MARKETING MANAGEMENT (4TH EDITION) WINNER & DHAR
SAMENVATTING: MARKETING MANAGEMENT (4TH EDITION) -
MARKETING
inhoudsopgave
chapter 1 - marketing and the job of the marketing manager ............................................................ 3
chapter 2 - a strategic marketing framework .................................................................................... 8
chapter 3 - marketing research ...................................................................................................... 15
chapter 4 - analyzing consumer behaviour..................................................................................... 24
chapter 5 - organizational buying behaviour ................................................................................... 33
chapter 6 - market structure and competitor analysis ..................................................................... 40
chapter 7 - product decisions ......................................................................................................... 46
chapter 8 - new-product development ............................................................................................ 55
chapter 9 - pricing.......................................................................................................................... 63
chapter 10 - communications and advertising strategy ................................................................... 72
chapter 11 - sales promotion ......................................................................................................... 83
chapter 12 - direct channels of distribution: personal selling and direct marketing .......................... 90
chapter 13 - channels of distribution ............................................................................................ 101
chapter 14 - customer relationship management ......................................................................... 112
chapter 15 - strategies for service markets .................................................................................. 120
,2
,chapter 1 - marketing and the job of the marketing manager
any employee of an organization who either has or could have contact with customers is actually in a
marketing job, whether it is in his or her title or not. any person who can potentially win or lose customers is
in marketing. this creates a broad set of marketers in organizations, instead it is more useful to describe
when one would use marketing tools and techniques.
marketing is involved and necessary whenever an individual or organization has a choice to make. marketing
is involved in both marketing situations and personal situations, because there is a choice to be made and
some individual, organization, or institution has or is attempting to have an influence on the decision.
marketing is the set of activities that attempt to influence choice.
choices are made in a wide variety of contexts and the influences and influencers can vary from context to
context, and also from each other in the same situation.
most kinds of organizations need to understand marketing and use marketing techniques to increase the
number of ‘customers’ that choose their options instead of others. that is why marketing is pervasive in most
developed economies: there are simply too many choices that customers can make, including doing nothing.
therefore, organizations that want to be sustainable successes and achieve their organizational objectives
cannot ignore marketing and what it can do for them.
at the same time, marketing is very difficult. there is an infinite number of combinations of market segments,
prices, etc. product failures and depressed sales do not always result from poor decisions made by
marketers. the environment in which marketing and marketers operate is dynamic and outside the full control
of marketing management. the fact that the environment is so dynamic is perhaps the greatest threat to
successful implementation of marketing strategies and tools. although marketing is difficult, some
organizations consistently produce winning products and services.
marketing philosophies
marketing-thought leaders have developed a number of overarching philosophies of marketing that are
important.
the marketing concept
marketing concept: the importance of having a customer focus.
this concept emphasizes a customer focus or organizing the resources of the firm toward understanding
customers’ needs and wants and offering products and services that meet those needs.
there is only one valid definition of business purpose: to create a customer.
➔ one generates profits by serving customers better than competitors do.
the purpose of a business is to create and keep a customer. to do that you have to produce and deliver
goods and services that people want and value at prices and under conditions that are reasonably attractive
to those offered by others to a proportion of customers large enough to make those prices and conditions
possible.
➔ the marketing concept is also consistent with being competitor focused and making a profit.
the marketing concept is entirely consistent with serving only segments of the consumer population and is
also consistent with turning away customers and customer segments that are unprofitable to serve.
to be successful and ultimately achieve their goals, organizations have to figure out what customers want
and offer it in a better way than their competitors.
different organizational philosophies
four strategic approaches to the marketplace:
, - SALES DRIVEN: ‘WHAT WE MAKE, WE SELL.’ THE SALES FUNCTION IS THE LEADER AND
MARKETING USUALLY ACTS IN A SUPPORTING ROLE THROUGH THE PRODUCTION OF
COLLATERAL MATERIAL AND COORDINATION OF PROMOTIONAL EVENTS. THE MAIN FOCUS
IS ON SELLING AND MEETING SALES TARGETS, NOT MARKETING. THE ORGANIZATION IS
INTERESTED IN VOLUME, NOT PROFITS.
- TECHNOLOGY DRIVEN/PRODUCT DRIVEN: THE FOCUS IS ON THE RESEARCH AND
DEVELOPMENT (R&D) GROUP AS WELL AS SALES. R&D DEVELOPS PRODUCTS AND ‘THROWS
THEM OVER THE WALL’ FOR MARKETING AND SALES TO SELL. THE NEXT TECHNOLOGY WILL
BE EVEN BETTER. THE PROBLEM IS THAT NOT THE TECHNOLOGY IS BAD, BUT THE
TECHNOLOGY MAY NOT SOLVE ANYONE’S PROBLEM. HAVING A GREAT TECHNOLOGY DOES
NOT GUARANTEE THAT A COMPANY WILL
SAMENVATTING: MARKETING MANAGEMENT (4TH EDITION) -
MARKETING
inhoudsopgave
chapter 1 - marketing and the job of the marketing manager ............................................................ 3
chapter 2 - a strategic marketing framework .................................................................................... 8
chapter 3 - marketing research ...................................................................................................... 15
chapter 4 - analyzing consumer behaviour..................................................................................... 24
chapter 5 - organizational buying behaviour ................................................................................... 33
chapter 6 - market structure and competitor analysis ..................................................................... 40
chapter 7 - product decisions ......................................................................................................... 46
chapter 8 - new-product development ............................................................................................ 55
chapter 9 - pricing.......................................................................................................................... 63
chapter 10 - communications and advertising strategy ................................................................... 72
chapter 11 - sales promotion ......................................................................................................... 83
chapter 12 - direct channels of distribution: personal selling and direct marketing .......................... 90
chapter 13 - channels of distribution ............................................................................................ 101
chapter 14 - customer relationship management ......................................................................... 112
chapter 15 - strategies for service markets .................................................................................. 120
,2
,chapter 1 - marketing and the job of the marketing manager
any employee of an organization who either has or could have contact with customers is actually in a
marketing job, whether it is in his or her title or not. any person who can potentially win or lose customers is
in marketing. this creates a broad set of marketers in organizations, instead it is more useful to describe
when one would use marketing tools and techniques.
marketing is involved and necessary whenever an individual or organization has a choice to make. marketing
is involved in both marketing situations and personal situations, because there is a choice to be made and
some individual, organization, or institution has or is attempting to have an influence on the decision.
marketing is the set of activities that attempt to influence choice.
choices are made in a wide variety of contexts and the influences and influencers can vary from context to
context, and also from each other in the same situation.
most kinds of organizations need to understand marketing and use marketing techniques to increase the
number of ‘customers’ that choose their options instead of others. that is why marketing is pervasive in most
developed economies: there are simply too many choices that customers can make, including doing nothing.
therefore, organizations that want to be sustainable successes and achieve their organizational objectives
cannot ignore marketing and what it can do for them.
at the same time, marketing is very difficult. there is an infinite number of combinations of market segments,
prices, etc. product failures and depressed sales do not always result from poor decisions made by
marketers. the environment in which marketing and marketers operate is dynamic and outside the full control
of marketing management. the fact that the environment is so dynamic is perhaps the greatest threat to
successful implementation of marketing strategies and tools. although marketing is difficult, some
organizations consistently produce winning products and services.
marketing philosophies
marketing-thought leaders have developed a number of overarching philosophies of marketing that are
important.
the marketing concept
marketing concept: the importance of having a customer focus.
this concept emphasizes a customer focus or organizing the resources of the firm toward understanding
customers’ needs and wants and offering products and services that meet those needs.
there is only one valid definition of business purpose: to create a customer.
➔ one generates profits by serving customers better than competitors do.
the purpose of a business is to create and keep a customer. to do that you have to produce and deliver
goods and services that people want and value at prices and under conditions that are reasonably attractive
to those offered by others to a proportion of customers large enough to make those prices and conditions
possible.
➔ the marketing concept is also consistent with being competitor focused and making a profit.
the marketing concept is entirely consistent with serving only segments of the consumer population and is
also consistent with turning away customers and customer segments that are unprofitable to serve.
to be successful and ultimately achieve their goals, organizations have to figure out what customers want
and offer it in a better way than their competitors.
different organizational philosophies
four strategic approaches to the marketplace:
, - SALES DRIVEN: ‘WHAT WE MAKE, WE SELL.’ THE SALES FUNCTION IS THE LEADER AND
MARKETING USUALLY ACTS IN A SUPPORTING ROLE THROUGH THE PRODUCTION OF
COLLATERAL MATERIAL AND COORDINATION OF PROMOTIONAL EVENTS. THE MAIN FOCUS
IS ON SELLING AND MEETING SALES TARGETS, NOT MARKETING. THE ORGANIZATION IS
INTERESTED IN VOLUME, NOT PROFITS.
- TECHNOLOGY DRIVEN/PRODUCT DRIVEN: THE FOCUS IS ON THE RESEARCH AND
DEVELOPMENT (R&D) GROUP AS WELL AS SALES. R&D DEVELOPS PRODUCTS AND ‘THROWS
THEM OVER THE WALL’ FOR MARKETING AND SALES TO SELL. THE NEXT TECHNOLOGY WILL
BE EVEN BETTER. THE PROBLEM IS THAT NOT THE TECHNOLOGY IS BAD, BUT THE
TECHNOLOGY MAY NOT SOLVE ANYONE’S PROBLEM. HAVING A GREAT TECHNOLOGY DOES
NOT GUARANTEE THAT A COMPANY WILL
