Efnisyfirlit

• Brief Contents
• Contents
• Guided tour
• Preface
• Digital resources
• Chapter 1: Introduction
• 1.1: Introduction
• 1.2: The marketing management process
• Marketing strategy
• Marketing plan
• Strengths of the hierarchical approach to marketing planning
• Weaknesses of the hierarchical approach to marketing planning
• 1.3: The traditional (transactional) marketing (TM ) concept versus the relationship marketing (RM )
• The traditional (transactional) marketing concept
• The relationship marketing (RM) concept
• Importance of customer retention: a case study of how to bridge the gap between TM and RM
• 1.4: Balancing the transactional and relationship concepts throughout the book
• 1.5: How the RM concept influences the traditional marketing concept
• Product
• Price
• Distribution
• Communication (promotion)
• 1.6: Different organisational forms of RM
• 1.7: Summary
• Case study 1.1: Hunter Boot Ltd: the iconic British brand is moving into exclusive fashion
• Part I: Assessing the competitiveness of the firm (internal)
• Part I: Video case study: BYD electrical cars: the Chinese electric car manufacturer is considering
• Introdution to Part I
• Chapter 2: Identification of the firm’s core competences
• 2.1: Introduction
• From capability to advantage
• 2.2: Roots of competitive advantage
• 2.3: The resource-based view (RBV)
• Resources
• Competence
• Exhibit 2.1: Honda’s competences in small engines
• 2.4: Market orientation view (MOV) compared to the resource -based view
• Exploitation versus exploration
• 2.5: The value chain-based view (VBV)
• The value chain
• Exhibit 2.2: Nike’s value chain
• Customer value proposition (CVP)
• Exhibit 2.3: The value chain of Acme Axles, Inc.
• 2.6: Value shop and the ‘service value chain’
• Combining the ‘product value chain’ and the ‘service value chain’
• 2.7: Internationalising the value chain
• International configuration and coordination of activities
• 2.8: The virtual value chain
• Online customer value proposition (OCVP)
• 2.9: Experiential marketing
• Augmented reality (AR)
• 2.10: Artificial intelligence (AI) and its influence on marketing
• Exhibit 2.4: IKEA’s use of AR
• 2.11: Summary
• Exhibit 2.5: Harley-Davidson’s use of AI in New York
• Case study 2.1: Electrolux
• Chapter 3: Development of the firm’s competitive advantage
• 3.1: Introduction
• 3.2: General sources of competitive advantage
• Economies of scale (efficiencies of global scale and volume)
• Economies of scope (transfer of resources, experience, ideas and successful concepts across products
• Time-based competition (TBC)
• 3.3: Introduction of a holistic model of competitiveness: from macro to micro level
• Individual competitiveness and time-based competition
• 3.4: Analysis of national competitiveness (Porter’s diamond)
• Factor conditions
• Demand conditions
• Related and supporting industries
• Firm strategy, structure and rivalry
• Government
• Chance
• The ‘double diamond’ and ‘multiple diamond’ framework
• 3.5: Competition analysis in an industry
• Market competitors
• Suppliers
• Buyers
• Substitutes
• New entrants
• Strategic groups
• The collaborative ‘five sources’ model
• 3.6: Value chain analysis
• The competitive triangle
• Competitive benchmarking
• 3.7: Blue ocean strategy and value innovation
• Value innovation
• 3.8: The sharing economy
• Exhibit 3.1: Value innovation at hotel chain Formule 1
• 3.9: Summary
• Analysis of national/regional competitiveness
• Competition analysis
• Value chain analysis
• Case study 3.1: Nintendo Switch: Is this the ‘Blue Ocean’ come-back
• Part II: Assessing the external marketing situation
• Part II: Video case study: Müller yogurts are penetrating the US market by the Muller Quaker Joint
• Introduction to Part II
• Chapter 4: Customer behaviour
• 4.1: Introduction
• Types of E-Commerce
• 4.2: Consumer B2C decision making
• Determinants of consumer involvement
• The consumer buying process
• 4.3: Influences on consumers’ decision making
• Needs
• Perception
• Memory
• Attitudes
• Socio-demographic variables
• Family life cycle (FLC)
• Social networks
• Exhibit 4.1: Example of loyalty: store loyalty versus brand loyalty
• 4.4: Organisational B2B decision making
• Identifying buyers in organisational markets
• Buying situations
• 4.5: Influences on the buying process
• Environmental forces
• Organisational forces
• Group forces
• Individual forces
• 4.6: Customer-perceived value and customer satisfaction
• Measuring customer satisfaction/customer value
• Customer satisfaction, loyalty and bonding
• Increasing customer skills through investments in customers
• 4.7: Customisation – tailoring the offer to the individual customer
• The challenges of customisation
• 4.8: 3-D Printing – a possible new industrial revolution in customisation
• 4.9: Gamification and its use for marketers
• Exhibit 4.2: Coca Cola Israel increases its sales of their mini bottle through a ‘Mini Me ’3-D P
• 4.10: Summary
• Exhibit 4.3: Niantic brings ‘Pokémon Go’ games to McDonald’s and Starbucks
• Case study 4.1: Spotify: The online music-streaming company is growing fast but is suffering financi
• Chapter 5: Competitor analysis and intelligence
• 5.1: Introduction
• 5.2: Who are our competitors?
• 5.3: How are the competitors interacting?
• 5.4: How do we learn about our competitors?
• Proactive or reactive CI
• Formal or informal CI
• Exhibit 5.1: McDonald’s and Burger King in an asymmetric interaction
• Why the internet is a good source of CI
• Types of CI available
• 5.5: What are the strengths and weaknesses of our competitors?
• 5.6: Market commonality and resource commonality
• 5.7: What are the objectives and strategies of our competitors?
• Assessing competitors’ current strategies
• The four Ps
• 5.8: What are the response patterns of our competitors?
• Exhibit 5.2: Role play in CI as a predictor of competitive behaviour
• 5.9: Six steps to competitor analysis
• 1: Identifying your company’s competitors
• 2: Identifying the information required and the information sources of competitor intelligence
• 3: Analysing strengths and weaknesses of competitors with respect to the market requirements
• 4: Assessing the company’s competitive position vis-à-vis key competitors
• 5: Investigating the goals and long-term strategies of competitors
• 6: Selecting the company strategies to compete against the competitor, locally and globally, taking
• 5.10: How can we set up an organisation for competitor analysis and CI?
• Exhibit 5.3: Counterintelligence done by Johnson Controls against Honeywell
• Expanded human resources/single responsibility
• 5.11: Summary
• Case study 5.1: Cereal Partners Worldwide (CPW): The no. 2 world player is challenging the no. 1 –
• Chapter 6: Analysing relationships in the value chain
• 6.1: Introduction
• 6.2: The value net
• Exhibit 6.1: Value chain of Braun (Oral-B) electric toothbrush
• 6.3: Relationships with customers
• Exhibit 6.2: Value net of Braun (Oral-B) electric toothbrush
• Developing buyer–seller relationships – the marriage metaphor
• Buyer–seller relationships in a cross-cultural perspective
• Distance reduction in international strategic alliances
• The nature of the customer and the behaviour spectrum
• Implications for relationship marketing strategies
• Behavioural conditions in buyer–seller relationships
• Exhibit 6.3: Speedo’s relations with its retailers
• Relationships in B2B markets versus B2C markets
• One-to-one marketing relationships
• Bonding in buyer–seller relationships
• 6.4: Relationships with suppliers
• Reverse marketing
• 6.5: Relationships with complementors/partners
• Y coalitions
• Exhibit 6.4: Irn-Bru’s distributor alliance (Y coalition) with Pepsi Bottling Group (PBG in Russia
• X coalitions
• Co-branding
• Ingredient branding
• 6.6: Relationships with competitors
• Exhibit 6.5: Value net – cooperation/coopetition between competitors within each airline alliance.
• 6.7: Internal marketing (IM ) relationships
• 6.8: Summary
• Case study 6.1: ARM : challenging Intel in the world market of computer chips
• Part III: Developing marketing strategies
• Part III: Video case study: Nivea: Segmentation of the sun-care market
• Introduction to Part III
• Chapter 7: SWOT analysis, strategic marketing planning and portfolio analysis
• 7.1: Introduction
• 7.2: Corporate mission
• 7.3: Swot analysis
• Conditions for an effective and productive SWOT analysis
• SWOT-driven strategic marketing planning
• 7.4: Corporate objectives
• 7.5: Corporate growth strategy
• Market penetration
• Market development
• Geographic expansion
• Product development
• Diversification
• 7.6: SBU marketing strategy/portfolio analysis
• Product life cycle (PLC)
• 7.7: Introduction to portfolio models
• 7.8: The Boston Consulting Group’s growth–share matrix – the BCG model
• Market growth rate
• Relative market shares
• Strategy implications of BCG
• The relationship between the BCG model and the concept of PLC
• The advantages of the BCG model
• The disadvantages of the BCG model
• 7.9: General electric market attractiveness –business position matrix (ge matrix)
• Compiling the GE matrix
• Advantages and disadvantages of the GE matrix
• 7.10: International portfolio analysis
• 7.11: Portfolio analysis of supplier relationships
• Why are there so many advocates of the relationship focus in marketing?
• Strategic implications of the supplier’s portfolio
• 7.12: Summary
• Case study 7.1: William Demant hearing aids
• Chapter 8: Segmentation, targeting, positioning and competitive strategies
• 8.1: Introduction
• Pitfalls with segmentation
• Factors favouring market segmentation
• Factors discouraging market segmentation
• Requirements for effective market segmentation
• Two common segmenting methods
• Identifying segmentation variables
• 8.2: Segmentation in the B2C market
• Exhibit 8.1: Segmentation in the pet food market
• The sociodemographic variables
• Behaviouristic variables
• Psychographic variables
• Benefits-sought variables
• Multidimensional segmentation
• 8.3: Segmentation in the B2B market
• Exhibit 8.2: Segmentation in work (‘salty snacks in the workplace’)
• Bonoma and Shapiro’s (1983) macro-/micro-segmentation process
• A relationship approach to B2B segmentation
• 8.4: Target marketing
• Undifferentiated (mass) marketing
• Differentiated marketing
• Concentrated (niche) marketing
• 8.5: Positioning
• Exhibit 8.3: Björn Borg’s brand positioning and business modelling in the international apparel m
• 8.6: Generic competitive strategies
• Cost leadership
• Differentiation
• Differentiation focus
• Cost focus
• 8.7: Offensive and defensive competitive strategies
• Exhibit 8.4: Good-enough markets in China – the case of Duracell batteries
• Offensive strategies
• Defensive strategies
• 8.8: Summary
• Case study 8.1: LEGO Friends: One of the world’s largest toy manufacturer moves into the girls’
• Chapter 9: CSR strategy and the sustainable global value chain
• 9.1: Introduction
• Definition of CSR
• 9.2: Different levels of ethical behaviour
• 9.3: Social marketing as part of CSR
• 9.4: Cause-related marketing
• 9.5: Identification of stakeholders in CSR
• Exhibit 9.1: Examples of cause-related marketing campaigns
• 9.6: Drivers of CSR
• Long-term benefit drivers of CSR
• 9.7: The sustainable global value chain (SGV C)
• 9.8: CSR and international competitiveness
• CSR benefits
• CSR costs
• 9.9 The Triple Bottom Line (TBL)
• 9.10: Poverty (BOP market) as a ‘market’ opportunity
• The poor as consumers
• The poor as marketers of products and services
• Exhibit 9.:2: Grameen Danone Foods opens plant in Bangladesh
• 9.11: The ‘green’ market as a business opportunity
• Enviropreneur marketing
• Global warming (climate change)
• Exhibit 9.3: Unilever’s introduction of ‘Comfort One Rinse’ saves water
• Segmenting the ‘green’ consumer market
• 9.12: Summary
• Case study 9.1: YouthAIDS: social marketing in a private, non-profit organisation
• Part IV: Developing marketing programmes
• Part IV: Video case study: Tequila Avión: A premium tequila is introduced
• Introduction to part IV
• The extended marketing mix
• Participants
• Process
• Physical evidence
• Chapter 10: Establishing, developing and managing buyer–seller relationships
• 10.1: Introduction
• 10.2: Building buyer–seller relationships in B2B markets
• 10.3: Relationship quality
• 10.4: Building buyer–seller relationships in B2C markets
• Exhibit 10.1: Husqvarna’s consumer wheel
• Exhibit 10.2: Employee commitment drives value at Southwest Airlines
• 10.5: Managing loyalty
• Steps in a loyalty-based relationship strategy
• Exhibit 10.3: Developing service loyalty at Volkswagen
• 10.6: The crm path to long-term customer loyalty and advocacy
• Stage 1: Customer acquisition (the courtship)
• Stage 2: Customer retention (the relationship)
• Stage 3: Strategic customer care (the marriage)
• Stage 4: Customer advocacy (the marriage)
• 10.7: Key account management (kam)
• Implementation of KAM
• Customer-complaint management in KAM
• The dyadic development of KAM
• KAM effectiveness and performance
• 10.8: Summary
• Case study 10.1: Dassault Falcon: the private business jet, Falcon, is navigating in the global corp
• Chapter 11: Product and service decisions
• 11.1: Introduction
• What is a product?
• Importance of service
• 11.2: The components of the product offer
• 11.3: Service strategies
• Characteristics of services
• The Service-Dominant logic (S-D logic)
• Global marketing of services
• Categories of service
• Determining the service quality gap
• Exhibit 11.1: Hilti is selling the ‘use’ – not the product
• After-sales services (AS)
• Full-service contracts
• e-Services
• Service in the business-to-business market
• 11.4: New product development (NPD )
• The multiple-convergent process model
• Product platform/modularity in NPD
• 11.5: The product life cycle
• Limitations of the product life cycle
• Technological life cycle
• Crowdsourcing
• Exhibit 11.2: Threadless T-shirt crowdsourcing business
• 11.6: New products for the international market
• Developing new products/cutting the time-to-market
• Degrees of product newness
• 11.7: Product cannibalisation
• Conditions for successful cannibalisation
• 11.8: Product positioning
• 11.9: Branding
• Branding decisions
• Exhibit 11.3: Roundup – a global brand for multiple markets
• Exhibit 11.4: Kellogg is under pressure to produce Aldi’s own-label goods
• 11.10: Brand equity
• Definitions of ‘brand equity’
• 11.11: Implications of the internet for product decisions
• Customisation and closer relationships
• Dynamic customisation of product and services
• 11.12: Global mobile app marketing
• 11.13: Internet of Things (IoT) and its use for marketers
• Exhibit 11.5: Google’s use of IoT in form of the smart thermostat, Nest
• What opportunities does IoT provide for future marketers?
• The marketer’s use of IoT
• 11.14: ‘Long tail’ strategies
• 11.15: Summary
• Case study 11.1: Tinder – the famous dating app brand is facing increasing competition from e.g. B
• Chapter 12: Pricing decisions
• 12.1: Introduction
• 12.2: Pricing from an economist’s perspective
• Competitor price response
• Exhibit 12.1: Johnnie Walker whisky faced positive price elasticity in Japan
• 12.3: Pricing from an acc ountant’s perspective
• Break-even market share
• 12.4: A pricing framework
• Firm-level factors
• Product factors
• Environmental factors
• Market factors
• 12.5: Market value-based pricing versus cost-based pricing
• Value-based pricing
• Value pricing based on ‘total cost of ownership’
• 12.6: Pricing services versus physical products
• 12.7: Pricing new products
• Skimming vs penetration pricing
• Exhibit 12.2: Value-based pricing in Bossard – the ‘15/85 rule’
• Market pricing
• 12.8: Price changes
• 12.9: Experience curve pricing
• 12.10: Product line pricing
• Freemium
• 12.11: Price bundling
• 12.12: Dynamic pricing for different segments
• Geographic segments
• Usage segments
• Time segments (off-peak pricing)
• Demographic segments
• 12.13: Subscription-based pricing
• Subscription pricing strategies
• Exhibit 12.3: Dollar Shave Club
• 12.14: Relationship pricing
• Establishing global pricing contracts (GPCs)
• 12.15: Pricing on the internet
• 12.16: Communicating prices to the target markets
• 12.17: Summary
• Case study 12.1: Harley-Davidson: How should the pricing strategy be affected by the new EU tariffs
• Chapter 13: Distribution decisions
• 13.1: Introduction
• 13.2: The basic functions of channel participants
• 13.3: Distributor portfolio analysis
• 13.4: Developing and managing relationships between manufacturer and distributor
• 13.5: External and internal determinants of channel decisions
• Customer characteristics
• Nature of the product
• Nature of demand/location
• Competition
• Legal regulations/local business practices
• 13.6: The structure of the channel
• Market coverage
• Channel length
• Control/cost
• Degree of integration
• 13.7: From single-channel to omnichannel strategy
• 13.8: Managing and controlling distribution channels
• Screening and selecting intermediaries
• Contracting (distributor agreements)
• Motivating
• Controlling
• Termination
• 13.9: Implications of the internet for distribution decisions
• 13.10: Blockchain technology and its influence on marketing and SCM
• The marketer’s use of the blockchain
• The use of blockchain technology in SCM provides trust
• 13.11: Online retail sales
• Exhibit 13.1: Maersk’s use of blockchains in their shipping
• 13.12: Smart phone marketing
• Benefits of m-marketing
• Location based app services
• 13.13: Channel power in international retailing
• Exhibit 13.2: The ‘Banana Split’ model
• 13.14: Mystery shopping in retailing
• 13.15: Summary
• Case study 13.1: Bosch Indego: how to build B2B and B2C relationships in a new global product market
• Chapter 14: Communication decisions
• 14.1: Introduction
• 14.2: The communication process
• Opinion leadership
• Buyer initiative in the communication process
• Key attributes of effective communication
• Other factors affecting communication
• Push versus pull strategies
• Mass customisation, one-to-one marketing and the push-pull strategy
• 14.3: Communication tools
• Advertising
• Public relations
• Exhibit 14.1: LEGO Ninjago’s 360-degree marketing communication
• Exhibit 14.2: Ambush marketing strategy – Dutch brewery vs Anheuser Busch’s Budweiser during the
• Sales promotion
• Direct marketing
• 14.4: Personal selling
• The steps in personal selling
• Assessing salesforce effectiveness
• 14.5: Trade fairs and exhibitions
• 14.6: Social media marketing
• Web 2.0
• Social media
• From ‘Bowling’ to ‘Pinball’
• The 6C model of social media marketing
• 14.7: Categorisation of social media
• The four Social Media categories
• 14.8: The social media funnel
• 14.9: Development of the social media marketing plan
• Step 1: Conduct a social media audit (where are we today?)
• Step 2: Create social media marketing objectives
• Step 3: Choose the most relevant social media platforms to work with
• Step 4: Get social media inspiration from industry leaders, competitors and key opinion leader in th
• Step 5: Create a content and time plan for the company’s social media efforts
• Step 6: Test, evaluate and adjust your social media marketing plan
• 14.10: Developing a viral marketing campaign
• 14.11: Summary
• Exhibit 14.3: Fox Business (Trish Regan) is selling a political statement
• Case study 14.1: Orabrush Inc.: how a ‘pull’ B2C YouTube marketing strategy helped consumers to
• Part V: Organising, implementing and controlling the marketing effort
• Part V: Video case study: Pret A Manger: How to control the expansion of an international restaurant
• Introduction to part V
• Chapter 15: Organising and implementing the marketing plan
• 15.1: Introduction
• 15.2: Marketing audit
• 15.3: Building the marketing plan
• Title page
• Table of contents
• Executive summary
• Introduction
• Situational analysis
• Marketing objectives and goals
• Marketing strategies and programmes
• Budgets
• Implementation and control
• Conclusion
• 15.4: Organising the marketing resources
• Organisational structure
• Vertical or horizontal organisation?
• Centralised or decentralised organisation?
• Bureaucratic or adaptive organisation?
• Organisational forms
• Transition from a product-focused to a customer-focused structure
• Organisational culture
• 15.5: Implementation of the marketing plan
• Issues in marketing implementation
• Planning and implementation are interdependent processes
• 15.6: The role of internal marketing
• The internal marketing approach
• The internal marketing process
• Implementing an internal marketing approach
• Exhibit 15.1: Merger of Mars’ European food, pet care and confectionery divisions
• 15.7: Summary
• Case study 15.1: DJI Technology Co. Ltd.
• Chapter 16: Budgeting and controlling
• 16.1: Introduction
• 16.2: Budgeting
• Profitability analysis
• Customer-mix budgets
• 16.3: Social media metrics
• Non-financial social metrics
• Other ‘operational’ non-financial social metrics
• Financial social metrics
• Other ‘operational’ financial social metrics
• 16.4: Customer profitability and customer lifetime value
• Realising the full profit potential of a customer relationship
• Customer retention
• Increasing CLTV
• Acquisition costs
• 16.5: Controlling the marketing programme
• Exhibit 16.1: Simulation of firm X’s customer value (cumulative sales for firm X over periods 1 to
• Design of a control system
• Feedforward control
• Key areas for control in marketing
• Overall economic value with successful implementation of CRM
• 16.6: Summary
• Case study 16.1: Huawei smartphones: expanding into the international markets for smartphones
• Appendix: Market research and decision support system
• A.1: Introduction
• A.2: Data warehousing
• A.3: Data mining
• A.4: The customer information file
• A.5: Linking market research to the decision-making process
• A.6: Secondary research
• Advantages of secondary research
• Disadvantages of secondary research
• Internal data sources
• External data sources
• Secondary data used for estimation of foreign market potential
• A7: Primary research
• Qualitative and quantitative research
• Triangulation: mixing qualitative and quantitative research methods
• Research design
• Problems with using primary research
• A.8: Online (internet) primary research methods
• Advantages of online surveys
• Disadvantages of online surveys
• Online quantitative market research (email and Web-based surveys)
• Online qualitative market research
• A.9: Other types of market research
• Ad-hoc research
• Continuous research (longitudinal designs)
• Sales forecasting
• Scenario planning
• A.10: Setting up a marketing information system (MIS)
• A.11: Marketing research based on Web 2.0
• A.12: Summary
• Glossary
• Index
• Back Cover