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Marketing Management: A Strategic Decision-making Approach,9780073529820

Marketing Management: A Strategic Decision-making Approach

by ; ;
Edition:
6th
ISBN13:

9780073529820

ISBN10:
0073529826
Format:
Package
Pub. Date:
10/17/2006
Publisher(s):
McGraw-Hill/Irwin
List Price: $150.15

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Summary

Marketing Management: A Strategic Decision-Making Approach 6th Edition concentrates on strategic decision making. This approach sets Mullins apart from other texts which place greater emphasis on description of marketing phenomena rather than on the strategic and tactical marketing decisions that managers and entrepreneurs must make each and every day. This 6th Edition continues to be the most current and internet-savvy book available, injecting the latest developments in internet-based communication and distribution technology into every chapter. Also, an entire chapter (Chapter 15) is devoted to the development of marketing strategies for the new economy. The author team's rich entrepreneurial, marketing management, and consulting experience spans a broad variety of manufacturing, service, software, and distribution industries provides an abundance of real-world, global perspectives.

Author Biography

Harper W. Boyd, Jr. was the Donaghey Distinguished Professor Emeritus of Marketing at the University of Arkansas at Little Rock.

Table of Contents

Preface xvii
Section One The Role of Marketing in Developing Successful Business Strategies
1(68)
The Marketing Management Process
2(28)
Samsung---Building a Global Brand
2(2)
New Competitive and Marketing Strategies
2(2)
The Results
4(1)
Marketing Challenges Addressed in Chapter 1
4(1)
Why Are Marketing Decisions Important?
5(1)
The Importance of the Top Line
5(1)
Marketing Creates Value by Facilitating Exchange Relationships
6(7)
What Factors Are Necessary for a Successful Exchange Relationship?
6(1)
Who Markets and Who Buys? The Parties in an Exchange?
7(1)
Customer Needs and Wants
8(1)
What Gets Exchanged? Products and Services
9(1)
How Exchanges Create Value
10(3)
Defining a Market
13(1)
What Does Effective Marketing Practice Look Like?
13(9)
Marketing Management---A Definition
14(2)
Integrating Marketing Plans with the Company's Strategies and Resources
16(1)
Market Opportunity Analysis
17(1)
Formulating Strategic Marketing Programs
18(1)
Formulating Strategic Marketing Programs for Specific Situations
19(1)
Implementation and Control of the Marketing Program
20(1)
The Marketing Plan---A Blueprint for Action
20(2)
Who Does What?
22(3)
Marketing Institutions
22(1)
Who Pays the Cost of Marketing Activities---And Are They Worth It?
23(1)
Room for Improvement in Marketing Efficiency
24(1)
The Role of the Marketing Decision Maker
24(1)
Some Recent Developments Affecting Marketing Management
25(3)
Globalization
25(1)
Increased Importance of Service
25(1)
Information Technology
26(1)
Relationships across Functions and Firms
27(1)
Take-aways
28(1)
Endnotes
28(2)
The Marketing Implications of Corporate and Business Strategies
30(39)
IBM Switches Strategies
30(3)
Technology Changes and Competitor Actions Require a Shift in Strategy
30(2)
A New Corporate Strategy
32(1)
New Business and Marketing Strategies
33(1)
The Bottom Line
33(1)
Marketing Challenges Addressed in Chapter 2
33(1)
What Is Marketing's Role in Formulating and Implementing Strategies?
34(6)
Market-Oriented Management
36(1)
Does Being Market--Oriented Pay?
36(1)
Factors That Mediate Marketing's Strategic Role
37(3)
Three Levels of Strategy: Similar Components, but Different Issues
40(3)
Strategy: A Definition
40(1)
The Components of Strategy
40(1)
The Hierarchy of Strategies
41(1)
Corporate Strategy
41(1)
Business-Level Strategy
41(2)
Marketing Strategy
43(1)
The Marketing Implications of Corporate Strategy Decisions
43(17)
Corporate Scope---Defining the Firm's Mission
43(4)
Corporate Objectives
47(2)
Corporate Sources of Competitive Advantage
49(1)
Corporate Growth Strategies
49(3)
Allocating Corporate Resources
52(2)
Limitations of the Growth-Share Matrix
54(4)
Sources of Synergy
58(2)
The Marketing Implications of Business-Unit Strategy Decisions
60(4)
How Should Strategic Business Units Be Designed?
61(1)
The Business Unit's Objectives
61(1)
The Business Unit's Competitive Strategy
62(2)
Take-aways
64(1)
Endnotes
65(2)
Appendix 2.1 The American Marketing Association's Code of Ethics
67(2)
Section Two Market Opportunity Analysis
69(144)
Understanding Market Opportunities
70(26)
The Cellular Telephone Business: Increasing Competition in a Growing Market
70(1)
The Mobile Telephony Market
70(1)
Cell Phone Manufacturing
70(1)
Cell Phone Service Providers
71(1)
Marketing Challenges Addressed in Chapter 3
71(2)
Markets and Industries: What's the Difference?
73(1)
Assessing Market and Industry Attractiveness
73(1)
Macro Trend Analysis: A Framework for Assessing Market Attractiveness, Macro Level
74(7)
The Demographic Environment
74(3)
The Sociocultural Environment
77(1)
The Economic Environment
78(1)
The Regulatory Environment
78(1)
The Technological Environment
79(1)
The Natural Environment
80(1)
Your Market Is Attractive: What about Your Industry?
81(4)
Porter's Five Competitive Forces
81(3)
A Five Forces Analysis of the Cellular Phone Service Industry
84(1)
Challenges in Macro-Level Market and Industry Analysis
85(2)
Information Sources for Macro-Level Analyses
86(1)
Understanding Markets at the Micro Level
87(2)
Understanding Industries at the Micro Level
89(1)
The Team Domains: The Key to the Pursuit of Attractive Opportunities
90(1)
Mission, Aspirations, and Risk Propensity
90(1)
Ability to Execute on the Industry's Critical Success Factors
90(1)
It's Who You Know, Not What You Know
91(1)
Putting the Seven Domains to Work
92(1)
Anticipating and Responding to Environmental Change
92(1)
Impact and Timing of Event
92(1)
Swimming Upstream or Downstream: An Important Strategic Choice
93(1)
Take-aways
94(1)
Endnotes
94(2)
Understanding Consumer Buying Behavior
96(24)
Cruise Ships---Not Just for Grandma and Grandpa Anymore
96(2)
Savvy Marketing Helped Fuel Industry Growth
96(2)
Future Challenges
98(1)
Marketing Challenges Addressed in Chapter 4
98(1)
The Psychological Importance of the Purchase Affects the Decision-Making Process
99(11)
How Do Consumers Make High-Involvement Purchase Decisions?
100(6)
Low-Involvement Purchase Decisions
106(1)
Understanding the Target Consumer's Level of Involvement Enables Better Marketing Decisions
107(3)
Why People Buy Different Things---The Marketing Implications of Psychological and Personal Influences
110(5)
Perception and Memory
110(2)
Needs and Attitudes
112(2)
Demographics and Lifestyle
114(1)
Why People Buy Different Things: Part 2---The Marketing Implications of Social Influences
115(3)
Culture
116(1)
Social Class
117(1)
Reference Groups
117(1)
The Family
117(1)
Take-aways
118(1)
Endnotes
119(1)
Understanding Organizational Markets and Buying Behavior
120(22)
Exel: Building Long-Term Relationships with Organizational Buyers
120(1)
Delivering Printing Systems in the Netherlands
120(1)
Marketing Challenges Addressed in Chapter 5
121(1)
Who Is the Customer?
122(5)
A Comparison of Organizational versus Consumer Markets
122(2)
What Do the Unique Characteristics of Organizational Markets Imply for Marketing Programs?
124(1)
The Organizational Customer Is Usually a Group of Individuals
125(2)
How Organizational Members Make Purchase Decisions
127(10)
Types of Buying Situations
128(1)
The Purchase Decision-Making Process
128(6)
The Marketing Implications of Different Organizational Purchasing Situations
134(2)
Purchasing Processes in Government Markets
136(1)
Selling Different Kinds of Goods and Services to Organizations Requires Different Marketing Programs
137(3)
Raw Materials
138(1)
Component Materials and Parts
138(1)
Installation
139(1)
Accessory Equipment
139(1)
Operating Supplies
140(1)
Business Services
140(1)
Take-aways
140(1)
Endnotes
141(1)
Measuring Market Opportunities: Forecasting and Market Knowledge
142(28)
African Communications Group: Bringing Modern Telecommunications to Tanzania
142(2)
Market Analysis
142(1)
Industry Analysis
143(1)
Consumer Needs and Behavior
143(1)
The Business Idea
143(1)
Determining Market Potential and Preparing a Sales Forecast
144(1)
Marketing Challenges Addressed in Chapter 6
144(1)
Every Forecast Is Wrong!
145(1)
A Forecaster's Toolkit: A Tool for Every Forecasting Setting
145(6)
Statistical and Other Quantitative Methods
146(1)
Observation
147(1)
Surveys or Focus Groups
147(2)
Analogy
149(1)
Judgment
149(1)
Market Tests
149(1)
Mathematics Entailed in Forecasting
150(1)
Rate of Diffusion of Innovations: Another Perspective on Forecasting
151(3)
The Adoption Process and Rate of Adoption
151(1)
Adopter Categories
152(1)
Implications of Diffusion of Innovation Theory for Forecasting Sales of New Products and New Firms
153(1)
Cautions and Caveats in Forecasting
154(1)
Keys to Good Forecasting
154(1)
Common Sources of Error in Forecasting
155(1)
Why Data? Why Marketing Research?
155(1)
Market Knowledge Systems: Charting a Path toward Competitive Advantage
156(5)
Internal Records Systems
156(1)
Marketing Databases
157(2)
Competitive Intelligence Systems
159(1)
Client Contact and Salesforce Automation Systems
159(2)
Marketing Research: A Foundation for Marketing Decision Making
161(6)
Step 1: Identify the Managerial Problem and Establish Research Objectives
161(1)
Step 2: Determine the Data Sources and Types of Data Required
162(2)
Step 3: Design the Research
164(3)
Step 4: Collect the Data
167(1)
Step 5: Analyze the Data
167(1)
Step 6: Report the Results to the Decision Maker
167(1)
What Users of Marketing Research Should Ask
167(1)
Rudimentary Competence: Are We There Yet?
168(1)
Take-aways
168(1)
Endnotes
169(1)
Targeting Attractive Market Segments
170(20)
Blue Ribbon Sports Targets Distance Runners
170(1)
The Unique Needs of Distance Runners
170(1)
The Waffle Revolution
170(1)
Launching and Expanding the Nike Brand
171(1)
World Cup 2002
171(1)
Marketing Challenges Addressed in Chapter 7
171(1)
Do Market Segmentation and Target Marketing Make Sense?
172(2)
Most Markets Are Heterogeneous
172(1)
Today's Market Realities Often Make Segmentation Imperative
173(1)
How Are Market Segments Best Defined?
174(6)
Who They Are: Segmenting Demographically
174(2)
Where They Are: Segmenting Geographically
176(1)
Geodemographic Segmentation
176(1)
How They Behave: Behavioral Segmentation
177(3)
Innovative Segmentation: A Key to Marketing Breakthroughs
180(1)
Choosing Attractive Market Segments: A Five-Step Process
180(6)
Step 1: Select Market-Attractiveness and Competitive-Position Factors
183(1)
Step 2: Weight Each Factor
184(1)
Step 3: Rate Segments on Each Factor, Plot Results on Matrices
184(1)
Step 4: Project Future Position for Each Segment
185(1)
Step 5: Choose Segments to Target, Allocate Resources
186(1)
Different Targeting Strategies Suit Different Opportunities
186(2)
Niche-Market Strategy
186(1)
Mass-Market Strategy
187(1)
Growth-Market Strategy
188(1)
Global Market Segmentation
188(1)
Take-aways
189(1)
Endnotes
189(1)
Differentiation and Positioning
190(23)
Fast Food Turns Healthy
190(1)
The Jared Diet
190(1)
Repositioning Fuels Subway's Growth
190(1)
Marketing Challenges Addressed in Chapter 8
191(1)
Differentiation: One Key to Customer Preference and Competitive Advantage
192(1)
Differentiation in Business Strategies
192(1)
Differentiation among Goods and Services
193(1)
Physical Positioning
193(1)
Limitations of Physical Positioning
194(1)
Perceptual Positioning
194(1)
Levers Marketers Can Use to Establish Positioning
195(1)
Preparing the Foundation for Marketing Strategies: The Positioning Process
196(12)
Step 1: Identify a Relevant Set of Competitive Products
196(2)
Step 2: Identify Determinant Attributes
198(1)
Step 3: Collect Data about Customers' Perceptions for Products in the Competitive Set
199(1)
Step 4: Analyze the Current Positions of Products in the Competitive Set
200(3)
Step 5: Determine Customers' Most Preferred Combination of Attributes
203(2)
Step 6: Consider Fit of Possible Positions with Customer Needs and Segment Attractiveness
205(1)
Step 7: Write Positioning Statement or Value Proposition to Guide Development of Marketing Strategy
206(2)
Some Caveats in Positioning Decision Making
208(2)
Analytical Tools for Positioning Decision Making
210(1)
Take-aways
210(1)
Endnotes
210(3)
Section Three Developing Strategic Marketing Programs
213(146)
Business Strategies: A Foundation for Marketing Program Decisions
214(22)
Business Strategies and Marketing Programs at 3M
214(1)
Marketing Challenges Addressed in Chapter 9
215(1)
How Do Businesses Compete?
216(7)
Generic Business-Level Competitive Strategies
217(2)
Do the Same Competitive Strategies Work for Single-Business Firms and Start-ups?
219(1)
Do the Same Competitive Strategies Work for Service Businesses?
220(1)
Do the Same Competitive Strategies Work for Global Competitors?
221(1)
Will the Internet Change Everything?
222(1)
How Do Competitive Strategies Differ from One Another?
223(3)
Differences in Scope
223(1)
Differences in Goals and Objectives
224(1)
Differences in Resource Deployments
225(1)
Differences in Sources of Synergy
225(1)
Deciding When a Strategy Is Appropriate: The Fit between Business Strategies and the Environment
226(3)
Appropriate Conditions for a Prospector Strategy
226(1)
Appropriate Conditions for an Analyzer Strategy
226(2)
Appropriate Conditions for a Defender Strategy
228(1)
How Different Business Strategies Influence Marketing Decisions
229(4)
Product Policies
230(1)
Pricing Policies
231(1)
Distribution Policies
232(1)
Promotion Policies
232(1)
What If the Best Marketing Program for a Product Does Not Fit the Business's Competitive Strategy?
233(1)
Take-aways
234(1)
Endnotes
235(1)
Product Decisions
236(34)
Product Decisions in a Services Business
236(1)
Marketing Challenges Addressed in Chapter 10
237(1)
Product Design Decisions for Competitive Advantage
238(9)
Goods and Services: Are the Product Decisions the Same?
238(3)
Product Quality and Features Decisions
241(2)
Branding Decisions
243(2)
Packaging Decisions
245(1)
Services Decisions and Warranties
246(1)
Managing Product Lines for Customer Appeal and Profit Performance
247(3)
Line Filling
247(1)
Line Stretching
247(1)
Line Extensions
248(1)
Brand Extensions
249(1)
Dropping Products
249(1)
Product Systems
249(1)
New Product Development Process Decisions
250(11)
The Importance of New Products to Long-Term Profitability
251(1)
New Product Success and Failure
251(1)
Organizing for New Product Development
252(1)
Key Decisions in the New Product Development Process
253(8)
Product Decisions over the Product Life Cycle
261(6)
Market and Competitive Implications of Product Life Cycle Stages
262(3)
Strategic Implications of the Product Life Cycle
265(1)
Limitations of the Product Life Cycle Framework
266(1)
Take-aways
267(1)
Endnotes
267(3)
Pricing Decisions
270(26)
Ryanair: Low Prices, High Profits---But Increasing Competition
270(1)
Marketing Challenges Addressed in Chapter 11
271(1)
A Process for Making Pricing Decisions
272(8)
Strategic Pricing Objectives
272(4)
Estimating Demand and Perceived Value
276(2)
Estimating Costs
278(2)
Analyzing Competitors' Costs and Prices
280(1)
Methods Managers Use to Determine an Appropriate Price Level
280(8)
Cost-Oriented Methods
280(3)
Competition-Oriented Methods
283(2)
Customer-Oriented Methods
285(3)
Deciding on a Price Structure: Adapting Prices to Market Variations
288(6)
Geographic Adjustments
288(1)
Global Adjustments
289(1)
Discounts and Allowances
289(3)
Differential Pricing
292(2)
Product-Line Pricing Adjustments
294(1)
Take-aways
294(1)
Endnotes
295(1)
Distribution Channel Decisions
296(34)
Changing Global Retail Trends Send a ``Get Well'' Greeting to Hallmark
296(1)
Marketing Challenges Addressed in Chapter 12
297(1)
Why Do Multifirm Marketing Channels Exist?
298(1)
Designing Distribution Channels: What Are the Objectives to Be Accomplished?
299(4)
Product Availability
300(1)
Meeting Customers' Service Requirements
301(1)
Promotional Effort
302(1)
Market Information
302(1)
Cost-Effectiveness
302(1)
Flexibility
302(1)
Designing Distribution Channels: What Kinds of Institutions Might Be Included?
303(4)
Merchant Wholesalers
303(1)
Agent Middlemen
304(1)
Retailers
304(1)
Nonstore Retailing
305(2)
Channel Design Alternatives
307(2)
Alternative Consumer Goods Channels
307(1)
Alternative Industrial Goods Channels
308(1)
Which Alternative Is Best? It Depends on the Firm's Objectives and Resources
309(7)
Availability and the Satisfaction of Customer Service Requirements
309(3)
Promotional Effort, Market Information, and Postsale Service Objectives
312(1)
Cost-Effectiveness
313(1)
Flexibility
314(1)
Multichannel Distribution
314(2)
Channel Design for Global Markets
316(2)
Market Entry Strategies
316(1)
Channel Alternatives
317(1)
Channel Design for Services
318(1)
Channel Management Decisions
319(8)
Vertical Marketing Systems
319(3)
Sources of Channel Power
322(1)
Channel Control Strategies
322(1)
Trade Promotions---Incentives for Motivating Channel Members
323(3)
Channel Conflicts and Resolution Strategies
326(1)
Take-aways
327(1)
Endnotes
328(2)
Integrated Promotion Decisions
330(29)
Integrated Marketing Communication Takes on Some New Twists
330(1)
Larazade
330(1)
Big Brother
330(1)
What's Next?
331(1)
Marketing Challenges Addressed in Chapter 13
331(1)
The Promotion Mix: A Communication Toolkit
332(1)
Developing an Integrated Marketing Communications Plan
333(5)
Step 1: Define the Audience(s) to Be Targeted
333(2)
Step 2: Set the Promotional Objectives
335(1)
Step 3: Set the Promotion Budget
335(1)
Step 4: Design the Promotion Mix
336(1)
Step 5: Evaluate the Results
337(1)
The Nitty-Gritty of Promotional Decision Making
338(15)
Making Advertising Decisions
338(11)
Making Personal Selling Decisions
349(4)
Evaluating and Controlling Salesforce Performance to Ensure Delivery of Budgeted Results
353(3)
Making Sales Promotion Decisions
353(2)
Making Public Relations Decisions
355(1)
Take-aways
356(1)
Endnotes
356(3)
Section Four Strategic Marketing Programs for Selected Situations
359(98)
Marketing Strategies for the New Economy
360(30)
Chocolate Company Sweetens the Web
360(1)
Thorntons Goes Online
360(1)
How Sweet Are the Rewards?
360(1)
Marketing Challenges Addressed in Chapter 14
361(1)
Does Every Company Need a New-Economy Strategy?
362(2)
Threats or Opportunities? The Inherent Advantages and Disadvantages of the New Economy for Marketers
364(8)
The Syndication of Information
364(1)
Increasing Returns to Scale of Network Products
365(1)
The Ability to Efficiently Personalize and Customize Market Offerings
365(2)
Disintermediation and Restructuring of Distribution Channels
367(1)
GlobalReach, 24 X 7 Access, and Instantaneous Delivery
368(1)
Are These New-Economy Attributes Opportunities or Threats?
368(3)
First-Mover Advantage: Fact or Fiction?
371(1)
Developing a New-Economy Strategy: A Decision Framework
372(12)
Marketing Applications for New-Economy Tools
372(9)
Developing New-Economy Marketing Strategies: The Critical Questions
381(3)
Developing Strategies to Serve New-Economy Markets
384(3)
What Industries Will Be Next to Get the Dot-Com Treatment?
384(1)
Serving the Dot-Com Markets of Tomorrow
384(3)
Take-aways
387(1)
Endnotes
387(3)
Strategies for New and Growing Markets
390(36)
Canon, Inc.---Success That Is Hard to Copy
390(1)
Marketing Challenges Addressed in Chapter 15
391(1)
How New Is New?
392(2)
Market Entry Strategies: Is It Better to Be a Pioneer or a Follower?
394(5)
Pioneer Strategy
394(2)
Not All Pioneers Capitalize on Their Potential Advantages
396(1)
Follower Strategy
397(1)
Determinants of Success for Pioneers and Followers
398(1)
Strategic Marketing Programs for Pioneers
399(8)
Mass-Market Penetration
400(1)
Niche Penetration
400(2)
Skimming and Early Withdrawal
402(1)
Marketing Program Components for a Mass-Market Penetration Strategy
402(4)
Marketing Program Components for a Niche Penetration Strategy
406(1)
Marketing Program Components for a Skimming Strategy
406(1)
Growth-Market Strategies for Market Leaders
407(8)
Marketing Objectives for Share Leaders
407(1)
Marketing Actions and Strategies to Achieve Share-Maintenance Objectives
408(1)
Fortress, or Position Defense, Strategy
408(4)
Flanker Strategy
412(1)
Confrontation Strategy
413(1)
Market Expansion
414(1)
Contraction or Strategic Withdrawal
414(1)
Share-Growth Strategies for Followers
415(8)
Marketing Objectives for Followers
415(1)
Marketing Actions and Strategies to Achieve Share Growth
415(2)
Frontal Attack Strategy
417(2)
Leapfrog Strategy
419(1)
Flanking and Encirclement Strategies
420(1)
Supporting Evidence
421(2)
Take-aways
423(1)
Endnotes
423(3)
Strategic Choices for Mature and Declining Markets
426(31)
Johnson Controls---Making Money in Mature Markets
426(1)
Marketing Challenges Addressed in Chapter 16
427(1)
Challenges in Mature Markets
428(1)
Challenges in Declining Markets
428(1)
Strategic Choices in Mature Markets
428(12)
Strategies for Maintaining Competitive Advantage
429(1)
Methods of Differentiation
430(6)
Methods of Maintaining a Low-Cost Position
436(1)
Customers' Satisfaction and Loyalty Are Crucial for Maximizing Their Lifetime Value
437(3)
Marketing Strategies for Mature Markets
440(7)
Strategies for Maintaining Current Market Share
440(1)
Strategies for Extending Volume Growth
441(6)
Strategies for Declining Markets
447(7)
Relative Attractiveness of Declining Markets
448(2)
Divestment or Liquidation
450(1)
Marketing Strategies for Remaining Competitors
450(4)
Take-aways
454(1)
Endnotes
454(3)
Section Five Implementing and Controlling Marketing Programs
457(52)
Organizing and Planning for Effective Implementation
458(26)
Nokia---Reorganizing to Accommodate Changing Markets and Technology
458(2)
A Changing Environment Requires New Strategies and Structures
458(2)
Preliminary Outcomes
460(1)
Marketing Challenges Addressed in Chapter 17
460(1)
Designing Appropriate Administrative Relationships for the Implementation of Different Competitive Strategies
461(4)
Business-Unit Autonomy
462(1)
Shared Programs and Facilities
463(1)
Evaluation and Reward Systems
464(1)
Designing Appropriate Organizational Structures and Processes for Implementing Different Strategies
465(10)
Functional Competencies and Resource Allocation
465(1)
Additional Considerations for Service Organizations
465(2)
Organizational Structures
467(5)
Recent Trends in Organizational Design
472(1)
Organizational Adjustments as Firms Grow and Markets Change
473(1)
Organizational Designs for Selling in Global Markets
474(1)
Marketing Plans: The Foundation for Implementing Marketing Actions
475(7)
The Situational Analysis
476(4)
Key Issues
480(1)
Objectives
480(1)
Marketing Strategy
481(1)
Action Plans
481(1)
Projected Profit-and-Loss Statement
481(1)
Contingency Plans
481(1)
Take-aways
482(1)
Endnotes
482(2)
Measuring and Delivering Marketing Performance
484(25)
Metrics Pay for Wal-Mart
485(1)
The Dark Side of a Low-Cost Strategy
485(1)
Marketing Challenges Addressed in Chapter 18
485(2)
Designing Marketing Metrics Step by Step
487(8)
Setting Standards of Performance
488(5)
Specifying and Obtaining Feedback Data
493(1)
Evaluating Feedback Data
493(1)
Taking Corrective Action
494(1)
Design Decisions for Strategic Monitoring Systems
495(2)
Identifying Key Variables
495(1)
Tracking and Monitoring
496(1)
Strategy Reassessment
496(1)
Design Decisions for Marketing Metrics
497(9)
Who Needs What Information?
497(4)
When and How Often Is the Information Needed?
501(1)
In What Media and in What Format(s) or Levels of Aggregation Should the Information Be Provided?
501(1)
Does Your System of Marketing Metrics Measure Up?
502(1)
What Contingencies Should Be Planned For?
503(2)
Global Marketing Control
505(1)
A Tool for Periodic Assessment of Marketing Performance: The Marketing Audit
506(2)
Types of Audits
506(2)
Take-aways
508(1)
Endnotes
508(1)
Index 509


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