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Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf | |
Full-Circle Learning My Lab™: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS BEFORE CLASS AFTER CLASSDURING CLASSDecision Sims, Videos, and Learning Catalytics DSM's, pre-lecture homework, e T ext Writing Space, Video Cases, Quiz-zes/T ests My Lab | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Critical Thinking My Marketing Lab™: Improves Student Engagement Before, During, and After Class Decision Making Prep and Engagement Video exercises -engaging videos that bring business concepts to life and explore business topics related to the theory students are learning in class. Quizzes then assess students' compr... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
15 Phili P Kotler Northwestern University Kevin lane Keller Dartmouth College Boston Columbus Indianapolis New Y ork San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Marketing Management Global Edition | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Acquisitions Editor: Mark Gaffney Development Editor: Elisa Adams Senior Acquisitions Editor, Global Editions: Steven Jackson Project Editor, Global Editions: Suchismita Ukil Program Manager Team Lead: Ashley Santora Program Manager: Je... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
This book is dedicated to my wife and best friend, Nancy, with love. —PK This book is dedicated to my wife, Punam, and my two daughters, Carolyn and Allison, with much love and thanks. —KLK | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
4Philip Kotler is one of the world's leading authorities on marketing. He is the S. C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University. He received his master's degree at the University of Chicago and his Ph. D. at MIT, both in economics. He ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
5Kevin Lane Keller is the E. B. Osborn Professor of Marketing at the Tuck School of Business at Dartmouth College. Professor Keller has degrees from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches MBA courses on mar-keting management and strategic brand management and lectures in executive pr... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
6Brief Contents Preface 17 Part 1 Understanding Marketing Management 24 Chapter 1 Defining Marketing for the New Realities 25 Chapter 2 Developing Marketing Strategies and Plans 57 Part 2 Capturing Marketing Insights 88 Chapter 3 Collecting Information and Forecasting Demand 89 Chapter 4 Conducting Marketing Research 1... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
7Contents Preface 17 Part 1 Understanding Marketing Management 24 Chapter 1 Defining Marketing for the New Realities 25 The Value of Marketing 25 Marketing Decision Making 25 Winning Marketing 26 The Scope of Marketing 27 What Is Marketing? 27 What Is Marketed? 27 Who Markets? 29 Core Marketing Concepts 31 Needs, Want... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
8Mark Et ING MEMO Checklist for Evaluating Strengths/Weaknesses Analysis 73 Goal Formulation 74 Strategic Formulation 74 Program Formulation and Implementation 75 Mark Et ING INSIG ht Businesses Charting a New Direction 76 Feedback and Control 77 The Nature and Contents of a Marketing Plan 77 Mark Et ING MEMO Marketing... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
9Step 6: Make the Decision 136 Measuring Marketing Productivity 137 Marketing Metrics 137 Mark Et ING MEMO Measuring Social Media ROI 139 Marketing-Mix Modeling 140 Marketing Dashboards 140 Mark Et ING MEMO Designing Effective Marketing Dashboards 141 Summary 143 applications 143 Mark Et ING Ex CEll ENCE IDEO 144 Mark... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
10General Need Description and Product Specification 221 Supplier Search 221 Proposal Solicitation 223 Supplier Selection 223 Mark Et ING MEMO Developing Compelling Customer Value Propositions 224 Order-Routine Specification 226 Performance Review 226 Developing Effective Business-to-Business Marketing Programs 226 Com... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
11Choosing Specific POPs and PODs 304 Brand Mantras 307 Establishing a Brand Positioning 309 Mark Et ING MEMO Constructing a Brand Positioning Bull's-eye 309 Alternative Approaches to Positioning 313 Brand Narratives and Storytelling 313 Cultural Branding 314 Positioning and Branding for A Small Business 314 Summary 3... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
12Summary 384 applications 384 Mark Et ING Ex CEll ENCE Samsung 385 Mark Et ING Ex CEll ENCE SABIC 386 Part 5 Creating Value 388 Chapter 13 Setting Product Strategy 389 Product Characteristics and Classifications 389 Product Levels: The Customer-Value Hierarchy 389 Product Classifications 391 Differentiation 392 Produc... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
13Challenges in New-Product Development 453 The Innovation Imperative 454 New-Product Success 454 New-Product Failure 455 Organizational Arrangements 456 Budgeting for New-Product Development 456 Organizing New-Product Development 457 Managing the Development Process: Ideas 460 Generating Ideas 460 Mark Et ING MEMO Te... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
14Channel-Design Decisions 525 Analyzing Customer Needs and Wants 525 Mark Et ING INSIG ht Understanding the Showrooming Phenomena 525 Establishing Objectives and Constraints 526 Identifying Major Channel Alternatives 527 Evaluating Major Channel Alternatives 529 Channel-Management Decisions 530 Selecting Channel Membe... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
15Establish the Total Marketing Communications Budget 594 Selecting the Marketing Communications Mix 595 Characteristics of the Marketing Communications Mix 596 Factors in Setting the Marketing Communications Mix 597 Measuring Communication Results 599 Managing the Integrated Marketing Communications Process 599 Coord... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
16Chapter 22 Managing Personal Communications: Direct and Database Marketing and Personal Selling 657 Direct Marketing 657 The Benefits of Direct Marketing 658 Direct Mail 659 Catalog Marketing 660 Telemarketing 660 Other Media for Direct-Response Marketing 661 Public and Ethical Issues in Direct Marketing 661 Customer... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
17Preface What's New in the 15th Edition The 15th edition of Marketing Management is a landmark entry in the long successful history of the market leader. With the 15th edition, great care was taken to provide an introductory guide to marketing management that truly reflects the modern realities of marketing. In doing... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
18what have now become fundamental topics such as segmentation, targeting, and positioning. Concepts such as brand equity, customer value analysis, database marketing, e-commerce, value networks, hybrid channels, supply chain management, and integrated marketing communications were not even part of the marketing vocabu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
19What Makes Marketing Management the Marketing Leader? Marketing is of interest to everyone, whether they are marketing goods, services, properties, persons, places, events, information, ideas, or organizations. As it has maintained its respected position among students, educators, and businesspeople, Marketing Manag... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
20acknowledgments the 15th edition bears the imprint of many people. From Phil Kotler: My colleagues and associates at the Kellogg School of Management at Northwestern University continue to have an important impact on my thinking: Nidhi Agrawal, Eric T. Anderson, James C. Anderson, Robert C. Blattberg, Miguel C. Brend... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
21We are indebted to the following colleagues at other universities who reviewed this new edition: Jennifer Barr, Richard Stockton College Lawrence Kenneth Duke, Drexel University Le Bow College of Business Barbara S. Faries, Mission College, Santa Clara, CA William E. Fillner, Hiram College Frank J. Franzak,Virg... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
22Paul Mc Devitt, University of Illinois at Springfield Mary Ann Mc Grath, Loyola University, Chicago John Mc Keever, University of Houston Kenneth P. Mead, Central Connecticut State University Henry Metzner, University of Missouri, Rolla Robert Mika, Monmouth University Mark Mitchell, Coastal Carolina University Franc... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
The talented staff at Pearson deserves praise for their role in shaping the 15th edition. We want to thank our editor, Mark Gaffney, for his contribution to this revision, as well as our program manager, Jennifer M. Collins. We also want to thank our project manager, Becca Groves, for making sure everything was moving ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
24 In This Chapter, We Will Address the Following Questions 1. Why is marketing important? (p. 25) 2. What is the scope of marketing? (p. 27) 3. What are some core marketing concepts? (p. 31) 4. What forces are defining the new marketing realities? (p. 35) 5. What new capabilities have these forces given consumers and ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
25 The Value of Marketing Finance, operations, accounting, and other business functions won't really matter without sufficient demand for products and services so the firm can make a profit. In other words, there must be a top line for there to be a bottom line. Thus, financial success often depends on marketing abilit... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
26 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T In an Internet-fueled environment where consumers, competition, technology, and economic forces change rapidly and consequences quickly multiply, marketers must choose features, prices, and markets and decide how much to spend on advertising, sales, and online and ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 27 The Scope of Marketing To be a marketer, you need to understand what marketing is, how it works, who does it, and what is marketed. What Is Market In G? Marketing is about identifying and meeting human and social needs. One of the shortest good definitions o... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
28 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Customized experiences include a week at a baseball camp with retired baseball greats, a four-day rock and roll fantasy camp, and a climb up Mount Everest. persons Artists, musicians, CEOs, physicians, high-profile lawyers and financiers, and other professionals of... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 29 information Information is essentially what books, schools, and universities produce, market, and distribute at a price to parents, students, and communities. Firms make business decisions using information supplied by organizations like Thomson Reuters: “We... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
30 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T manufacturer, and intermediary markets and uses these goods and services to provide public services. Each nation's economy, and the global economy, consists of interacting sets of markets linked through exchange processes. Marketers view sellers as the industry and... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 31 Core Marketing Concepts To understand the marketing function, we need to understand the following core set of concepts (see Table 1. 1). nee Ds, Wants, an D De Man Ds Needs are the basic human requirements such as for air, food, water, clothing, and shelter.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
32 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T offering that it positions in target buyers' minds as delivering some key benefit(s). Volvo develops its cars for the buyer to whom safety is a major concern, positioning them as the safest a customer can buy. Porsche targets buyers who seek pleasure and excitement... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 33 Impressions, which occur when consumers view a communication, are a useful metric for tracking the scope or breadth of a communication's reach that can also be compared across all communication types. The downside is that impressions don't provide any insigh... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
34 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T co MPet It Ion Competition includes all the actual and potential rival offerings and substitutes a buyer might consider. An automobile manufacturer can buy steel from U. S. Steel in the United States, from a foreign firm in Japan or Korea, or from a mini-mill such ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 35 The New Marketing Realities The marketplace is dramatically different from even 10 years ago, with new marketing behaviors, opportunities, and challenges emerging. In this book we focus on three transformative forces: technology, globalization, and social re... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
36 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T The old credo “information is power” is giving way to the new idea that “sharing information is power. ”27 Software giant SAP's online community numbers more than 2 million customers, partners, and others. Once a year, 100 are chosen to contribute ideas to product ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 37 Because marketing's effects extend to society as a whole, marketers must consider the ethical, environmen-tal, legal, and social context of their activities. 35 “Marketing Insight: Getting to Marketing 3. 0” describes how companies need to change to do that.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
38 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T As goods become more commoditized and consumers grow more socially conscious, some companies—including The Body Shop, Timberland, and Patagonia—incorporate social responsibility as a way to differentiate themselves from competitors, build consumer preference, and a... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 39 from anywhere in the world 24 hours a day, seven days a week, bypassing limited local offerings and real-izing significant price savings. They can also engage in “showrooming”: comparing products in stores but buying online. 39 Because consumers and other co... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
40 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T them, Wheaties boxes or Jones soda cans with their picture on the front, and Heinz ketchup bottles with cus-tomized messages. 45 Companies can collect fuller and richer information about markets, customers, prospects, and competitors. Marketers can conduct fresh ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 41 chan GIn G channels One of the reasons consumers have more choices is that channels of distribution have changed as a result of retail transformation and disintermediation. Retail transformation. Store-based retailers face competition from catalog houses; ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
42 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Market In G accounta BIl It Y Marketers are increasingly asked to justify their investments in financial and profitability terms, as well as in terms of building the brand and growing the customer base. Organizations recognize that much of their market value comes ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 43 as China, where the largest PC manufacturer, Legend (principal owner of Lenovo Group), and domestic appli-ances giant Haier have taken advantage of the country's huge and inexpensive labor pool to dominate the market. Marketers also use the production concep... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
44 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T The ultimate outcome of relationship marketing is a unique company asset called a marketing network, con-sisting of the company and its supporting stakeholders—customers, employees, suppliers, distributors, retailers, and others—with whom it has built mutually prof... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 45 Medical Systems division, for instance, it expects good installation, maintenance, and training services to go with the purchase. The company must develop an integrated channel strategy. It should assess each channel option for its direct effect on product s... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
46 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T table 1. 4 Assessing Which Company Departments Are Customer-Minded R&D They spend time meeting customers and listening to their problems. They welcome the involvement of marketing, manufacturing, and other departments to each new project. They benchmark ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 47 in the right ways. Such interdepartmental harmony can only truly coalesce, however, when senior management clearly communicates a vision of how the company's marketing orientation and philosophy serve customers. The following example highlights some of the p... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
48 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T concept, we arrive at a more representative set that encompasses modern marketing realities: people, processes, programs, and performance, as in Figure 1. 6. People reflects, in part, internal marketing and the fact that employees are critical to marketing success.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 49 appropriate role in all they do, including creating mutually beneficial long-term relationships and imaginatively generating insights and breakthrough products, services, and marketing activities. Programs reflects all the firm's consumer-directed activities... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
50 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T ca Ptur In G Market In G Ins IGhts Atlas needs a reliable marketing information system to closely monitor its marketing environment so it can continually assess market potential and forecast demand. Its microenvironment consists of all the players who affect its ab... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 51 creat In G Value At the heart of the marketing program is the product—the firm's tangible offering to the market, which includes the product quality, design, features, and packaging (see Chapter 13). To gain a competitive advantage, Atlas may provide leasing... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
52 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T the company's first spokesperson, had an irreverent attitude that matched Nike's spirit. In 1985, Nike signed up then-rookie guard Michael Jordan as a spokesperson. Jordan was still an up-and-comer, but he personified superior performance. Nike's bet paid off—the A... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 53 As Nike began expanding overseas, the com-pany learned that its U. S.-style ads were seen as too aggressive in Europe, Asia, and South America. Nike realized it had to “authenticate” its brand in other countries, so it focused on soccer (called football outs... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
54 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T With its ability to deploy data that enable up-to-the-minute improvements in a Web marketing program, Google supports a style of marketing in which the adver-tising resources and budget can be constantly monitored and optimized. Google calls this approach “marketin... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 55 the future, the company wants to offer the ultimate mobile solution—Google mobile devices along with mobile ser-vices so users can use all Google all the time. Google's ultimate goal is to reach as many people as possible on the Web—whether by PC or by mobi... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
56 In This Chapter, We Will Address the Following Questions 1. How does marketing affect customer value? (p. 57) 2. How is strategic planning carried out at the corporate and divisional levels? (p. 60) 3. How is strategic planning carried out at the business unit level? (p. 70) 4. What does a marketing plan include? (p... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
57 Marketing and Customer Value The task of any business is to deliver customer value at a profit. A company can win only by fine-tuning the value delivery process and choosing, providing, and communicating superior value to increasingly well-informed buyers. The Value Del IVer Y Process The traditional—but dated—view ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
58 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T The Value cha In Harvard's Michael Porter has proposed the value chain as a tool for identifying ways to create more customer value. 3 According to this model, every firm is a synthesis of activities performed to design, produce, market, deliver, and support its pr... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 59 Panas Onic As Panasonic approaches its 100th anniversary in 2018, it faces unprecedented difficulties, notably a massive loss of roughly $19 billion over 2011 and 2012. For years, its “Ideas for Life” positioning had fueled innovation, generating successfu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
60 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Corporate and Division Strategic Planning Whether they let their business units set their own goals and strategies or collaborate in doing so, all corporate headquarters undertake four planning activities: 1. Defining the corporate mission 2. Establishing strategic... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 61 The challenge chief marketing officers (CMOs) face is that success factors are many and varied. CMOs must have strong quantitative and qualitative skills; they must have an independent, entrepreneurial attitude but work closely with other departments; and ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
62 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T stee Lcase The world's best-selling maker of office furniture, Steelcase describes itself as “the global leader in furnishing the work experience in office environments. ” Defining its business broadly, former CEO James Hackett believes, “enabled a lot of the great... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 63 Craf Ting a Mssion s Ta Te Men T A clear, thoughtful mission statement, developed collaboratively with and shared with managers, employees, and often customers, provides a shared sense of purpose, direction, and opportunity. At its best it reflects a visio... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
64 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T es Tabl Ish In G s Tra Te GIc bus Iness un ITs Large companies normally manage quite different businesses, each requiring its own strategy. At one time, General Electric classified its businesses into 49 strategic business units (SBUs). An SBU has three characteri... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 65 Source: © Patti Mc Conville/Alamy Liz Claiborne has put more emphasis on its Juicy Couture stores than its other slower-growing lines of business. five years. The highest describes desired sales over the same period. Evidently, the company wants to grow mu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
66 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T in Tegra Tive grow Th A business can increase sales and profits through backward, forward, or horizontal integration within its industry. Merck formed joint ventures as far back as 1989 with Johnson & Johnson to sell over-the-counter pharmaceuticals and 1991 with D... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 67 Media companies, on the other hand, have long reaped the benefits of integrative growth. Consider how NBC Universal leveraged one of its properties:24 Following the 2006 Curious George movie release via Universal Pictures, Curious George the TV show was re... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
68 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Diversifi Ca Tion grow Th Diversification growth makes sense when good opportunities exist outside the present businesses—the industry is highly attractive and the company has the right mix of business strengths to succeed. From its origins as an animated film prod... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 69 Enterprise empowers all employees to make their own decisions. One ad in the campaign, themed “Fix Any Problem, ” reinforces how any local Enterprise outlet has the authority to take actions to maximize customer satisfaction. 26 marke TIn G Inno Va TIon In... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
70 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Source: Handout/MCT/Newscom Film studios are finding new ways to expand their movie franchises, as with Warner Bros. and Batman. Program formulation Strategy formulation Goal formulation Business mission External environment (opportunity & threat analysis) Internal... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 71 The bus Iness m Iss Ion Each business unit needs to define its specific mission within the broader company mission. Thus, a television-studio-lighting-equipment company might define its mission as “To target major television studios and become their vendor... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
72 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T An environmental threat is a challenge posed by an unfavorable trend or development that, in the absence of defensive marketing action, would lead to lower sales or profit. Figure 2. 5(b) illustrates the threat matrix facing the TV-lighting-equipment company. The t... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 73 Dell's opportunity was that the consumer market was becoming more sophisticated and customers increas-ingly knew exactly what they wanted. Dell's threat was that it would fail to generate a big enough customer base in the face of strong competitors a... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
74 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Goal formula TIon Once the company has performed a SWOT analysis, it can proceed to goal formulation, developing specific goals for the planning period. Goals are objectives that are specific with respect to magnitude and time. Most business units pursue a mix of o... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 75 Just doing business in another country may require the firm to license its product, form a joint venture with a local firm, or buy from local suppliers to meet “domestic content” requirements. Many firms have developed global strategic networks, and victor... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
76 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Today's businesses recognize that unless they nurture other stakeholders—customers, employees, suppliers, distributors—they may never earn sufficient profits for the stockholders. A company might aim to delight its customers, perform well for its employees, and del... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 77 fee Dback an D con Trol A company's strategic fit with the environment will inevitably erode because the market environment changes faster than the company's seven Ss. Thus, a company might remain efficient yet lose effectiveness. Peter Drucker pointed out... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
78 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Most marketing plans cover one year in anywhere from 5 to 50 pages. Smaller businesses may create shorter or less formal marketing plans; corporations generally require highly structured documents. Every part of the plan must be described in considerable detail. So... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 79 each other and with other departments to deliver value and satisfy customers. Second, it affects how the com-pany works with suppliers, distributors, and partners to achieve the plan's objectives. Third, it influences the company's dealings with other stak... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
80 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Applications Marketing Debate What Good Is a Mission Statement? Mission statements are often the product of much delib-eration and discussion. At the same time, critics claim they sometimes lack “teeth” and specificity or do not vary much from firm to firm and make... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 81 brand portfolio through horizontal integration. In the last 40 years, the group has had a series of acquisitions around the world that strengthened its global posi-tion through effective targeting and brand positioning in domestic and regional markets. Ex... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
82 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T In terms of corporate positioning, Emirates is not looked upon as an Arab airline operating internation-ally but rather as a global company based out of the Middle East. This global positioning of the company has spawned aversion from competitors that considered Em... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 83 sample marketing Plan Pegasus sports International 1. 0 Executive Summary Pegasus Sports International is a start-up aftermarket inline skat-ing accessory manufacturer. Inline skates have four or five wheels arranged in a single line and are often called R... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
84 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T including young users through active adults. The fitness users tend to be ages 20-40. The speed users tend to be in their late 20s and early 30s. The hockey players are generally in their teens through their early 20s. The extreme segment is of similar age to the h... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 85 not designed for skating but for windsurfing or for skateboards. In the case of foils, storage and carrying are not practical. There are different indirect competitors who are manufacturers of the actual skates. After many years in the market, these compan... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
86 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T 4. 1 Product Several of Pegasus's currently developed products have pat-ents pending, and local market research indicates that there is great demand for these products. Pegasus will achieve fast, significant market penetration through a solid business model, long-r... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 87 6. 0 Controls The purpose of Pegasus's marketing plan is to serve as a guide for the organization. The following areas will be monitored to gauge performance: ■ Revenue: monthly and annual ■ Expenses: monthly and annual Table 2. 7 Milestones Plan Milestone... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
88 In This Chapter, We Will Address the Following Questions 1. What are the components of a modern marketing information system? (p. 89) 2. What are useful internal records for a marketing information system? (p. 91) 3. What makes up a marketing intelligence system? (p. 92) 4. What are some influential macroenvironment... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
89 Virtually every industry has been touched by dramatic shifts in the economic, sociocultural, natural, technological, and political-legal environments. In this chapter, we consider how firms can identify and track relevant macroenvironment trends and develop good sales forecasts. Making marketing decisions in a fast... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
90 PART 2 | CAPT u Ring M ARke Ting insigh Ts married couple,” and an additional 13 percent said their pillow was like “a childhood friend. ” Respondents fell into distinct groups in terms of pillow behavior: stackers (23 percent), plumpers (20 percent), rollers or folders (16 percent), cuddlers (16 percent), and smash... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Colle CTing info RMAT ion And fo Re CAs Ting de MAnd | chapter 3 91 Internal Records To spot important opportunities and potential problems, marketing managers rely on internal reports of orders, sales, prices, costs, inventory levels, receivables, and payables. The Order-TO-Pa Ymen T CYCle The heart of the internal r... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
92 PART 2 | CAPT u Ring M ARke Ting insigh Ts Marketing Intelligence The marke TIn G In Tell IGen Ce SYSTem A marketing intelligence system is a set of procedures and sources that managers use to obtain everyday infor-mation about developments in the marketing environment. The internal records system supplies results d... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Colle CTing info RMAT ion And fo Re CAs Ting de MAnd | chapter 3 93 Grace, instructed its sales reps to observe the innovative ways customers used its products and suggest possible new prod-ucts. Some customers used Grace waterproofing materials to soundproof their cars and patch boots and tents. Seven new-product ide... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
94 PART 2 | CAPT u Ring M ARke Ting insigh Ts Channel, BMW, and Sovereign Bank. Site Reports offers more than 50 reports and maps that help companies analyze markets, select site locations, and target customers effectively. 14 Purchase information from outside research firms and vendors. Well-known data suppliers lik... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Colle CTing info RMAT ion And fo Re CAs Ting de MAnd | chapter 3 95 need S and Trend S Dockers was created to meet the needs of baby boomers who could no longer fit into their jeans and wanted a physically and psychologically comfortable pair of pants. Enterprising individuals and companies create new solutions to sim... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
96 PART 2 | CAPT u Ring M ARke Ting insigh Ts The dem OGra Ph IC env Ir Onmen T The main demographic factor marketers monitor is population, including the size and growth rate of population in cities, regions, and nations; age distribution and ethnic mix; educational levels; and household patterns. World Wide Po Pula T... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Colle CTing info RMAT ion And fo Re CAs Ting de MAnd | chapter 3 97 Marketers generally divide the population into six age groups: preschool children, school-age children, teens, young adults age 20 to 40, middle-aged adults 40 to 65, and older adults 65 and older. Some marketers focus on cohorts, groups of individual... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
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