| Marketing's Role in the Global Economy |
| | 2 | (30) |
| How Marketing-What's It All About? |
| | 4 | (1) |
| Marketing Relates to Production |
| | 5 | (1) |
| Marketing Is Important to You |
| | 6 | (2) |
| How Should We Define Marketing? |
| | 8 | (1) |
| | 8 | (2) |
| The Focus of This Text--Management-Oriented Micro-Marketing |
| | 10 | (1) |
| | 10 | (1) |
| Every Society Needs an Economic System |
| | 11 | (1) |
| How Economic Decisions Are Made |
| | 11 | (3) |
| All Economies Need Macro-Marketing Systems |
| | 14 | (3) |
| The Role of Marketing in Economic Development |
| | 17 | (1) |
| Stages of Economic Development |
| | 18 | (2) |
| Nations' Macro-Marketing Systems Are Connected |
| | 20 | (2) |
| Can Mass Production Satisfy a Society's Consumption Needs? |
| | 22 | (2) |
| Who Performs Marketing Functions? |
| | 24 | (2) |
| How Well Does Our Macro-Marketing System Work? |
| | 26 | (4) |
| | 28 | (1) |
| | 28 | (1) |
| | 29 | (1) |
| | 29 | (1) |
| Marketing's Role within the Firm or Nonprofit Organization |
| | 30 | (30) |
| Marketing's Role Has Changed a Lot Over the Years |
| | 33 | (1) |
| What Does the Marketing Concept Mean? |
| | 34 | (2) |
| Adoption of the Marketing Concept Has Not Been Easy or Universal |
| | 36 | (1) |
| The Marketing Concept and Customer Value |
| | 37 | (3) |
| The Marketing Concept Applies in Nonprofit Organizations |
| | 40 | (2) |
| The Marketing Concept, Social Responsibility, and Marketing Ethics |
| | 42 | (1) |
| The Management Job in Marketing |
| | 43 | (2) |
| What Is Marketing Strategy Planning? |
| | 45 | (1) |
| Selecting a Market-Oriented Strategy Is Target Marketing |
| | 46 | (1) |
| Developing Marketing Mixes for Target Markets |
| | 47 | (6) |
| The Marketing Plan Is a Guide to Implementation and Control |
| | 53 | (2) |
| The Importance of Marketing Strategy Planning |
| | 55 | (1) |
| Creative Strategy Planning Needed for Survival |
| | 56 | (4) |
| | 58 | (1) |
| | 58 | (1) |
| | 59 | (1) |
| | 59 | (1) |
| Focusing Marketing Strategy with Segmentation and Positioning |
| | 60 | (30) |
| What Are Attractive Opportunities? |
| | 63 | (1) |
| Marketing Strategy Planning Process Highlights Opportunities |
| | 64 | (2) |
| Types of Opportunities to Pursue |
| | 66 | (2) |
| International Opportunities Should Be Considered |
| | 68 | (1) |
| Search for Opportunities Can Begin by Understanding Markets |
| | 69 | (2) |
| Naming Product Markets and Generic Markets |
| | 71 | (1) |
| Market Segmentation Defines Possible Target Markets |
| | 72 | (6) |
| What Dimensions Are Used to Segment Markets? |
| | 78 | (4) |
| More Sophisticated Techniques May Help in Segmenting |
| | 82 | (2) |
| Differentiation and Positioning Take the Customer Point of View |
| | 84 | (6) |
| | 87 | (1) |
| | 88 | (1) |
| | 88 | (1) |
| | 88 | (2) |
| Evaluating Opportunities in the Changing Marketing Environment |
| | 90 | (32) |
| The Marketing Environment |
| | 92 | (1) |
| Objectives Should Set Firm's Course |
| | 93 | (3) |
| Company Resources May Limit Search for Opportunities |
| | 96 | (2) |
| Analyzing Competitors and the Competitive Environment |
| | 98 | (4) |
| | 102 | (1) |
| The Technological Environment |
| | 103 | (2) |
| The Political Environment |
| | 105 | (2) |
| | 107 | (4) |
| The Cultural and Social Environment |
| | 111 | (2) |
| Using Screening Criteria to Narrow Down to Strategies |
| | 113 | (2) |
| Planning Grids Help Evaluate a Portfolio of Opportunities |
| | 115 | (1) |
| Multiproduct Firms Have a Difficult Strategy Planning Job |
| | 116 | (2) |
| Evaluating Opportunities in International Markets |
| | 118 | (4) |
| | 119 | (1) |
| | 120 | (1) |
| | 120 | (1) |
| | 120 | (2) |
| Demograpic Dimensions of Global Consumer Markets |
| | 122 | (30) |
| Target Marketers Focus on the Customer |
| | 124 | (1) |
| People with Money Make Markets |
| | 125 | (9) |
| Population Trends in the U.S. Consumer Market |
| | 134 | (7) |
| Income Dimensions of the U.S. Market |
| | 141 | (3) |
| Spending Varies with Income and Other Demographic Dimensions |
| | 144 | (3) |
| Ethnic Dimensions of the U.S. Market |
| | 147 | (5) |
| | 150 | (1) |
| | 150 | (1) |
| | 151 | (1) |
| | 151 | (1) |
| Behavioral Dimensions of the Consumer Market |
| | 152 | (28) |
| Consumer Behavior--Why Do They Buy What They Buy? |
| | 154 | (1) |
| The Behavioral Sciences Help You Understand the Buying Process |
| | 155 | (1) |
| Psychological Influences within an Individual |
| | 156 | (9) |
| Social Influences Affect Consumer Behavior |
| | 165 | (3) |
| Individuals Are Affected by the Purchase Situation |
| | 168 | (1) |
| Consumers Use Problem-Solving Processes |
| | 169 | (5) |
| Several Processes Are Related and Relevant to Strategy Planning |
| | 174 | (1) |
| Consumer Behavior in International Markets |
| | 174 | (6) |
| | 176 | (1) |
| | 176 | (1) |
| | 177 | (1) |
| | 177 | (3) |
| Business and Organizational Customers and Their Buying Behavior |
| | 180 | (30) |
| Business and Organizational Customers--A Big Opportunity |
| | 182 | (1) |
| Organizational Customers Are Different |
| | 183 | (2) |
| Many Different People May Influence a Decision |
| | 185 | (3) |
| Organizational Buyers Are Problem Solvers |
| | 188 | (2) |
| Basic Methods in Organizational Buying |
| | 190 | (3) |
| Buyer-Seller Relationships in Business Markets |
| | 193 | (5) |
| Manufacturers Are Important Customers |
| | 198 | (3) |
| Producers of Services-Smaller and More Spread Out |
| | 201 | (1) |
| Retailers and Wholesalers Buy for Their Customers |
| | 202 | (2) |
| | 204 | (6) |
| | 206 | (1) |
| | 206 | (1) |
| | 207 | (1) |
| | 207 | (3) |
| Improving Decisions with Marketing Information |
| | 210 | (30) |
| Radical Changes Are Underway in Marketing Information |
| | 212 | (4) |
| What Is Marketing Research? |
| | 216 | (1) |
| The Scientific Method and Marketing Research |
| | 217 | (1) |
| Five-Step Approach to Marketing Research |
| | 218 | (1) |
| Defining the Problem--Step 1 |
| | 218 | (2) |
| Analyzing the Situation--Step 2 |
| | 220 | (3) |
| Getting Problem-Specific Data--Step 3 |
| | 223 | (9) |
| Interpreting the Data--Step 4 |
| | 232 | (3) |
| Solving the Problem--Step 5 |
| | 235 | (1) |
| International Marketing Research |
| | 235 | (1) |
| How Much Information Do You Need? |
| | 236 | (4) |
| | 237 | (1) |
| | 237 | (1) |
| | 238 | (1) |
| | 238 | (2) |
| Elements of Product Planning for Goods and Services |
| | 240 | (28) |
| The Product Area Involves Many Strategy Decisions |
| | 242 | (1) |
| | 242 | (2) |
| Differences in Goods and Services |
| | 244 | (2) |
| Whole Product Lines Must Be Developed Too |
| | 246 | (1) |
| Product Classes Help Plan Marketing Strategies |
| | 247 | (1) |
| | 247 | (2) |
| Business Products Are Different |
| | 249 | (1) |
| Business Product Classes-How They Are Defined |
| | 250 | (4) |
| Branding Needs a Strategy Decision Too |
| | 254 | (1) |
| Conditions Favorable to Branding |
| | 255 | (1) |
| Achieving Brand Familiarity Is Not Easy |
| | 256 | (1) |
| Protecting Brand Names and Trademarks |
| | 257 | (1) |
| What Kind of Brand to Use? |
| | 258 | (2) |
| Who Should Do the Branding? |
| | 260 | (1) |
| The Strategic Importance of Packaging |
| | 260 | (2) |
| What Is Socially Responsible Packaging? |
| | 262 | (1) |
| Warranty Policies Are a Part of Strategy Planning |
| | 263 | (5) |
| | 265 | (1) |
| | 265 | (1) |
| | 266 | (1) |
| | 266 | (2) |
| Product Management and New-Product Development |
| | 268 | (28) |
| Managing Products over Their Life Cycles |
| | 270 | (2) |
| Product Life Cycles Should Be Related to Specific Markets |
| | 272 | (2) |
| Product Life Cycles Vary in Length |
| | 274 | (3) |
| Planning for Different Stages of the Product Life Cycle |
| | 277 | (4) |
| | 281 | (1) |
| An Organized New-Product Development Process Is Critical |
| | 282 | (8) |
| New-Product Development: A Total Company Effort |
| | 290 | (1) |
| Need for Product Managers |
| | 291 | (5) |
| | 293 | (1) |
| | 293 | (1) |
| | 294 | (1) |
| | 294 | (2) |
| Place and Development of Channel Systems |
| | 296 | (24) |
| Place Decisions Are an Important Part of Marketing Strategy |
| | 298 | (1) |
| Place Decisions Are Guided by ``Ideal'' Place Objectives |
| | 299 | (1) |
| Channel System May Be Direct or Indirect |
| | 300 | (3) |
| Channel Specialists May Reduce Discrepancies and Separations |
| | 303 | (4) |
| Channel Relationship Must Be Managed |
| | 307 | (4) |
| Vertical Marketing Systems Focus on Final Customers |
| | 311 | (1) |
| The Best Channel System Should Achieve Ideal Market Exposure |
| | 312 | (3) |
| Channel Systems Can Be Complex |
| | 315 | (5) |
| | 318 | (1) |
| | 318 | (1) |
| | 319 | (1) |
| | 319 | (1) |
| Distribution Customer Service and Logistics |
| | 320 | (26) |
| Physical Distribution Gets It to Customers |
| | 322 | (1) |
| Physical Distribution Customer Service |
| | 323 | (2) |
| Physical Distribution Concept Focuses on the Whole Distribution System |
| | 325 | (2) |
| Coordinating Logistics Activities among Firms |
| | 327 | (5) |
| The Transporting Function Adds Value to a Marketing Strategy |
| | 332 | (1) |
| Which Transporting Alternative Is Best? |
| | 333 | (4) |
| Economies of Scale in Transporting |
| | 337 | (1) |
| The Storing Function and Marketing Strategy |
| | 338 | (2) |
| Specialized Storing Facilities May Be Required |
| | 340 | (1) |
| The Distribution Center--A Different Kind of Warehouse |
| | 341 | (5) |
| | 343 | (1) |
| | 343 | (1) |
| | 344 | (1) |
| | 344 | (2) |
| Retailers, Wholesalers, and Their Strategy Planning |
| | 346 | (34) |
| Wholesalers and Retailers Plan Their Own Strategies |
| | 348 | (1) |
| | 348 | (1) |
| Planning a Retailer's Strategy |
| | 349 | (1) |
| Conventional Retailers--Try to Avoid Price Competition |
| | 350 | (1) |
| Expand Assortment and Service--To Compete at a High Price |
| | 351 | (1) |
| Evolution of Mass-Merchandising Retailers |
| | 352 | (4) |
| Some Retailers Focus on Added Convenience |
| | 356 | (1) |
| Retailing on the Internet |
| | 357 | (3) |
| Retailing Types Are Explained by Consumer Needs Filled |
| | 360 | (1) |
| Why Retailers Evolve and Change |
| | 361 | (1) |
| Retailer Size and Profits |
| | 362 | (3) |
| Differences in Retailing in Different Nations |
| | 365 | (1) |
| | 366 | (1) |
| Wholesaling Is Changing with the Times |
| | 366 | (3) |
| Wholesalers Add Value in Different Ways |
| | 369 | (1) |
| Merchant Wholesalers Are the Most Numerous |
| | 370 | (3) |
| Agent Middlemen Are Strong on Selling |
| | 373 | (2) |
| What Will Happen to Retailers and Wholesalers in the Future? |
| | 375 | (5) |
| | 376 | (1) |
| | 377 | (1) |
| | 377 | (1) |
| | 378 | (2) |
| Promotion-Introduction to Integrated Marketing Communications |
| | 380 | (30) |
| Several Promotion Methods Are Available |
| | 382 | (2) |
| Someone Must Plan, Integrate, and Manage the Promotion Blend |
| | 384 | (3) |
| Which Methods to Use Depends on Promotion Objectives |
| | 387 | (3) |
| Promotion Requires Effective Communication |
| | 390 | (2) |
| Integrated Direct-Response Promotion Is Very Targeted |
| | 392 | (2) |
| The Customer May Initiate the Communication Process |
| | 394 | (2) |
| How Typical Promotion Plans Are Blended and Integrated |
| | 396 | (4) |
| Adoption Processes Can Guide Promotion Planning |
| | 400 | (2) |
| Promotion Blends Vary over the Life Cycle |
| | 402 | (2) |
| Setting the Promotion Budget |
| | 404 | (6) |
| | 406 | (1) |
| | 407 | (1) |
| | 407 | (1) |
| | 408 | (2) |
| | 410 | (28) |
| The Importance and Role of Personal Selling |
| | 412 | (3) |
| What Kinds of Personal Selling Are Needed? |
| | 415 | (1) |
| Order Getters Develop New Business Relationships |
| | 415 | (2) |
| Order Takers Nurture Relationships to Keep the Business Coming |
| | 417 | (2) |
| Supporting Sales Force Informs and Promotes in the Channel |
| | 419 | (2) |
| The Right Structure Helps Assign Responsibility |
| | 421 | (3) |
| Information Technology Provides Tools to Do the Job |
| | 424 | (1) |
| Sound Selection and Training to Build a Sales Force |
| | 425 | (2) |
| Compensating and Motivating Salespeople |
| | 427 | (3) |
| Personal Selling Techniques--Prospecting and Presenting |
| | 430 | (8) |
| | 435 | (1) |
| | 436 | (1) |
| | 436 | (1) |
| | 436 | (2) |
| Advertising and Sales Promotion |
| | 438 | (34) |
| Advertising, Sales Promotion, and Marketing Strategy Decisions |
| | 440 | (4) |
| Advertising Objectives Are a Strategy Decision |
| | 444 | (1) |
| Objectives Determine the Kinds of Advertising Needed |
| | 445 | (3) |
| Coordinating Advertising Efforts with Cooperative Relationships |
| | 448 | (1) |
| Choosing the ``Best'' Medium-How to Deliver the Message |
| | 449 | (4) |
| Advertising on the Internet: New Opportunities and New Challenges |
| | 453 | (3) |
| Planning the ``Best'' Message--What to Communicate |
| | 456 | (3) |
| Advertising Agencies Often Do the Work |
| | 459 | (2) |
| Measuring Advertising Effectiveness Is Not Easy |
| | 461 | (1) |
| How to Avoid Unfair Advertising |
| | 462 | (2) |
| Sales Promotion: Do Something Different to Stimulate Change |
| | 464 | (2) |
| Problems in Managing Sales Promotion |
| | 466 | (1) |
| Different Types of Sales Promotion for Different Targets |
| | 467 | (5) |
| | 469 | (1) |
| | 470 | (1) |
| | 471 | (1) |
| | 471 | (1) |
| Pricing Objectives and Policies |
| | 472 | (30) |
| Price Has Many Strategy Dimensions |
| | 474 | (2) |
| Objectives Should Guide Strategy Planning for Price |
| | 476 | (1) |
| Profit-Oriented Objectives |
| | 477 | (1) |
| Sales-Oriented Objectives |
| | 478 | (1) |
| Status Quo Pricing Objectives |
| | 479 | (1) |
| Most Firms Set Specific Pricing Policies-To Reach Objectives |
| | 480 | (1) |
| Price Flexibility Policies |
| | 481 | (1) |
| Price-Level Policies-Over the Product Life Cycle |
| | 482 | (4) |
| Most Price Structures Are Built around List Prices |
| | 486 | (1) |
| Discount Policies-Reductions from List Prices |
| | 486 | (4) |
| Allowance Policies-Off List Prices |
| | 490 | (1) |
| Some Customers Get Something Extra |
| | 491 | (1) |
| List Price May Depend on Geographic Pricing Policies |
| | 492 | (1) |
| Pricing Policies Combine to Impact Customer Value |
| | 493 | (3) |
| Legality of Pricing Policies |
| | 496 | (6) |
| | 499 | (1) |
| | 499 | (1) |
| | 500 | (1) |
| | 500 | (2) |
| Price Setting in the Business World |
| | 502 | (32) |
| Price Setting Is a Key Strategy Decision |
| | 504 | (1) |
| Some Firms Just Use Markups |
| | 505 | (4) |
| Average-Cost Pricing Is Common and Can Be Dangerous |
| | 509 | (1) |
| Marketing Manager Must Consider Various Kinds of Costs |
| | 510 | (4) |
| Some Firms Add a Target Return to Cost |
| | 514 | (1) |
| Break-Even Analysis Can Evaluate Possible Prices |
| | 515 | (3) |
| Marginal Analysis Considers Both Costs and Demand |
| | 518 | (4) |
| Demand-Oriented Approaches for Setting Prices |
| | 522 | (6) |
| | 528 | (1) |
| Bid Pricing and Negotiated Pricing Depend Heavily on Costs |
| | 529 | (5) |
| | 530 | (1) |
| | 531 | (1) |
| | 532 | (1) |
| | 532 | (2) |
| Implementing and Controlling Marketing Plans: Evolution and Revolution |
| | 534 | (32) |
| Good Plans Set the Framework for Implementation and Control |
| | 536 | (1) |
| Speed Up Information for Better Implementation and Control |
| | 537 | (2) |
| Effective Implementation Means That Plans Work as Intended |
| | 539 | (2) |
| Building Quality into the Implementation Effort |
| | 541 | (8) |
| Control Provides Feedback to Improve Plans and Implementation |
| | 549 | (1) |
| Sales Analysis Shows What's Happening |
| | 550 | (1) |
| Performance Analysis Looks for Differences |
| | 551 | (1) |
| Performance Indexes Simplify Human Analysis |
| | 552 | (1) |
| A Series of Performance Analyses May Find the Real Problem |
| | 553 | (3) |
| Marketing Cost Analysis-Controlling Costs Too |
| | 556 | (4) |
| Planning and Control Combined |
| | 560 | (1) |
| | 561 | (5) |
| | 562 | (1) |
| | 563 | (1) |
| | 563 | (1) |
| | 564 | (2) |
| Managing Marketing's Link with Other Functional Areas |
| | 566 | (29) |
| Marketing in the Broader Context |
| | 568 | (1) |
| The Finance Function: Money to Implement Marketing Plans |
| | 569 | (5) |
| Production Must Be Coordinated with the Marketing Plan |
| | 574 | (6) |
| Accounting Data Can Help in Understanding Costs and Profit |
| | 580 | (6) |
| People Put Plans into Action |
| | 586 | (9) |
| | 588 | (1) |
| | 589 | (1) |
| | 589 | (1) |
| Developing Innovative Marketing Plans |
| | 590 | (5) |
| Marketing Planning Process Is More than Assembling the Four Ps |
| | 595 | (27) |
| Blending the Four Ps Takes Understanding of a Target Market |
| | 596 | (5) |
| Forecasting Target Market Potential and Sales |
| | 601 | (2) |
| Forecasting Company and Product Sales by Extending Past Behavior |
| | 603 | (4) |
| Predicting Future Behavior Calls for More Judgment and Some Opinions |
| | 607 | (1) |
| Analysis of Costs and Sales Can Guide Planning |
| | 608 | (2) |
| The Marketing Plan Brings All the Details Together |
| | 610 | (4) |
| Companies Plan and Implement Whole Marketing Programs |
| | 614 | (1) |
| Planning for Involvement in International Marketing |
| | 615 | (7) |
| | 618 | (1) |
| | 619 | (1) |
| | 620 | (2) |
| Ethical Marketing in a Consumer-Oriented World: Appraisal and Challenges |
| | 622 | (21) |
| How Should Marketing Be Evaluated? |
| | 624 | (1) |
| Can Consumer Satisfaction Be Measured? |
| | 625 | (2) |
| Micro-Marketing Often Does Cost Too Much |
| | 627 | (2) |
| Macro-Marketing Does Not Cost Too Much |
| | 629 | (4) |
| Challenges Facing Marketers |
| | 633 | (6) |
| How Far Should the Marketing Concept Go? |
| | 639 | (4) |
| | 640 | (1) |
| | 641 | (1) |
| | 641 | (2) |
| Appendix A Economics Fundamentals | | 643 | (14) |
| Products and Markets as Seen by Customers and Potential Customers |
| | 644 | (5) |
| Markets as Seen by Suppliers |
| | 649 | (1) |
| Demand and Supply Interact to Determine the Size of the Market Price Level |
| | 650 | (1) |
| Demand and Supply Help Us Understand the Nature of Competition |
| | 651 | (4) |
| | 655 | (1) |
| | 655 | (2) |
| Appendix B Marketing Arithmetic | | 657 | (12) |
| | 658 | (3) |
| Detailed Analysis of Sections of the Operating Statement |
| | 661 | (1) |
| Computing the Stockturn Rate |
| | 662 | (1) |
| Operating Ratios Help Analyze the Business |
| | 663 | (1) |
| | 664 | (1) |
| Markdown Ratios Help Control Retail Operations |
| | 665 | (1) |
| Return on Investment (ROI) Reflects Asset Use |
| | 666 | (1) |
| | 667 | (2) |
| Appendix C Career Planning in Marketing | | 669 | (14) |
| There's a Place in Marketing for You |
| | 670 | (1) |
| There Are Many Marketing Jobs and They Can Pay Well |
| | 670 | (1) |
| Develop Your Own Personal Marketing Strategy |
| | 671 | (1) |
| Conduct Your Own Personal Analysis |
| | 671 | (3) |
| | 674 | (6) |
| | 680 | (1) |
| Developing Your Marketing Plan |
| | 681 | (1) |
| Implementing Your Marketing Plan |
| | 682 | (1) |
| Video Cases | | 683 | (14) |
| Marketing in the Hardwood Industry |
| | 684 | (2) |
| Harley-Davidson Motor Company |
| | 686 | (1) |
| Briggs & Stratton Corporation |
| | 687 | (2) |
| Papa John's International |
| | 689 | (1) |
| | 690 | (1) |
| | 691 | (2) |
| Royal Appliance Manufacturing Company: Dirt Devil |
| | 693 | (4) |
| Cases | | 697 | (40) |
| McDonald's ``Seniors'' Restaurant |
| | 698 | (1) |
| | 698 | (1) |
| | 699 | (1) |
| Bidwell Carpet Cleaning, Inc. |
| | 700 | (1) |
| | 701 | (1) |
| Three Rivers Steel Company |
| | 702 | (1) |
| | 703 | (1) |
| | 703 | (1) |
| | 704 | (2) |
| | 706 | (1) |
| | 707 | (1) |
| | 708 | (1) |
| Paper Supplies Corporation |
| | 708 | (1) |
| Mixed Media Technologies, Inc. |
| | 709 | (1) |
| | 710 | (1) |
| | 711 | (1) |
| | 712 | (2) |
| | 714 | (1) |
| | 715 | (1) |
| | 716 | (1) |
| Chemical International, Inc. |
| | 717 | (1) |
| | 718 | (1) |
| | 719 | (1) |
| | 719 | (2) |
| | 721 | (1) |
| | 722 | (1) |
| | 723 | (1) |
| | 724 | (1) |
| | 725 | (1) |
| | 726 | (1) |
| Expert Nursing Services, Inc. |
| | 727 | (1) |
| | 728 | (2) |
| | 730 | (1) |
| | 731 | (2) |
| | 733 | (4) |
| Computer-Aided Problems | | 737 | (6) |
| Notes | | 743 | (44) |
| Illustration Credits | | 787 | |
| Author Index | | I-1 | |
| Subject Index | | I-11 | |
| Glossary | | G-1 | |
