Efnisyfirlit

• Cover
• Title Page
• Copyright Page
• Brief contents
• Contents
• Preface
• Acknowledgements
• Publisher’s acknowledgements
• PART 1 Understanding Marketing Management
• Chapter 1 Defining marketing for the new realities
• The value of marketing
• The scope of marketing
• Marketing’s role in creating demand
• European marketing realities
• Technology
• Globalisation
• Social responsibility
• A dramatically changed marketplace
• New consumer capabilities
• New company capabilities
• Marketing philosophy: production, selling, marketing and holistic marketing philosophies
• The production philosophy
• The selling philosophy
• The marketing philosophy
• The holistic marketing philosophy
• Overview of marketing management
• Case study of marketing management
• Chapter 2 Understanding marketing management within a global context
• What is management?
• The process of management
• Why is management difficult?
• What is marketing management?
• Valuing marketing within organisations
• Managing across the entire organisation
• Managing outsourced activities
• Managing networks and relationships
• Understanding global marketing management
• Deciding whether to go abroad
• Deciding how to enter the market
• Deciding which markets to enter
• Deciding on standardised or adapted marketing
• Managing in developing and low-income markets
• Chapter 3 Developing marketing strategies and plans
• Marketing and customer-perceived value
• Business environment paradigm change
• The value delivery process
• The value chain
• Core competencies
• A holistic marketing orientation and customer-perceived value
• The central role of corporate strategic planning
• Corporate and divisional strategic planning
• Defining the corporate mission
• Organisation and organisational culture
• Defining the business
• Assigning resources to each SBU
• Building the corporate business portfolio – assessing growth opportunities
• Marketing innovation
• Business unit strategic planning
• The business mission
• SWOT analysis
• Critique of conventional SWOT analysis
• Goal formulation
• Strategic formulation
• Programme formulation and implementation
• Feedback and control
• Change today, not tomorrow
• Questions
• The nature and content of a marketing plan
• Contents of the marketing plan
• Sample marketing plan: €uromart
• Introduction
• Chapter 4 Managing digital technology in marketing
• Understanding digital technologies within marketing management
• The range of technologies in marketing
• Information and interaction perspectives
• Managing digital technologies
• Evaluation and selection of digital technologies
• Supporting the adoption and implementation of digital technologies
• Uniting marketing and IT functions
• Future technologies: opportunities and challenges
• Part 1 Case study: Virgin Atlantic
• PART 2 Capturing Marketing Insights
• Chapter 5 The changing marketing environment and information management
• The company environment
• The marketing environment
• Analysing the macroenvironment
• The sociocultural and demographic environment
• The economic environment
• The social–cultural environment
• The ecological and physical environment
• The technological environment
• The political–legal environment
• Managing the marketing information system
• Components of a modern marketing information system
• Internal records
• The marketing intelligence system
• Databases, data warehousing and data mining
• Chapter 6 Managing market research and forecasting
• The marketing research system
• The marketing research process
• Step 1: define the problem, the decision alternatives and the research objectives
• Step 2: develop the research plan
• Step 3: collect the information
• Step 4: analyse the information
• Step 5: present the findings
• Step 6: make the decision
• Overcoming barriers to the use of marketing research
• Forecasting and demand measurement
• The measures of market demand
• Estimating current demand
• Estimating future demand
• Chapter 7 Analysing consumer markets
• The study of consumer behaviour
• Culture
• Social groups
• The individual consumer
• The interaction between dimensions
• Key psychological processes
• Motivation: Freud, Maslow, Herzberg
• Perception
• Learning
• Memory
• Perspectives on consumer behaviour
• The behaviourist perspective
• The information-processing perspective
• The emotional perspective
• The cultural perspective
• A multi-perspective approach
• The buying decision process: the five-stage model
• Problem recognition
• Information search
• Evaluation of alternatives
• Purchase decision
• Post-purchase behaviour
• Other theories of consumer decision making
• Level of consumer involvement
• Behavioural decision theory and behavioural economics
• Decision heuristics
• Framing
• Mental accounting
• Profiling consumer product buying and usage behaviour
• Chapter 8 Analysing business markets
• What is organisational buying?
• The business market versus the consumer market
• Buying situations
• Systems buying and selling
• Participants in the business buying process
• The buying centre
• Buying centre influences
• Targeting firms and buying centres
• The purchasing/procurement process
• Stages in the buying process
• Problem recognition
• General need description and product specification
• Supplier search
• Proposal solicitation
• Supplier selection
• Order-routine specification
• Performance review
• Managing business-to-business relationships
• The role of uncertainty in business relationships
• Transaction cost economics
• Network theory
• Vertical coordination
• Institutional and government markets
• Chapter 9 Dealing with competition
• Identifying competitors
• Analysing competitors
• Strategies
• Objectives
• Strengths and weaknesses
• Selecting competitors
• Selecting customers
• Competitive strategies for market leaders
• Expanding the total market
• Protecting market share
• Expanding market share
• Other competitive strategies
• Market-challenger strategies
• Market-follower strategies
• Market-nicher strategies
• Balancing customer and competitor orientations
• Competitor-centred companies
• Customer-centred companies
• Competing in an economic downturn
• Explore the upside of increasing investment
• Get closer to customers
• Review budget allocations
• Put forth the most compelling value proposition
• Fine-tune brand and product offerings
• Part 2 Case study: Cheese odour marketing
• PART 3 Connecting with Customers
• Chapter 10 Seeking and developing target marketing differentiation strategies
• Levels of market segmentation
• Segment group marketing
• Niche marketing
• Local marketing
• Individual marketing
• Bases for segmenting consumer markets
• Geographic segmentation
• Demographic segmentation
• Psychographic segmentation
• Behavioural segmentation
• Bases for segmenting business markets
• Market targeting
• Effective segmentation criteria
• Evaluating and selecting market segments
• Additional considerations
• Creating differentiation and positioning strategies
• Positioning
• Establishing category membership
• Choosing POPs and PODs
• Creating POPs and PODs
• Perceptual or positioning mapping
• What can positioning analysis do for a company’s business?
• Positioning maps
• Developing a positioning strategy
• Repositioning
• Developing and communicating a differentiation strategy
• Cost leadership
• Distinctive superior quality
• Cost leadership and quality differentiation
• Differentiation strategies
• The purpose of positioning
• Chapter 11 Creating customer value, satisfaction and loyalty
• Building customer value
• Customer-perceived value
• Building customer satisfaction
• Brand inertia and brand loyalty
• Total customer satisfaction
• Market offering quality dimension
• Maximising customer lifetime value
• Customer profitability
• Customer lifetime value – conceptual dream or real-time activity?
• Cultivating customer relationships
• Customer relationship management
• Attracting and retaining customers
• Building customer loyalty
• Improving loyalty
• Developing loyalty programmes
• The experience economy
• The value experience
• Interactive marketing
• Complexity of markets
• Emotional turn
• Chapter 12 Creating and managing brands and brand equity
• Understanding brand management
• What is a brand?
• The roles of brands
• Strategic brand management decisions
• Creating and managing brand identities: names, logos, slogans and images
• Brand narratives and storytelling
• Managing individual or house brand names
• Managing brand extensions
• Managing brand portfolios
• Brand reinforcing and revitalisation
• Growing, sustaining and managing brand equity
• Chapter 13 Digital and global brand management strategies
• What is a digital brand?
• Digital branding as a core management requirement
• Understanding the digital brand experience
• Understanding the consumer decision journey and digital branding
• Linking social networking and the consumer decision journey
• Digital brand communities
• Online brand communities’ member characteristics
• Managing global brands
• Factors leading to increased global branding
• Managing iconic global brands
• Operating a global brand strategy
• Part 3 Case study: San Pellegrino: delighting mineral water consumers
• PART 4 Shaping and Pricing the Market Offering
• Chapter 14 Designing, developing and managing market offerings
• Product life cycle marketing strategies
• Product life cycles
• Style, fashion and fad life cycles
• Marketing strategies: the introduction stage and the pioneer advantage
• Marketing strategies: the growth stage
• Marketing strategies: the maturity stage
• Marketing strategies: the decline stage
• Evidence on and critique of the product life cycle concept
• Critique of the product life cycle concept
• Market evolution
• Emergence
• Growth
• Maturity
• Decline
• Product characteristics and classifications
• Product levels: the customer-perceived value hierarchy
• Product/market offering classifications
• Differentiation
• Market offering differentiation
• Design differentiation
• Service differentiation
• Product and brand relationships
• The product/market offering hierarchy
• Product/market offering systems and mixes
• Product-line analysis
• Product-line length
• Co-branding and ingredient branding
• Packaging, labelling, warranties and guarantees
• Packaging
• Labelling
• Warranties and guarantees
• Chapter 15 Introducing new market offerings
• New market offering options
• Make or buy?
• Types of new product
• Challenges in new-product/market offering development
• The innovation imperative
• New product/market offering success
• New product/market offering failure
• Organisational arrangements
• Budgeting for new product development
• Organising new product/market offering development
• Managing the development process: Stage 1 – ideas
• Process stages
• Idea generation
• Idea screening
• Managing the development process: Stage 2 – concept to strategy
• Concept development and testing
• Marketing strategy development
• Business analysis
• Managing the development process: Stage 3 – prototype to commercialisation
• Product and market development
• Market testing
• Commercialisation and launch
• The consumer adoption process
• Stages in the process
• Factors influencing the process
• Chapter 16 Developing and managing pricing strategies
• Understanding pricing
• Pricing in a digital world
• How companies price
• Consumer psychology and pricing
• Setting the price
• Step 1: selecting the pricing objective
• Step 2: determining demand
• Step 3: estimating costs
• Step 4: analysing competitors’ costs, prices and offers
• Step 5: selecting a pricing method
• Step 6: selecting the final price
• Adapting the price
• Geographical pricing (cash, countertrade, barter)
• Price discounts and allowances
• Promotional pricing
• Differentiated pricing
• Initiating and responding to price changes
• Initiating price cuts
• Initiating price increases
• Responding to competitors’ price changes
• Part 4 Case study: Burberry
• PART 5 Communicating Value
• Chapter 17 Designing and managing non-personal marketing communications
• The role of marketing communications
• The changing marketing communications environment
• Non-personal marketing (mass communication)
• Marketing communications, brand equity and sales
• The communication process models
• Developing effective communications
• Identifying the target audience
• Deciding the communications mix objectives
• Designing the communications
• Selecting the communications channels
• Establishing the total marketing communications budget
• Selecting the marketing communications mix
• Characteristics of the mix
• Factors in setting the mix
• Developing and managing an advertising programme
• Setting objectives
• Deciding on the advertising budget and developing the advertising campaign
• Managing media matters
• Evaluating alternative media
• Evaluating advertising effectiveness
• Sales promotion
• Setting objectives
• Advertising versus sales promotion
• Major decisions
• Events, experiences, public and press relations
• Setting objectives
• Major sponsorship experiences
• Creating experiences
• Major decisions in marketing public relations
• Major decisions in marketing press relations
• Chapter 18 Managing personal communications
• Personal communications mix
• Paid, earned and owned media
• Direct marketing
• Personal selling
• Word-of-mouth (WOM) marketing
• Social media marketing
• Direct marketing
• Setting objectives
• The benefits of direct marketing
• Direct mail
• Catalogue marketing
• Telemarketing
• Other media for direct response marketing
• Public and ethical issues
• Interactive and online marketing communications
• Brave new world requires a deeper understanding of consumers
• Online marketing communications
• Developing and managing the personal sales force
• Setting objectives and strategy
• Sales force management issues
• Key principles of personal selling
• The six steps of selling
• Impact of social media technology
• Word-of-mouth (WOM) marketing
• Opinion leaders
• Social media marketing
• The growing importance of social media
• Social media platforms
• Online communities and forums
• Blogs
• Social platforms
• Developing a social media marketing plan
• Advantages and disadvantages of social media
• Evaluating the performance of social media marketing (metrics)
• Social media marketing trends
• Integrated marketing communications (IMC)
• Two-step flow of information
• Coordinating media
• Implementing IMC
• Implications of digital media for practitioners
• Marketing communications toolbox
• Managing an integrated marketing communications mix
• Part 5 Case study: Walkers crisps
• PART 6 Delivering Value
• Chapter 19 Designing and managing distribution channels and global value networks
• Managing distribution channels and value networks
• The importance of channels
• The role of distribution channel members
• Channel functions and flows
• Channel levels
• Service supply chain
• Channel-design decisions
• Analysing customer needs and wants
• Establishing objectives and constraints
• Identifying major channel alternatives
• Evaluating major channel alternatives
• Selecting and management channel members
• Selecting channel members
• Evaluating channel members
• Modifying channel design and arrangements
• Channel integration and systems
• Vertical marketing systems
• Managing conflict, cooperation and competition
• Types of conflict and competition
• Managing channel conflict
• Integrating multichannel and omnichannels
• Online, mobile and digital channel management
• Online-only companies
• Online and brick-and-click companies
• Exploring future technologies within distribution
• Chapter 20 Managing process, people and physical evidence
• Service process design and management
• Service process blueprint
• Managing variability within service process design
• Service process and customer satisfaction
• Understanding people management challenges
• Managing technology-supported interactions
• Training service personnel
• Hiring and managing service personnel
• Service personnel managing failure and recovery
• Co-creation of value: customer participation
• Service-level engagement
• Managing the physical evidence and experience environment
• Managing sensory marketing: using the five senses
• The future: managing and combining human and digital
• Part 6 Case study: Apple stores: delivering value
• PART 7 Managing Marketing Implementation and Control
• Chapter 21 Implementing marketing management
• Restructuring marketing practices
• Internal marketing
• Critique of internal marketing
• Organising the marketing department
• Relations with other departments
• Building a creative marketing organisation
• Taking the creative approach
• Building a creative culture
• Creativity – a mystical gift for some or something for all?
• Maintaining momentum
• Marketing implementation
• Leadership
• Methodology and making room for creativity
• Fostering a creative marketing culture
• Socially responsible marketing
• Corporate social responsibility
• Socially responsible business models
• Cause-related marketing
• Cause-marketing benefits and costs
• Social marketing
• Ethnic marketing
• Green marketing
• Digital and traditional marketing are inseparable
• The Internet of things
• Marketing revisited
• The marketing manager’s key tasks
• Quo vadis?
• Back to basics and some new perspectives
• Holding things together
• Getting started
• Chapter 22 Managing marketing metrics
• The need for marketing metrics
• What marketing metrics should do
• Measuring the past, the present or the future
• Measuring marketing performance and productivity
• Counting-based metrics
• Accounting-based metrics
• Outcome metrics
• Big data and social media metrics
• Corporate social responsibility
• Marketing dashboards
• Part 7 Case study: Unilever: implementing and measuring corporate sustainability
• Glossary
• Index