| Preface |
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xxv | |
| Acknowledgements |
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xxix | |
| Publisher's acknowledgements |
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xxx | |
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PART 1 UNDERSTANDING MARKETING MANAGEMENT |
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1 | (146) |
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Chapter 1 Introduction to marketing |
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2 | (32) |
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4 | (1) |
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4 | (2) |
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6 | (1) |
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6 | (2) |
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Marketing during challenging economic times |
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8 | (1) |
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Marketing's role in creating demand |
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9 | (1) |
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The new European marketing realities |
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10 | (1) |
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11 | (1) |
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12 | (1) |
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13 | (1) |
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A dramatically changed marketplace |
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13 | (4) |
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17 | (2) |
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Exploring the range of business philosophies |
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19 | (1) |
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The production philosophy |
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20 | (1) |
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20 | (1) |
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20 | (1) |
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20 | (1) |
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The holistic marketing philosophy |
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21 | (6) |
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Overview of marketing management |
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27 | (7) |
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Chapter 2 Understanding marketing management within a global context |
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34 | (36) |
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36 | (1) |
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The process of management |
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36 | (6) |
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Why is management difficult? |
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42 | (3) |
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What is marketing management? |
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45 | (1) |
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The core marketing management skills |
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45 | (2) |
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Managing across the organisation |
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47 | (2) |
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Managing networks, relationships and interactions |
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49 | (3) |
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Managing innovation and change |
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52 | (1) |
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Understanding global marketing management |
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53 | (1) |
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Deciding whether to go abroad |
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54 | (1) |
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Deciding how to enter the market |
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55 | (2) |
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Deciding which markets to enter |
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57 | (2) |
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Deciding on standardised or adapted marketing |
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59 | (1) |
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Managing in developing markets |
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60 | (10) |
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Chapter 3 Developing marketing strategies and plans |
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70 | (44) |
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Marketing and customer-perceived value |
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72 | (1) |
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Business environment paradigm change |
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72 | (1) |
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The value delivery process |
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72 | (2) |
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74 | (1) |
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75 | (4) |
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A holistic marketing orientation and customer-perceived value |
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79 | (1) |
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The central role of corporate strategic planning |
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80 | (2) |
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Corporate and divisional strategic planning |
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82 | (1) |
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Defining the corporate mission |
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82 | (2) |
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Relationship between missions and visions |
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84 | (1) |
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Organisation and organisational culture |
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85 | (1) |
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85 | (1) |
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Assigning resources to each strategic business unit |
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86 | (2) |
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Building the corporate business portfolio -- assessing growth opportunities |
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88 | (4) |
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Guidelines for concentric diversification |
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92 | (1) |
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Guidelines for horizontal diversification |
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93 | (1) |
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Guidelines for conglomerate diversification |
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93 | (4) |
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Business unit strategic planning |
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97 | (1) |
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97 | (1) |
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98 | (3) |
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Critique of conventional SWOT analysis |
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101 | (1) |
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102 | (1) |
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102 | (1) |
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Programme formulation and implementation |
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103 | (2) |
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105 | (1) |
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The nature and content of a marketing plan |
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105 | (1) |
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Contents of the marketing plan |
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106 | (1) |
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Sample marketing plan: uromart |
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107 | (1) |
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107 | (7) |
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Chapter 4 Managing digital technology in marketing |
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114 | (33) |
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Digital technologies in marketing |
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116 | (1) |
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Understanding digital marketing |
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117 | (1) |
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The range of technologies in marketing |
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118 | (2) |
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Informational and interaction perspectives |
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120 | (2) |
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Managing digital technologies |
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122 | (1) |
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Selection of digital technologies |
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123 | (1) |
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Supporting the adoption of digital technologies |
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123 | (2) |
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Exploitation of digital technologies |
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125 | (1) |
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Uniting marketing and IT staff |
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125 | (2) |
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Understanding the digital customer: web, social and mobile |
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127 | (1) |
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127 | (4) |
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Understanding social networking |
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131 | (8) |
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139 | (8) |
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PART 1 Case study: Virgin Atlantic |
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147 | (2) |
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PART 2 CAPTURING MARKETING INSIGHTS |
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149 | (175) |
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Chapter 5 The changing marketing environment and information management |
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150 | (32) |
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152 | (1) |
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The marketing environment |
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152 | (1) |
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Analysing the macroenvironment |
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152 | (3) |
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The sociocultural and demographic environment |
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155 | (5) |
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160 | (1) |
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The social-cultural environment |
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161 | (1) |
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The ecological and physical environment |
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162 | (4) |
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The technological environment |
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166 | (1) |
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The political-legal environment |
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167 | (1) |
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Managing the marketing information system |
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168 | (1) |
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Components of a modern marketing information system |
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168 | (2) |
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170 | (1) |
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The marketing intelligence system |
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170 | (2) |
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Databases, data warehousing and data mining |
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172 | (10) |
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Chapter 6 Managing market research and forecasting |
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182 | (34) |
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The marketing research system |
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184 | (1) |
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The marketing research process |
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185 | (1) |
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Step 1 Define the problem, the decision alternatives and the research objectives |
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186 | (1) |
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Step 2 Develop the research plan |
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187 | (12) |
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Step 3 Collect the information |
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199 | (1) |
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Step 4 Analyse the information |
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200 | (1) |
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Step 5 Present the findings |
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201 | (1) |
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202 | (1) |
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Overcoming barriers to the use of marketing research |
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202 | (2) |
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Measuring marketing productivity |
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204 | (1) |
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204 | (1) |
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Forecasting and demand measurement |
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204 | (1) |
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The measures of market demand |
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205 | (1) |
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A vocabulary for demand measurement |
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206 | (2) |
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Estimating current demand |
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208 | (2) |
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210 | (6) |
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Chapter 7 Analysing consumer markets |
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216 | (44) |
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The study of consumer behaviour |
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218 | (1) |
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218 | (3) |
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221 | (2) |
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223 | (4) |
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The interaction between dimensions |
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227 | (1) |
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Key psychological processes |
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227 | (1) |
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Motivation: Freud, Maslow, Herzberg |
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228 | (1) |
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229 | (2) |
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231 | (1) |
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231 | (2) |
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Perspectives on consumer behaviour |
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233 | (1) |
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The behaviourist perspective |
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233 | (1) |
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The information-processing perspective |
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233 | (1) |
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The emotional perspective |
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234 | (2) |
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236 | (1) |
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A multi-perspective approach |
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237 | (1) |
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The buying decision process: the five-stage model |
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237 | (2) |
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239 | (1) |
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239 | (1) |
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Evaluation of alternatives |
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240 | (2) |
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242 | (2) |
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244 | (2) |
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Other theories of consumer decision making |
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246 | (1) |
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Level of consumer involvement |
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246 | (3) |
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Behavioural decision theory and behavioural economics |
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249 | (2) |
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251 | (1) |
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251 | (1) |
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251 | (1) |
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Profiling consumer product buying and usage behaviour |
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252 | (8) |
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Chapter 8 Analysing business markets |
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260 | (34) |
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What is organisational buying? |
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262 | (1) |
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The business market versus the consumer market |
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262 | (3) |
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265 | (2) |
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Systems buying and selling |
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267 | (1) |
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Participants in the business buying process |
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268 | (1) |
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268 | (1) |
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269 | (1) |
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Targeting firms and buying centres |
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269 | (1) |
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The purchasing/procurement process |
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270 | (1) |
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Stages in the buying process |
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271 | (1) |
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271 | (1) |
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General need description and product specification |
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272 | (1) |
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272 | (2) |
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274 | (1) |
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274 | (3) |
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Order-routine specification |
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277 | (1) |
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277 | (1) |
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Managing business-to-business relationships |
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278 | (1) |
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The role of uncertainty in business relationships |
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278 | (1) |
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Transaction cost economics |
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279 | (1) |
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280 | (2) |
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282 | (3) |
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Institutional and government markets |
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285 | (9) |
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Chapter 9 Dealing with competition |
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294 | (30) |
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296 | (1) |
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297 | (2) |
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299 | (1) |
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300 | (1) |
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300 | (1) |
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301 | (2) |
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303 | (1) |
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Competitive strategies for market leaders |
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304 | (2) |
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Expanding the total market |
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306 | (1) |
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307 | (3) |
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310 | (1) |
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Other competitive strategies |
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311 | (1) |
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Market-challenger strategies |
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311 | (2) |
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Market-follower strategies |
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313 | (1) |
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314 | (2) |
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Balancing customer and competitor orientations |
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316 | (1) |
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Competitor-centred companies |
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316 | (1) |
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Customer-centred companies |
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317 | (1) |
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Competing in an economic downturn |
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317 | (1) |
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Explore the upside of increasing investment |
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317 | (1) |
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318 | (1) |
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Review budget allocations |
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319 | (1) |
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Put forth the most compelling value proposition |
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319 | (1) |
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Fine-tune brand and product offerings |
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320 | (4) |
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PART 2 Case study: Cheese odour marketing |
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324 | (3) |
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PART 3 CONNECTING WITH CUSTOMERS |
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327 | (171) |
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Chapter 10 Seeking and developing target marketing differentiation strategies |
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328 | (50) |
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Levels of market segmentation |
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330 | (1) |
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330 | (1) |
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331 | (2) |
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333 | (3) |
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336 | (1) |
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Bases for segmenting consumer markets |
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337 | (1) |
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337 | (2) |
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339 | (2) |
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341 | (1) |
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341 | (5) |
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Psychographic segmentation |
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346 | (2) |
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348 | (4) |
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Bases for segmenting business markets |
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352 | (1) |
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353 | (1) |
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Effective segmentation criteria |
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353 | (2) |
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Evaluating and selecting market segments |
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355 | (1) |
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Additional considerations |
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356 | (2) |
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Creating differentiation and positioning strategies |
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358 | (1) |
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359 | (3) |
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Establishing category membership |
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362 | (1) |
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363 | (2) |
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365 | (1) |
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Perceptual or positioning mapping |
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366 | (1) |
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What can positioning analysis do for a company's business? |
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366 | (1) |
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367 | (1) |
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Developing a positioning strategy |
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367 | (1) |
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368 | (1) |
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Developing and communicating a differentiation strategy |
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369 | (1) |
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369 | (1) |
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Distinctive superior quality |
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369 | (1) |
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Cost leadership and differentiation |
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370 | (1) |
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Differentiation strategies |
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370 | (1) |
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The purpose of positioning |
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371 | (7) |
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Chapter 11 Creating customer value, satisfaction and loyalty |
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378 | (42) |
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380 | (3) |
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383 | (3) |
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Building customer satisfaction |
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386 | (1) |
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Brand inertia and brand loyalty |
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386 | (2) |
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Total customer satisfaction |
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388 | (4) |
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Market offering quality dimension |
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392 | (1) |
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Maximising customer lifetime value |
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393 | (1) |
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393 | (2) |
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Customer lifetime value -- conceptual dream or real-time activity? |
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395 | (1) |
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Cultivating customer relationships |
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395 | (1) |
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Customer relationship management |
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396 | (2) |
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Attracting and retaining customers |
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398 | (3) |
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Building customer loyalty |
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401 | (1) |
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401 | (2) |
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Developing loyalty programmes |
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403 | (3) |
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406 | (1) |
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406 | (1) |
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406 | (3) |
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409 | (1) |
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410 | (1) |
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410 | (1) |
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411 | (9) |
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Chapter 12 Creating and managing brands and brand equity |
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420 | (40) |
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423 | (1) |
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423 | (1) |
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424 | (3) |
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Managing brands: consumers and channels |
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427 | (1) |
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Strategic brand management decisions |
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428 | (3) |
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Creating and managing brand identities: names, logos, slogans and images |
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431 | (5) |
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Managing individual or house brand names |
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436 | (1) |
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Managing brand extensions |
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437 | (5) |
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Managing brand portfolios |
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442 | (1) |
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Brand reinforcing and revitalisation |
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443 | (4) |
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Leveraging secondary associations |
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447 | (1) |
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Growing, sustaining and managing brand equity |
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447 | (13) |
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Chapter 13 Digital and global brand management strategies |
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460 | (38) |
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462 | (1) |
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Digital branding as a core management requirement |
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463 | (1) |
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Understanding the digital brand experience |
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463 | (2) |
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Understanding the new consumer decision journey |
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465 | (2) |
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Branding and social networking |
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467 | (2) |
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Linking social networking and the consumer decision journey |
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469 | (1) |
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470 | (2) |
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Digital brand communities |
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472 | (1) |
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Online brand communities' member characteristics |
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473 | (1) |
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474 | (3) |
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Factors leading to increased global branding |
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477 | (1) |
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Managing iconic global brands |
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478 | (1) |
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Operating a global brand strategy |
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479 | (6) |
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Branding in developing economies |
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485 | (3) |
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488 | (1) |
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How to use celebrities successfully |
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488 | (2) |
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Countries and places as brands |
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490 | (8) |
|
PART 3 Case study: San Pellegrino |
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|
498 | (3) |
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PART 4 SHAPING AND PRICING THE MARKET OFFERING |
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|
501 | (124) |
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Chapter 14 Designing, developing and managing market offerings |
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502 | (50) |
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Product life-cycle marketing strategies |
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504 | (1) |
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504 | (1) |
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Style, fashion and fad life cycles |
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505 | (1) |
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Marketing strategies: the introduction stage and the pioneer advantage |
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506 | (4) |
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Marketing strategies: the growth stage |
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510 | (1) |
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Marketing strategies: the maturity stage |
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511 | (4) |
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Marketing strategies: the decline stage |
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515 | (1) |
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Evidence on and critique of the product life cycle concept |
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515 | (1) |
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Critique of the product life cycle concept |
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516 | (1) |
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517 | (1) |
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518 | (1) |
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518 | (1) |
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518 | (1) |
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519 | (1) |
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Product (market offering) characteristics and classifications |
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519 | (1) |
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Product levels: the customer-perceived value hierarchy |
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|
520 | (2) |
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Product/market offerings classifications |
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|
522 | (2) |
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524 | (1) |
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Market offering differentiation |
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|
524 | (4) |
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528 | (1) |
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528 | (1) |
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Product and brand relationships |
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|
529 | (1) |
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The product/market offering hierarchy |
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529 | (1) |
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Product/market offering systems and mixes |
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530 | (1) |
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531 | (2) |
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533 | (4) |
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537 | (2) |
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Co-branding and ingredient branding |
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539 | (1) |
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Packaging, labelling, warranties and guarantees |
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540 | (1) |
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540 | (5) |
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545 | (1) |
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Warranties and guarantees |
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|
546 | (6) |
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Chapter 15 Introducing new market offerings |
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|
552 | (38) |
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New market offering options |
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554 | (1) |
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554 | (1) |
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554 | (1) |
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Challenges in new product/market offering development |
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|
555 | (1) |
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The innovation imperative |
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|
555 | (1) |
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New product/market offering success |
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|
556 | (1) |
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New product/market offering failure |
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557 | (1) |
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Organisational arrangements |
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|
558 | (3) |
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Budgeting for new product development |
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561 | (1) |
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Organising new product/market offering development |
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|
561 | (1) |
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Managing the development process, Stage 1: ideas |
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562 | (1) |
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562 | (1) |
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563 | (6) |
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|
569 | (2) |
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Managing the development process, Stage 2: concept to strategy |
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|
571 | (1) |
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Concept development and testing |
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|
571 | (3) |
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Marketing strategy development |
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|
574 | (1) |
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|
574 | (2) |
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Managing the development process, Stage 3: prototype to commercialisation |
|
|
576 | (1) |
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Product and market development |
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|
576 | (1) |
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|
577 | (3) |
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Commercialisation and launch |
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|
580 | (2) |
|
The consumer adoption process |
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|
582 | (1) |
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|
582 | (1) |
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Factors influencing the process |
|
|
583 | (7) |
|
Chapter 16 Developing and managing pricing strategies |
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|
590 | (35) |
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|
592 | (1) |
|
A changing pricing environment |
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|
592 | (1) |
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|
593 | (2) |
|
Consumer psychology and pricing |
|
|
595 | (3) |
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|
|
598 | (1) |
|
Step 1 Selecting the pricing objective |
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|
598 | (2) |
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Step 2 Determining demand |
|
|
600 | (2) |
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|
|
602 | (3) |
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Step 4 Analysing competitors' costs, prices and offers |
|
|
605 | (1) |
|
Step 5 Selecting a pricing method |
|
|
605 | (7) |
|
Step 6 Selecting the final price |
|
|
612 | (1) |
|
|
|
613 | (1) |
|
Geographical pricing (cash, countertrade, barter) |
|
|
614 | (1) |
|
Price discounts and allowances |
|
|
614 | (1) |
|
|
|
615 | (1) |
|
|
|
615 | (2) |
|
Initiating and responding to price changes |
|
|
617 | (1) |
|
|
|
617 | (1) |
|
Initiating price increases |
|
|
617 | (2) |
|
Responding to competitors' price changes |
|
|
619 | (6) |
|
PART 4 Case study: Burberry |
|
|
625 | (2) |
|
PART 5 COMMUNICATING VALUE |
|
|
627 | (84) |
|
Chapter 17 Designing and managing marketing communications |
|
|
628 | (34) |
|
The role of marketing communications |
|
|
630 | (1) |
|
The changing marketing communication environment |
|
|
630 | (1) |
|
Marketing communications, brand equity and sales |
|
|
631 | (3) |
|
The communications process models |
|
|
634 | (2) |
|
Developing effective communications |
|
|
636 | (1) |
|
Identify the target audience |
|
|
636 | (1) |
|
Determine the communications objectives |
|
|
637 | (1) |
|
Design the communications |
|
|
637 | (5) |
|
Select the communications channels |
|
|
642 | (4) |
|
Establishing the total marketing communications budget |
|
|
646 | (1) |
|
|
|
647 | (1) |
|
Deciding on the marketing communications mix |
|
|
647 | (1) |
|
Characteristics of the mix |
|
|
648 | (2) |
|
Factors in setting the mix |
|
|
650 | (2) |
|
|
|
652 | (1) |
|
Managing the integrated marketing communications (IMC) process |
|
|
653 | (1) |
|
|
|
653 | (1) |
|
|
|
654 | (1) |
|
IMC or interconnected programmatic marketing communication? |
|
|
655 | (1) |
|
The growing importance of social media |
|
|
656 | (1) |
|
Media planning -- revolution or evolution? |
|
|
656 | (6) |
|
Chapter 18 Managing mass and personal communications |
|
|
662 | (49) |
|
Developing and managing an advertising programme |
|
|
664 | (1) |
|
|
|
665 | (1) |
|
Deciding on the advertising budget and developing the advertising campaign |
|
|
665 | (4) |
|
|
|
669 | (6) |
|
Evaluating advertising effectiveness |
|
|
675 | (1) |
|
|
|
676 | (1) |
|
|
|
677 | (1) |
|
Advertising versus sales promotion |
|
|
677 | (1) |
|
|
|
678 | (2) |
|
Events, experiences, public and press relations |
|
|
680 | (1) |
|
|
|
680 | (2) |
|
Major sponsorship experiences |
|
|
682 | (1) |
|
|
|
683 | (2) |
|
Major decisions in marketing public relations |
|
|
685 | (1) |
|
Marketing public relations |
|
|
686 | (1) |
|
Major decisions in marketing press relations |
|
|
687 | (2) |
|
|
|
689 | (1) |
|
|
|
689 | (1) |
|
The benefits of direct marketing |
|
|
690 | (1) |
|
|
|
691 | (1) |
|
|
|
692 | (1) |
|
|
|
692 | (1) |
|
Other media for direct response marketing |
|
|
692 | (1) |
|
Public and ethical issues |
|
|
693 | (1) |
|
|
|
693 | (1) |
|
Brave new world requires a deeper understanding of consumers |
|
|
694 | (1) |
|
Placing advertisements and promotions online |
|
|
695 | (3) |
|
Developing and managing the sales force |
|
|
698 | (1) |
|
Setting objectives and strategy |
|
|
698 | (1) |
|
Sales force management issues |
|
|
699 | (3) |
|
Key principles of personal selling |
|
|
702 | (1) |
|
|
|
702 | (1) |
|
|
|
703 | (1) |
|
|
|
703 | (8) |
|
|
|
711 | (4) |
|
|
|
715 | (75) |
|
Chapter 19 Designing and managing integrated marketing channels and global value networks |
|
|
716 | (40) |
|
Marketing channels and value networks |
|
|
718 | (1) |
|
The importance of channels |
|
|
718 | (7) |
|
What is the role of marketing channels? |
|
|
725 | (1) |
|
Channel functions and flows |
|
|
725 | (1) |
|
|
|
726 | (1) |
|
|
|
727 | (1) |
|
|
|
728 | (1) |
|
Analysing customer needs and wants |
|
|
728 | (2) |
|
Establishing objectives and constraints |
|
|
730 | (1) |
|
Identifying major channel alternatives |
|
|
730 | (2) |
|
Evaluating major channel alternatives |
|
|
732 | (2) |
|
Channel-management decisions |
|
|
734 | (1) |
|
Selecting channel members |
|
|
734 | (2) |
|
Evaluating channel members |
|
|
736 | (1) |
|
Modifying channel design and arrangements |
|
|
736 | (1) |
|
Channel modification decisions |
|
|
736 | (2) |
|
Global channel considerations |
|
|
738 | (1) |
|
Channel integration and systems |
|
|
739 | (1) |
|
Vertical marketing systems |
|
|
739 | (1) |
|
Managing conflict, cooperation and competition |
|
|
740 | (1) |
|
Types of conflict and competition |
|
|
741 | (1) |
|
Managing channel conflict |
|
|
741 | (2) |
|
Integrating multichannel and omnichannel marketing systems |
|
|
743 | (3) |
|
Online, mobile and digital channel management |
|
|
746 | (1) |
|
Pure-click or online-only companies |
|
|
746 | (1) |
|
Online and brick-and-click companies |
|
|
747 | (1) |
|
|
|
748 | (2) |
|
|
|
750 | (6) |
|
Chapter 20 Managing process, people and physical evidence |
|
|
756 | (34) |
|
Process design and management |
|
|
758 | (2) |
|
A service process blueprint |
|
|
760 | (4) |
|
Man aging flexibility within the service design |
|
|
764 | (1) |
|
|
|
764 | (1) |
|
The service process and customer satisfaction |
|
|
765 | (2) |
|
Managing efficiency within the service process |
|
|
767 | (2) |
|
Managing people at the customer interface |
|
|
769 | (2) |
|
Training service personnel |
|
|
771 | (1) |
|
|
|
772 | (1) |
|
Service personnel failure and recovery |
|
|
773 | (1) |
|
|
|
773 | (1) |
|
|
|
774 | (1) |
|
|
|
774 | (2) |
|
Managing the role of the customers |
|
|
776 | (1) |
|
Managing the physical evidence and experience environment |
|
|
777 | (2) |
|
Senses management within the experience environment |
|
|
779 | (4) |
|
Managing digital technology at the customer interface |
|
|
783 | (1) |
|
Managing the internet at the customer interface |
|
|
783 | (1) |
|
|
|
784 | (1) |
|
RFID at the customer interface |
|
|
785 | (5) |
|
PART 6 Case study: Apple Stores |
|
|
790 | (3) |
|
PART 7 MANAGING MARKETING IMPLEMENTATION AND CONTROL |
|
|
793 | (73) |
|
Chapter 21 Implementing marketing management |
|
|
794 | (42) |
|
Restructuring marketing practices |
|
|
796 | (1) |
|
|
|
796 | (1) |
|
Critique of internal marketing |
|
|
797 | (2) |
|
Organising the marketing department |
|
|
799 | (5) |
|
Relations with other departments |
|
|
804 | (1) |
|
Building a creative marketing organisation |
|
|
804 | (1) |
|
Taking the creative approach |
|
|
805 | (2) |
|
Building a creative culture |
|
|
807 | (1) |
|
Creativity -- a mystical gift for some or something for all? |
|
|
808 | (1) |
|
|
|
808 | (1) |
|
|
|
809 | (1) |
|
|
|
810 | (1) |
|
Methodology and making room for creativity |
|
|
810 | (1) |
|
Foster a creative marketing culture |
|
|
810 | (1) |
|
Socially responsible marketing |
|
|
811 | (1) |
|
Corporate social responsibility |
|
|
811 | (4) |
|
Socially responsible business models |
|
|
815 | (2) |
|
|
|
817 | (1) |
|
Cause-marketing benefits and costs |
|
|
818 | (1) |
|
|
|
819 | (2) |
|
|
|
821 | (1) |
|
|
|
821 | (4) |
|
Digital and traditional marketing are inseparable |
|
|
825 | (1) |
|
|
|
825 | (1) |
|
|
|
826 | (1) |
|
The marketing manager's key tasks |
|
|
826 | (2) |
|
Marketing morphs to greater focus on customer engagement, involvement and experience |
|
|
828 | (1) |
|
|
|
829 | (7) |
|
Chapter 22 Managing marketing metrics |
|
|
836 | (30) |
|
The need for marketing metrics |
|
|
838 | (1) |
|
What marketing metrics should do |
|
|
839 | (1) |
|
The chain of marketing productivity |
|
|
840 | (3) |
|
Measuring the past, the present or the future |
|
|
843 | (1) |
|
Measuring marketing performance and productivity |
|
|
843 | (1) |
|
|
|
843 | (1) |
|
|
|
844 | (1) |
|
|
|
845 | (13) |
|
Corporate social responsibility |
|
|
858 | (1) |
|
|
|
859 | (7) |
|
PART 7 Case study: Unilever |
|
|
866 | (2) |
| Appendix: Apricot marketing plan and exercises |
|
868 | (14) |
| Glossary |
|
882 | (19) |
| Index |
|
901 | |
