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Business Marketing Management : A Strategic View of Industrial and Organizational Markets

by
Edition:
8th
ISBN13:

9780324190434

ISBN10:
0324190433
Format:
Hardcover
Pub. Date:
3/19/2003
Publisher(s):
South-Western College Pub
List Price: $213.66

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Summary

Providing the most current and complete treatment of business-to-business marketing, this comprehensive market leader captures and integrates the latest developments in market analysis, relationship management, supply chain management, marketing strategy development, and electronic commerce. Popular in both the United States and Europe since its first edition, the text provides expanded treatment of relationship strategies, the technology adoption life cycle, strategy formulation in high-tech industries, new product and service development for business markets, and Internet strategies.

Table of Contents

PART I The Environment of Business Marketing
1(89)
A Business Marketing Perspective
3(28)
Business Marketing
4(1)
Business Marketing Management
5(6)
Business Markets Versus Consumer-Goods Markets
5(1)
Inside Business Marketing: Career Path for B2B CEOs: For Many, It Began in Marketing
6(1)
Marketing's Cross-Functional Relationships
7(2)
Characteristics of Business Markets
9(2)
Business and Consumer Marketing: A Contrast
11(3)
Smucker: A Consumer and Business Marketer
12(1)
Distinguishing Characteristics
12(1)
A Relationship Emphasis
13(1)
The Supply Chain
14(4)
The Internet and the Supply Chain
15(1)
Build to Order
16(1)
Procurement Trends and the Supply Chain
16(1)
Inside Business Marketing: Career Profile: Delivering Service Solutions to IBM Customers
17(1)
Managing Relationships in the Supply Chain
17(1)
Business Market Customers
18(1)
Commercial Enterprises as Consumers
18(1)
Classifying Goods for the Business Market
19(3)
Entering Goods
21(1)
Foundation Goods
21(1)
Facilitating Goods
22(1)
Business Marketing Strategy
22(3)
Illustration: Manufactured Materials and Parts
23(1)
Illustration: Installations
24(1)
Illustration: Supplies
24(1)
A Look Ahead
25(1)
Summary
26(1)
Discussion Questions
27(1)
Internet Exercises
28(1)
Case: The Segway Company: Reinventing the Wheel
29(1)
Discussion Questions
30(1)
The Business Market: Perspectives on the Organizational Buyer
31(27)
Commercial Enterprises: Unique Characteristics
32(14)
Distribution by Size
33(1)
Geographical Concentration
33(1)
Classifying Commercial Enterprises
34(1)
The Purchasing Organization
35(1)
Goals of the Purchasing Function
36(1)
Inside Business Marketing: The Supply Chain for McNuggets
37(1)
Strategic Procurement
37(5)
How Purchasing Managers Evaluate Performance
42(1)
Inside Business Marketing: Harley-Davidson's World-Class Purchasing Organization
43(2)
Ethical Business Marketing: Gift Giving: ``Buy Me These Boots and You'll Get My Business''
45(1)
Supplier Evaluation: Implications for the Marketer
45(1)
Governments: Unique Characteristics
46(5)
Influences on Government Buying
46(1)
Understanding Government Contracts
46(1)
Telling Vendors How to Sell: Useful Publications
47(1)
Purchasing Organizations and Procedures: Government
48(1)
Federal Buying
49(2)
A Different Strategy Required
51(1)
The Institutional Market: Unique Characteristics
51(3)
Institutional Buyers: Purchasing Procedures
51(3)
Dealing with Diversity: A Market-Centered Organization
54(1)
Summary
55(1)
Discussion Questions
55(1)
Internet Exercises
56(1)
Case: Managing Supplier Relationships: Saturn Versus DaimlerChrysler
57(1)
Discussion Questions
57(1)
Organizational Buying Behavior
58(31)
The Organizational Buying Process
59(9)
The Search Process
60(1)
Supplier Selection and Performance Review
60(2)
New Task
62(1)
Straight Rebuy
63(3)
Modified Rebuy
66(2)
Forces Shaping Organizational Buying Behavior
68(13)
Environmental Forces
68(1)
Organizational Forces
69(2)
Organizational Positioning of Purchasing
71(2)
Inside Business Marketing: Targeting Buying Influentials: A Web Strategy
73(1)
Group Forces
74(2)
Ethical Business Marketing: Close Buyer--Seller Relationships Pose New Ethical Threats
76(2)
Individual Forces
78(3)
Inside Business Marketing: Best Practices for Customer Satisfaction in Business Marketing Firms
81(1)
The Organizational Buying Process: Major Elements
81(2)
Summary
83(1)
Discussion Questions
84(1)
Internet Exercise
85(1)
Case: Dell Computer
86(1)
Discussion Questions
87(2)
PART II Managing Relationships in Business Marketing
89(82)
Customer Relationship Management Strategies for Business Markets
91(26)
Relationship Marketing
92(2)
Types of Relationships
92(1)
Value-Adding Exchanges
93(1)
Nature of Relationships
94(1)
Strategic Choices
94(1)
Buyer-Seller Connector
94(4)
Information Exchange
95(1)
Operational Linkages
95(1)
Legal Bonds
96(1)
Cooperative Norms
96(1)
Relationship-Specific Adaptations by the Seller or Buyer
96(1)
Market and Situational Factors
96(1)
Customer Evaluation of Suppliers
96(2)
Inside Business Marketing: Understanding the Customer's Business---The Key to Success
98(1)
Managing Buyer-Seller Relationships
98(3)
Transactional Exchange
98(1)
Collaborative Exchange
98(1)
Switching Costs
99(1)
Strategy Guidelines
100(1)
Inside Business Marketing: The Internet Helps Cisco Systems Serve Customers
101(1)
Customer Relationship Management
101(8)
Acquiring the Right Customers
104(1)
Crafting the Right Value Proposition
104(2)
Instituting the Best Processes
106(1)
Motivating Employees
107(1)
Learning to Retain Customers
107(2)
Inside Business Marketing: Do Interpersonal Relationships Matter to Corporate Buyers?
109(1)
Gaining a Customer Relationship Advantage
109(3)
Customer Relating Capability
110(2)
Gaining a Position of Advantage
112(1)
Achieving Performance Rewards
112(1)
Summary
112(1)
Discussion Questions
113(1)
Internet Exercises
114(1)
Case: Siebel Systems
115(1)
Discussion Questions
115(2)
E-Commerce Strategies for Business Markets
117(28)
Defining E-Commerce
119(1)
Key Elements Supporting E-Commerce
120(2)
The Internet and World Wide Web
120(1)
Intranets and Extranets
120(2)
The Strategic Role of E-Commerce
122(4)
E-Commerce as a Strategic Component
122(1)
What the Internet Can Do
122(2)
The Internet: Strategy Still Matters
124(2)
Crafting an E-Commerce Strategy
126(4)
Delineating E-Commerce Objectives
126(2)
Specific Objectives of Internet Marketing Strategies
128(2)
Internet Strategy Implementation
130(10)
The Internet Product
130(6)
Channel Considerations with Internet Marketing
136(1)
The Internet as a Channel Alternative
137(1)
Inside Business Marketing: Strategy Errors by Internet Pioneers
138(1)
The Impact of the Internet on Pricing Strategy
138(1)
The Internet and Customer Communication
139(1)
Summary
140(1)
Discussion Questions
141(1)
Internet Exercise
142(1)
Case: Using the Internet at W.W. Grainger
143(1)
Discussion Questions
144(1)
Supply Chain Management
145(26)
The Concept of Supply Chain Management
147(3)
Partnerships: The Critical Ingredient
147(3)
Supply Chain Management: A Tool for Competitive Advantage
150(4)
Supply Chain Management Goals
150(2)
Benefits to the Final Customer
152(1)
The Financial Benefits Perspective
152(1)
Information and Technology Drivers
152(1)
Inside Business Marketing: National Semiconductor: 45 to Four Days!
153(1)
Successfully Applying the Supply Chain Management Approach
154(1)
Successful Supply Chain Practices
155(1)
Logistics as the Critical Element in Supply Chain Management
155(2)
Distinguishing Between Logistics and Supply Chain Management
156(1)
Managing Flows
156(1)
The Strategic Role of Logistics
157(3)
Sales--Marketing--Logistics Integration
157(1)
Just-In-Time Systems
158(1)
Total-Cost Approach
159(1)
Calculating Logistics Costs
160(1)
Activity-Based Costing
160(1)
Total Cost of Ownership (TCO)
160(1)
Business-to-Business Logistical Service
161(2)
Logistics Service Impacts on the Customer
161(1)
Determining the Level of Service
161(1)
Logistics Impacts on Other Supply Chain Participants
161(2)
Business-to-Business Logistical Management
163(5)
Logistical Facilities
163(1)
Transportation
164(2)
Inventory Management
166(1)
Inside Business Marketing: The Profit Impact of Inventory Management
167(1)
Third-Party Logistics
167(1)
Inside Business Marketing: Hewlett-Packard Turns to UPS for Help with Repairs
168(1)
Summary
168(1)
Discussion Questions
169(1)
Internet Exercise
169(1)
Case: Managing Logistics at Trans-Pro
170(1)
Discussion Question
170(1)
PART III Assessing Market Opportunities
171(50)
Segmenting the Business Market
173(22)
Business Market Segmentation Requirements and Benefits
174(4)
Requirements
175(1)
Evaluating the Competitive Environment
175(1)
Evaluating the Technological Environment
176(1)
Inside Business Marketing: Segmentation at Cisco.com
177(1)
Benefits
177(1)
Bases for Segmenting Business Markets
178(10)
Macrolevel Bases
180(2)
Illustration: Macrosegmentation
182(1)
Microlevel Bases
182(3)
Inside Business Marketing: Strategy is Revolution
185(3)
Illustration: Microsegmentation
188(1)
A Model for Segmenting the Organizational Market
188(2)
Choosing Market Segments
188(2)
Making a Commitment
190(1)
Implementing a Segmentation Strategy
190(1)
Summary
191(1)
Discussion Questions
191(2)
Internet Exercises
193(1)
Case: The Javelin Executive Jet
194(1)
Discussion Questions
194(1)
Organizational Demand Analysis
195(26)
Organizational Demand Analysis
196(7)
Using the Internet for Business Marketing Research
197(2)
The Role of Market Potential in Planning and Control
199(2)
The Role of the Sales Forecast
201(1)
Applying Market Potential and the Sales Forecast
201(2)
Determining Market and Sales Potentials
203(5)
Statistical Series Methods
203(1)
Market Research
203(5)
Inside Business Marketing: Business-to-Business Marketing Research: Focus on the Buying Center
208(1)
The Essential Dimensions of Sales Forecasting
208(2)
The Role of Forecasting
208(1)
Inside Business Marketing: Just-in-Case
209(1)
Forecasting Methods
210(8)
Qualitative Techniques
210(2)
Quantitative Techniques
212(3)
Ethical Business Marketing: The Wrong Way to Use Forecasting
215(2)
Combining Several Forecasting Techniques
217(1)
Summary
218(1)
Discussion Questions
218(1)
Internet Exercises
219(1)
Case: IBM Global Services
220(1)
Discussion Questions
220(1)
PART IV Formulating Business Marketing Strategy
221(238)
Business Marketing Planning: Strategic Perspectives
223(27)
Market-Driven Organizations
225(3)
Capabilities of Market-Driven Organizations
225(1)
Dimensions of Market-Driven Management
225(3)
The Components of a Business Model
228(4)
Customer Interface
228(1)
Core Strategy
229(1)
Strategic Resources
230(1)
The Value Network
231(1)
Profit Potential
231(1)
Marketing's Strategic Role
232(4)
The Hierarchy of Strategies
232(2)
Strategy Formulation and the Hierarchy
234(2)
Creating Strategy in High-Technology Industries
236(5)
Inside Business Marketing: The New Corporate Strategy in Dynamic Markets
237(1)
Discontinuous Innovation Strategies
237(4)
Marketing's Cross-Functional Relationships
241(4)
Cross-Functional Connections
241(1)
Functionally Integrated Planning: The Marketing Strategy Center
242(1)
Inside Business Marketing: From Bullet-Point Plans to Strategic Stories at 3M
243(2)
The Business Marketing Planning Process
245(1)
The Marketing Plan
245(1)
Summary
246(1)
Discussion Questions
246(2)
Internet Exercises
248(1)
Case: Dell Versus Hewlett-Packard: The Printer Business
249(1)
Discussion Questions
249(1)
Business Marketing Strategies for Global Markets
250(24)
Drivers of Globalization
251(5)
Market Factors
253(1)
Economic Factors
253(1)
Inside Business Marketing: Tracking Global Internet Usage: Some Resources
254(1)
Environmental Factors
254(1)
Competitive Factors
255(1)
Inside Business Marketing: Innovative Solutions for the Environment
256(1)
International Market-Entry Options
256(12)
Exporting
256(1)
Contracting
257(1)
Strategic Alliances
258(1)
Ethical Business Marketing: Bribery and Differing Business Practices
259(1)
Joint Ventures
260(1)
Multidomestic versus Global Strategies
261(2)
International Strategy and the Value Chain
263(4)
Inside Business Marketing: Canon Wins with Unique Competitive Positioning Strategy
267(1)
A General Framework for Global Strategy
268(3)
Build on a Unique Competitive Position
268(1)
Emphasize a Consistent Positioning Strategy
269(1)
Establish a Clear Home Base for Each Distinct Business
269(1)
Leverage Product-Line Home Bases at Different Locations
269(1)
Disperse Activities to Extend Home Base Advantages
270(1)
Coordinate and Integrate Dispersed Activities
270(1)
Inside Business Marketing: Global Account Management at IBM
271(1)
Summary
271(1)
Discussion Questions
272(1)
Internet Exercise
272(1)
Case: Iridium: A Global Satellite Phone System that Didn't Fly
273(1)
Discussion Question
273(1)
Managing Products for Business Markets
274(27)
Core Competencies: The Roots of Industrial Products
275(4)
Identifying Core Competencies
276(1)
Sustaining the Lead
276(2)
From Core Products to End Products
278(1)
Exploiting Selected Core Competencies
278(1)
Experiment with Product Strategy!
279(1)
Product Quality
279(3)
Meaning of Quality
280(1)
Meaning of Value
280(1)
Value in Use
281(1)
Product Support Strategy: The Service Connection
281(1)
Product Policy
282(5)
Types of Product Lines Defined
282(2)
Defining the Product Market
284(1)
Assessing Global Product-Market Opportunities
285(2)
Inside Business Marketing: High-Growth Market Blues
287(1)
Planning Industrial Product Strategy
287(3)
Product Positioning
287(1)
The Process
288(1)
Isolating Strategy Opportunities
289(1)
Product Positioning Illustrated
289(1)
Managing Products in High-Technology Markets
290(7)
Managing a High-Tech Brand
290(2)
Does Brand-Building Pay Off?
292(1)
Isolating Technology Adopters
292(2)
Inside Business Marketing: The Gorilla Advantage in High-Tech Markets
294(1)
The Technology Adoption Life Cycle
294(3)
Summary
297(1)
Discussion Questions
298(1)
Internet Exercise
299(1)
Case: Apple and the Hand-Held Computer Market
300(1)
Discussion Questions
300(1)
Managing Innovation and New Industrial Product Development
301(25)
The Management of Innovation
302(5)
Patterns of Strategic Behavior
303(3)
Inside Business Marketing: The Angels of Silicon Valley
306(1)
Bringing Silicon Valley Inside
306(1)
Managing Technology
307(4)
Classifying Development Projects
308(1)
A Product Family Focus
308(1)
Innovation Winners in High-Technology Markets
309(2)
Inside Business Marketing: Encouraging Continuous Experimentation
311(1)
The New Product Development Process
311(9)
What Drives a Firm's New Product Performance?
312(2)
Anticipating Competitive Reactions
314(1)
Sources of New Product Ideas
314(2)
Cross-Functional Barriers
316(2)
A Team-Based Process
318(1)
Quality Function Deployment
319(1)
Determinants of New Product Performance and Timeliness
320(3)
The Determinants of Success
320(1)
Determinants of Product Success for Japanese Companies
321(1)
Fast-Paced Product Development
322(1)
Summary
323(1)
Discussion Questions
323(1)
Internet Exercise
324(1)
Case: 3M's Culture of Innovation
325(1)
Discussion Questions
325(1)
Managing Services for Business Markets
326(26)
Business Services: Role and Importance
327(7)
Product Support Services
328(1)
Pure Services
329(1)
Inside Business Marketing: You've Got Too Much Mail!
330(1)
Business Service Marketing: Special Challenges
330(1)
Services Are Different
330(1)
Tangible or Intangible?
331(1)
Simultaneous Production and Consumption
332(1)
Service Variability
332(1)
Service Perishability
333(1)
Non-Ownership
333(1)
Service Quality
334(3)
Dimensions of Service Quality
334(1)
Customer Satisfaction and Loyalty
335(1)
Zero Defections
336(1)
Return on Quality
337(1)
Marketing Mix for Business Service Firms
337(8)
Segmentation
337(1)
Service Packages
338(2)
Pricing Business Services
340(2)
Services Promotion
342(1)
Services Distribution
343(2)
Developing New Services
345(4)
Scenarios for Success and Failure
346(3)
Summary
349(1)
Discussion Questions
349(1)
Internet Exercise
350(1)
Case: FedEx Express: A New Service for the Small Business Market
351(1)
Discussion Questions
351(1)
Managing Business Marketing Channels
352(31)
The Business Marketing Channel
353(5)
Direct Distribution
354(1)
Inside Business Marketing: IBM Uses the Internet to Collaborate with Channel Partners and Build Customer Loyalty
355(1)
Indirect Distribution
355(1)
Many Channels Are Often Required
356(1)
E-Channels
356(2)
Participants in the Business Marketing Channel
358(6)
Inside Business Marketing: E-Channels: Guidelines for Success
359(1)
Distributors
359(1)
Inside Business Marketing: A Software Solution that Unites the Channel
360(3)
Manufacturers' Representatives
363(1)
Channel Design
364(8)
Stage 1: Channel Objectives
365(1)
Stage 2: Channel Design Constraints
366(1)
Stage 3: Pervasive Channel Tasks
366(1)
Stage 4: Channel Alternatives
367(3)
Stage 5: Channel Selection
370(2)
Channel Administration
372(3)
Selection of Channel Members
372(1)
Motivating Channel Members
373(1)
Conflict: The Need for Relationship Management
374(1)
International Business Marketing Channels
375(4)
Government Impacts on Global Channels
376(1)
Domestic Intermediaries
376(1)
Foreign-Based Intermediaries
377(1)
Company-Organized Sales Force
378(1)
Summary
379(1)
Discussion Questions
380(1)
Internet Exercise
381(1)
Case: Hewlett-Packard: A Channel Strategy Dilemma
382(1)
Discussion Questions
382(1)
Pricing Strategy for Business Markets
383(26)
The Meaning of Price in Business Markets
384(3)
Benefits
385(1)
Costs
386(1)
Inside Business Marketing: Create Value-Based Sales Tools
387(1)
The Industrial Pricing Process
387(11)
Price Objectives
387(1)
Demand Determinants
387(5)
Cost Determinants
392(4)
Competition
396(2)
Pricing Across the Product Life Cycle
398(2)
Pricing New Products
398(1)
Ethical Business Marketing: On Ethics and Pricing at Raytheon
399(1)
Legal Considerations
400(1)
Responding to Price Attacks by Competitors
400(3)
Evaluating a Competitive Threat
401(2)
Understanding the Rules of Competitive Strategy
403(1)
Competitive Bidding
403(3)
Closed Bidding
404(1)
Open Bidding
404(1)
Strategies for Competitive Bidding
405(1)
Summary
406(1)
Discussion Questions
406(1)
Internet Exercise
407(1)
Case: Meeting the Challenges of Reverse Auctions
407(1)
Discussion Question
407(2)
Business Marketing Communications: Advertising and Sales Promotion
409(24)
The Role of Advertising
411(2)
Integrated Communication Programs
411(1)
Enhancing Sales Effectiveness
411(1)
Increased Sales Efficiency
412(1)
Creating Awareness
412(1)
Interactive Marketing Communications
412(1)
What Business-to-Business Advertising Cannot Do
413(1)
Managing Business-to-Business Advertising
413(9)
Defining Advertising Objectives
413(1)
Written Objectives
414(1)
Determining Advertising Expenditures
415(2)
Developing the Advertising Message
417(1)
Selecting Advertising Media for Business Markets
418(2)
Direct Marketing Tools
420(2)
Inside Business Marketing: The Expanding Role of Internet Marketing
422(1)
The Power of Internet Marketing Communications
422(2)
Integrate the Internet into Media Plans
422(1)
Capture the Economies of the Internet
423(1)
Make Real-Time Changes
423(1)
Create ``Unlimited Shelf Space'' for Products
423(1)
Reach Customers on a Global Scale
423(1)
Build One-to-One Relationships with Customers
423(1)
Measuring Advertising Effectiveness
424(1)
Measuring Impacts on the Purchase Decision
424(1)
The Measurement Program
424(1)
Managing Trade Show Strategy
425(5)
Inside Business Marketing: IBM Gold Service Customers
426(1)
Trade Shows: Strategy Benefits
426(1)
Trade Show Investment Returns
427(1)
Planning Trade Show Strategy
427(1)
Trade Show Objectives
427(1)
Selecting the Shows
428(1)
Managing the Trade Show Exhibit
428(1)
Evaluating Trade Show Performance
429(1)
Summary
430(1)
Discussion Questions
431(1)
Internet Exercise
431(1)
Case: SafePlace Corporation
432(1)
Discussion Questions
432(1)
Business Marketing Communications: Managing the Personal Selling Function
433(26)
Foundations of Personal Selling: An Organizational Customer Focus
434(4)
Inside Business Marketing: Career Profile: Managing Relationships at IBM
435(1)
Relationship Marketing
436(1)
Relationship Quality
437(1)
Integrated Multichannel Models
438(2)
Managing Customer Contact Points
439(1)
Customer Relationship Management (CRM) Systems
440(1)
Managing the Sales Force
440(10)
Organizing the Personal Selling Effort
441(1)
Key Account Management
442(3)
National Account Success
445(1)
Sales Administration
445(5)
Models for Industrial Sales Force Management
450(5)
Ethical Business Marketing: Ethics in Selling
451(1)
Deployment Analysis: A Strategic Approach
451(2)
The Internet: Transforming the Selling Process
453(2)
Summary
455(1)
Discussion Questions
455(1)
Internet Exercise
456(1)
Case: Direct Marketing Campaigns at IBM
457(1)
Discussion Question
457(2)
PART V Evaluating Business Marketing Strategy and Performance
459(26)
Controlling Business Marketing Strategies
461(24)
The Balanced Scorecard
462(7)
Financial Perspective
463(1)
Customer Perspective
464(2)
Internal Business Process Perspective
466(1)
Learning and Growth Perspective
467(1)
The Strategy Map
467(2)
Marketing Strategy: Allocating Resources
469(1)
Guiding Strategy Formulation
470(1)
The Marketing Control Process
470(1)
Control at Various Levels
470(7)
Strategic Control
470(1)
Annual Plan Control
471(2)
Efficiency and Effectiveness Control
473(1)
Profitability Control
473(2)
Inside Business Marketing: Digital Cockpits to Track Corporate Financial Performance
475(2)
Feedforward Control
477(1)
Implementation of Business Marketing Strategy
477(3)
The Strategy-Implementation Fit
478(1)
Implementation Skills
478(1)
The Marketing Strategy Center: An Implementation Guide
479(1)
Looking Back
480(2)
Summary
482(1)
Discussion Questions
482(1)
Internet Exercise
483(1)
Case: Sealed Air Corporation: Delivering Package Solutions
484(1)
Discussion Question
484(1)
Cases
485(204)
Case Planning Guide
485(2)
Cisco Systems
487(26)
S.C. Johnson's Professional Division
513(2)
Southwestern Ohio Steel Company, L.P: The Matworks Decision
515(7)
Westward Industries Ltd. (A)
522(15)
RJM Enterprises, Inc.---Romancing the Vine
537(33)
Beta Pharmaceuticals: Pennsylvania Distribution System
570(6)
Pfizer, Inc. Animal Health Products---A: Market Segmentation and Industry Changes
576(12)
Hewlett-Packard Company in Vietnam
588(24)
Barro Stickney, Inc.
612(5)
Wind Technology
617(7)
Augustine Medical, Inc.: The Bair Hugger® Patient Warming System
624(11)
Endius Inc.: Targeting Product Cost for Steerable Surgical Instruments
635(12)
Ace Technical
647(15)
Advanced Elastomer Systems: Market Strategy for a New, Technical Product
662(25)
Ethical Dilemmas in Business Marketing
687(2)
Glossary 689(11)
Index 700


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