Marketing Management: A Strategic Decision-making Approach

by Mullins, John; Walker, Orville C.; Boyd, Harper W.

Edition:

6th

ISBN13:

9780073529820

ISBN10:

0073529826

Format:

Package

Pub. Date:

10/17/2006

Publisher(s):

McGraw-Hill/Irwin

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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.

Preface

xvii

Section One The Role of Marketing in Developing Successful Business Strategies

(68)

The Marketing Management Process

(28)

Samsung---Building a Global Brand

(2)

New Competitive and Marketing Strategies

(2)

The Results

(1)

Marketing Challenges Addressed in Chapter 1

(1)

Why Are Marketing Decisions Important?

(1)

The Importance of the Top Line

(1)

Marketing Creates Value by Facilitating Exchange Relationships

(7)

What Factors Are Necessary for a Successful Exchange Relationship?

(1)

Who Markets and Who Buys? The Parties in an Exchange?

(1)

Customer Needs and Wants

(1)

What Gets Exchanged? Products and Services

(1)

How Exchanges Create Value

(3)

Defining a Market

(1)

What Does Effective Marketing Practice Look Like?

(9)

Marketing Management---A Definition

(2)

Integrating Marketing Plans with the Company's Strategies and Resources

(1)

Market Opportunity Analysis

(1)

Formulating Strategic Marketing Programs

(1)

Formulating Strategic Marketing Programs for Specific Situations

(1)

Implementation and Control of the Marketing Program

(1)

The Marketing Plan---A Blueprint for Action

(2)

Who Does What?

(3)

Marketing Institutions

(1)

Who Pays the Cost of Marketing Activities---And Are They Worth It?

(1)

Room for Improvement in Marketing Efficiency

(1)

The Role of the Marketing Decision Maker

(1)

Some Recent Developments Affecting Marketing Management

(3)

Globalization

(1)

Increased Importance of Service

(1)

Information Technology

(1)

Relationships across Functions and Firms

(1)

Take-aways

(1)

Endnotes

(2)

The Marketing Implications of Corporate and Business Strategies

(39)

IBM Switches Strategies

(3)

Technology Changes and Competitor Actions Require a Shift in Strategy

(2)

A New Corporate Strategy

(1)

New Business and Marketing Strategies

(1)

The Bottom Line

(1)

Marketing Challenges Addressed in Chapter 2

(1)

What Is Marketing's Role in Formulating and Implementing Strategies?

(6)

Market-Oriented Management

(1)

Does Being Market--Oriented Pay?

(1)

Factors That Mediate Marketing's Strategic Role

(3)

Three Levels of Strategy: Similar Components, but Different Issues

(3)

Strategy: A Definition

(1)

The Components of Strategy

(1)

The Hierarchy of Strategies

(1)

Corporate Strategy

(1)

Business-Level Strategy

(2)

Marketing Strategy

(1)

The Marketing Implications of Corporate Strategy Decisions

(17)

Corporate Scope---Defining the Firm's Mission

(4)

Corporate Objectives

(2)

Corporate Sources of Competitive Advantage

(1)

Corporate Growth Strategies

(3)

Allocating Corporate Resources

(2)

Limitations of the Growth-Share Matrix

(4)

Sources of Synergy

(2)

The Marketing Implications of Business-Unit Strategy Decisions

(4)

How Should Strategic Business Units Be Designed?

(1)

The Business Unit's Objectives

(1)

The Business Unit's Competitive Strategy

(2)

Take-aways

(1)

Endnotes

(2)

Appendix 2.1 The American Marketing Association's Code of Ethics

(2)

Section Two Market Opportunity Analysis

(144)

Understanding Market Opportunities

(26)

The Cellular Telephone Business: Increasing Competition in a Growing Market

(1)

The Mobile Telephony Market

(1)

Cell Phone Manufacturing

(1)

Cell Phone Service Providers

(1)

Marketing Challenges Addressed in Chapter 3

(2)

Markets and Industries: What's the Difference?

(1)

Assessing Market and Industry Attractiveness

(1)

Macro Trend Analysis: A Framework for Assessing Market Attractiveness, Macro Level

(7)

The Demographic Environment

(3)

The Sociocultural Environment

(1)

The Economic Environment

(1)

The Regulatory Environment

(1)

The Technological Environment

(1)

The Natural Environment

(1)

Your Market Is Attractive: What about Your Industry?

(4)

Porter's Five Competitive Forces

(3)

A Five Forces Analysis of the Cellular Phone Service Industry

(1)

Challenges in Macro-Level Market and Industry Analysis

(2)

Information Sources for Macro-Level Analyses

(1)

Understanding Markets at the Micro Level

(2)

Understanding Industries at the Micro Level

(1)

The Team Domains: The Key to the Pursuit of Attractive Opportunities

(1)

Mission, Aspirations, and Risk Propensity

(1)

Ability to Execute on the Industry's Critical Success Factors

(1)

It's Who You Know, Not What You Know

(1)

Putting the Seven Domains to Work

(1)

Anticipating and Responding to Environmental Change

(1)

Impact and Timing of Event

(1)

Swimming Upstream or Downstream: An Important Strategic Choice

(1)

Take-aways

(1)

Endnotes

(2)

Understanding Consumer Buying Behavior

(24)

Cruise Ships---Not Just for Grandma and Grandpa Anymore

(2)

Savvy Marketing Helped Fuel Industry Growth

(2)

Future Challenges

(1)

Marketing Challenges Addressed in Chapter 4

(1)

The Psychological Importance of the Purchase Affects the Decision-Making Process

(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

Marketing Management: A Strategic Decision-making Approach

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Table of Contents