What is included with this book?
Alison Wellner makes population and demographic projections for the next quarter century, forecasting a larger, older, and more diverse nation with many opportunities and challenges for business.
The authors discuss why marketers need to start thinking in new and creative ways about everything in their domain—markets, customers, budgets, organizational structures, information, and incentives.
The authors delineate a range of strategies that are available to high-tech marketing managers taking a shot at launching the latest technology.
The article reveals that one in five items sold in U.S. stores is store branded, and more and more retailers are getting in on the action.
On sites like Neopets.com, brands are embedded in the game. Daren Fonda explores if children’s marketing is going too far.
The internet has rewritten the rules for books, music, and travel. Timothy Mullaney offers six industries which he feels are next to be transformed by the Net.
According to Theodore Levitt, shortsighted managers are unable to recognize that there is no such thing as a growth industry—as the histories of the railroad, movie, and oil industries show. To survive, he says, a company must learn to apply this marketing concept: to think of itself not as producing goods or services but as buying customers.
This article reveals convincing evidence that HR drives customer satisfaction—and corporate revenues—by careful attention to who is hired, how they are trained, how they are coached, and how they are treated on the job.
Stephen Brown argues that top-performing service companies always put the customer first.
Elizabeth Goodgold investigates what makes shoppers tick and describes the strategies of five retail superstores for pleasing customers and keeping them coming back for more.
This article discloses why customer equity is certain to be the most important determinant of the long-term value of a firm.
The authors provide a systematic framework for thinking through the opportunities and risks inherent in a strategy that seeks services-led growth.
A hospital’s brand is more than a name. Lisa Tollner describes how it represents a set of positive associations including corporate personality, image and differential benefits to patients, medical professionals, staff, and the community in general.
The authors scrutinize why learning to manage angry customers is a crucial part of today’s service landscape.
The authors scrutinize the significance of companies that are cognizant of the precarious nature and powerful advantages of gaining and maintaining trust with their customers in the marketplace.
Dillard Tinsley explains how the Golden Rule, the Silver Rule, and the Open Forum Rule can serve as guides for analyzing multicultural ethics.
Robert Brass discusses why the key to success in new product development is well-focused brainstorming sessions.
David Lipke describes how an increasingly popular research technique helps marketers and consumers get what they really want.
Kelly Greene explains how companies such as Sony and Ford are marketing their products to older consumers while making it clear to younger people their brands are still “cool.”
The growing economic power of women consumers, according to Joanne Cleaver, is transforming today’s marketplace.
The authors assert that although minority consumers may be out numbered at the mall, their buying power should not be underestimated.
Due to Asian-Americans’ growth in population and spending power, according to Deborah Vence, companies are devoting more resources to marketing efforts that specifically target this segment.
Lewis Carbone believes that most businesses do not understand why customers behave as they do.
Justin Berzon suggests ways—in tough economic times—to handle difficult customers while keeping your sanity.
The authors of this article delineate how coming-of-age experiences influence values, attitudes, preferences, and buying behaviors for a lifetime.
Shelly Reese tells how companies are rewriting their strategies to reflect customer input and internal coordination.
A tiny firm called IDEO redefined design by creating experiences, not just products. Now, according to Brucke Nussbaum, IDEO is changing the way companies innovate.
To be successful in marketing you need to stand out and that means becoming a purple cow—that is, becoming remarkable in a field of brown cows. Innovation in marketing is an important key to succeeding in business.
Lisa Cullen describes how from lipsticks to cars, a growing array of products can be custom-made to your own taste—and waist.
The authors of this article advocate that managers can prevent the fruitless slide into kamikaze pricing by implementing a value-driven pricing strategy for the most profitable customer segments.
For most of the items consumers buy, according to the authors, they don’t have an accurate sense of what the price should be. The article covers some of the most common pricing cues retailers use, and reveals some surprising facts about how—and how well—those cues work.
Charles Fishman describes how business is at the start of a new era of pricing. This era is being shaped by a new set of insights into business strategy and human behavior, and these insights are turbo-charged with software, mathematics, and rapid experimentation.
In the course of his extensive research on dozens of retailers, Leonard Berry found that the best companies create value for their customers in five interlocking ways.
The authors disclose how the “Got Milk?” advertising campaign shook consumers out of their milk malaise.
Theresa Howard shows the significance of a unified global advertisement being adapted to the local market.
Brochures, e-mail promotions, and advertising are far from obsolete, but such marketing tactics, according to Deborah Vence, play second fiddle to the Web.
The authors of this article advocate that before implementing a global market segmentation strategy, it is imperative to have an understanding and grasp the significance of both local and global issues.
International marketing research, according to the authors, is much more critical than many managers think.
“Zippies” (i.e. young Indians who walk with a zip in their stride, oozing with attitude, ambition, and money) represent India’s burgeoning middle class, which out numbers the entire U.S. population. Instead of being a threat, according to the author, the zippies signify an unprecedented economic opportunity for American business.
According to Keith Bradsher, multi-nationals are seeing a big upside to the sub-continent.
The authors describe the dawning reality that China is turning into a profitable global market for foreigners in a relatively short time.