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Kotler: Marketing Management_p4

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Efnisyfirlit

  • Half Title Page
  • Title Page
  • Copyright Page
  • About the authors
  • 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
        • 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

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Vörumerki: Pearson
Vörunúmer: 9781292248479
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Kotler: Marketing Management_p4

Vörumerki: Pearson
Vörunúmer: 9781292248479
Rafræn bók. Uppl. sendar á netfangið þitt eftir kaup

Veldu vöru

5.390 kr.
Get the product now
5.390 kr.