By Philip Kotler
Descripción: The classic Marketing Management is an undisputed global best-seller – anencyclopaediaof marketing considered by many as the authoritative book on the subject. This third European edition keeps the accessibility, theoretical rigour and managerial relevance – the heart of the book - and adds:
- A structure designed specifically to fit the way the course is taught in Europe.
- Fresh European examples which make students feel at home.
- The inclusion of the work of prominent European academics.
- A focus on the digital challenges for marketers.
- An emphasis on the importance of creative thinking and its contribution to marketing practice.
- New in-depth case studies, each of which integrates one of the major parts in the book.
This textbook covers admirably the wide range of concepts and issues and accurately reflects the fast-moving pace of marketing in the modern world, examining traditional aspects of marketing and blending them with modern and future concepts.
A key text for both undergraduate and postgraduate marketing programmes.
Contenido: Part 1 Understanding marketing management
Chapter 1 Introduction to marketing
The value of marketing
Making marketing central
The scope of marketing
What is marketing?
Marketing during challenging economic times
Marketing’s role in creating demand
The new European marketing realities
Technology
Globalisation
Social responsibility
A dramatically changed marketplace
Changing channels
Exploring the range of business philosophies
The production philosophy
The product philosophy
The selling philosophy
The marketing philosophy
The holistic marketing philosophy
Overview 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?
The core marketing management skills
Managing across the organisation
Managing networks, relationships and interactions
Managing innovation and change
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 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
Relationship between missions and visions
Organisation and organisational culture
Defining the business
Assigning resources to each strategic business unit
Building the corporate business portfolio – assessing growth opportunities
Guidelines for concentric diversification
Guidelines for horizontal diversification
Guidelines for conglomerate diversification
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
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
Digital technologies in marketing
Understanding digital marketing
The range of technologies in marketing
Informational and interaction perspectives
Managing digital technologies
Selection of digital technologies
Supporting the adoption of digital technologies
Exploitation of digital technologies
Uniting marketing and IT staff
Understanding the digital customer: web, social and mobile
The web
Understanding social networking
Mobile and smartphones
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
Measuring marketing productivity
Marketing-mix modelling
Forecasting and demand measurement
The measures of market demand
A vocabulary for demand measurement
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 behavior
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
Competitive forces
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
Life stage
Gender
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 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
Recapturing customers
The experience economy
The value experience
The empowered customer
Interactive marketing
Complexity of markets
Emotional turn
Chapter 12 Creating and managing brands and brand equity
Understanding branding
What is a brand?
The roles of brands
Managing brands: consumers and channels
Strategic brand management decisions
Creating and managing brand identities: names, logos, slogans and images
Managing individual or house brand names
Managing brand extensions
Managing brand portfolios
Brand reinforcing and revitalisation
Leveraging secondary associations
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 new consumer decision journey
Branding and social networking
Linking social networking and the consumer decision journey
Customer-managed brands
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
Branding in developing economies
Celebrity branding
How to use celebrities successfully
Countries and places as brands
Part 3 Case study: San Pellegrino
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 (market offering) characteristics and classifications
Product levels: the customer-perceived value hierarchy
Product/market offerings 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
Product-mix pricing
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
A changing pricing environment
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 marketing communications
The role of marketing communications
The changing marketing communication environment
Marketing communications, brand equity and sales
The communications process models
Developing effective communications
Identify the target audience
Determine the communications objectives
Design the communications
Select the communications channels
Establishing the total marketing communications budget
Financial considerations
Deciding on the marketing communications mix
Characteristics of the mix
Factors in setting the mix
Measuring results
Managing the integrated marketing communications (IMC) process
Coordinating media
Implementing IMC
IMC or interconnected programmatic marketing communication?
The growing importance of social media
Media planning – revolution or evolution?
Chapter 18 Managing mass and personal communications
Developing and managing an advertising programme
Setting objectives
Deciding on the advertising budget and developing the advertising campaign
Managing media matters
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
Marketing public relations
Major decisions in marketing press relations
Direct marketing
Setting objectives
The benefits of direct marketing
Direct marketing issues
Catalogue marketing
Telemarketing
Other media for direct response marketing
Public and ethical issues
Interactive marketing
Brave new world requires a deeper understanding of consumers
Placing advertisements and promotions online
Developing and managing the sales force
Setting objectives and strategy
Sales force management issues
Key principles of personal selling
The six steps of selling
Relationship activity
Relationship marketing
Part 5 Case study: H&M
Part 6 Delivering value
Chapter 19 Designing and managing integrated marketing channels and global value networks
Marketing channels and value networks
The importance of channels
What is the role of marketing channels?
Channel functions and flows
Channel levels
Service-sector channels
Channel-design decisions
Analysing customer needs and wants
Establishing objectives and constraints
Identifying major channel alternatives
Evaluating major channel alternatives
Channel-management decisions
Selecting channel members
Evaluating channel members
Modifying channel design and arrangements
Channel modification decisions
Global channel considerations
Channel integration and systems
Vertical marketing systems
Managing conflict, cooperation and competition
Types of conflict and competition
Managing channel conflict
Integrating multichannel and omnichannel marketing systems
Online, mobile and digital channel management
Pure-click or online-only companies
Online and brick-and-click companies
Mobiles and smartphones
Location-based mobile
Chapter 20 Managing process, people and physical evidence
Process design and management
A service process blueprint
Managing flexibility within the service design
Managing variability
The service process and customer satisfaction
Managing efficiency within the service process
Managing people at the customer interface
Training service personnel
Hiring service personnel
Service personnel failure and recovery
Customer participation
Co-creation of value
Level of engagement
Managing the role of the customers
Managing the physical evidence and experience environment
Senses management within the experience environment
Managing digital technology at the customer interface
Managing the internet at the customer interface
Self-service kiosks
RFID at the customer interface
Part 6 Case study: Apple Stores
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
Foster 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
Reach and display
Marketing revisited
The marketing manager’s key tasks
Marketing morphs to greater focus on customer engagement, involvement and experience
Getting started
Chapter 22 Managing marketing metrics
The need for marketing metrics
What marketing metrics should do
The chain of marketing productivity
Measuring the past, the present or the future
Measuring marketing performance and productivity
Counting-based metrics
Accounting-based metrics
Outcome metrics
Corporate social responsibility
Marketing dashboards
Part 7 Case study: Unilever
Appendix: Apricot marketing plan and exercises
Glossary
Index
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