Transporter Technology |
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579 | (4) |
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1 McDonald's "Seniors" Restaurant |
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583 | (1) |
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2 Golden Valley Foods, Inc. |
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583 | (1) |
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3 NOCO United Soccer Academy |
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584 | (1) |
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585 | (1) |
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586 | (1) |
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587 | (1) |
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588 | (1) |
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589 | (1) |
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9 Peaceful Rest Motor Lodge |
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590 | (1) |
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591 | (1) |
|
|
|
592 | (2) |
|
12 Dr Jane.com---Custom Vitamins |
|
|
594 | (1) |
|
13 AAA Office World (AAA) |
|
|
595 | |
|
|
|
590 | (7) |
|
|
|
597 | (1) |
|
|
|
598 | (2) |
|
17 Simply Pure H2O4U, Inc. |
|
|
600 | (1) |
|
18 Whistler Township Volunteer Fire Department (WTVFD) |
|
|
601 | (1) |
|
|
|
602 | (2) |
|
20 Blue Lagoon Marine & Camp |
|
|
604 | (1) |
|
21 Global Chemical, Inc. (GCI) |
|
|
605 | (2) |
|
22 Bright Light Innovations: The Starlight Stove |
|
|
607 | (1) |
|
|
|
608 | (1) |
|
|
|
609 | (1) |
|
|
|
610 | (1) |
|
|
|
611 | (1) |
|
27 Advanced Molding, Inc. |
|
|
612 | (1) |
|
28 KCA Precision Tools (KCA) |
|
|
613 | (1) |
|
29 Quality Iron Castings, Inc. |
|
|
614 | (1) |
|
30 Walker-Winkle Mills, Ltd. |
|
|
615 | (1) |
|
31 Amato Home Health (AHH) |
|
|
616 | (2) |
|
|
|
618 | (2) |
|
33 Kennedy & Gaffney (K&G) |
|
|
620 | (1) |
|
34 Chess Aluminum Worldwide (CAW) |
|
|
621 | (2) |
|
|
|
623 | (2) |
|
|
|
625 | (2) |
| Computer-Aided Problems |
|
627 | (6) |
| Glossary |
|
633 | (12) |
| Notes |
|
645 | (41) |
| Illustration Credits |
|
686 | (4) |
| Author Index |
|
690 | (11) |
| Company Index |
|
701 | (5) |
| Subject Index |
|
706 | |
