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

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