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Allan Magrath predicts eight consumer markets that are likely to flower in the twenty-first century.
Philip Kotler suggests that successful marketers will target and appropriately serve certain specific niche markets in the future.
Sherrie Wehner explains that as companies are realizing that their most precious asset is their existing customer base, the traditional marketing mix, which has focused heavily on gaining new customers through mass marketing, is evolving.
According to Marilyn Kennedy Melia, if the sales profession, in the traditional sense, is dying, then e-commerce is writing the epitaph.
Providing products and services to satisfy leisure time, according to the author, is becoming the "economic mainspring", of U.S. business.
The authors delineate a range of strategies that are available to high-tech marketing managers taking a shot at launching the latest technology.
According to Theodore Levitt, shortsightedness can make managers 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 the marketing concept: to think of itself not as producing goods or services but as buying customers.
This article discloses why customer equity is certain to be the most important determinant of the long-term value of a firm.
Scott Kirsner describes how four cutting-edge Internet companies are reinventing the customer experience.
The growth of e-commerce is causing some brick-and-mortar businesses to improve the quality of their service. The authors present a quality service model and a questionnaire to measure quality service.
Diane Brady reveals how companies' customer service often focus on the elite or high-roller consumers and put the rest on hold.
The authors describe how the marketing concept and the Golden Rule often accompany the ethical treatment of customers.
Can a company know too much about its customers? Absolutely, reflects Mark McMaster, because information collection is a new source of legal liability and could possibly put customers' privacy at risk.
"Social value-focused interviews can uncover customers' real desires for new products and help yield critical insights for innovations".
David Lipke describes how an increasingly popular research technique helps marketers and consumers get what they really want.
Who are your customers? Where do they live? How many are there? Berna Miller discusses these and similar questions to sharpen your marketing strategy.
Frank Solis explains that Hispanics, America's fastest-growing consumer segment, spend $380 billion on products and services annually. But, many businesses still choose to ignore the Hispanic population.
Alison Stein Wellner scrutinizes traditional methods of classifying a generation, which are still meaningful in a diverse and changing nation.
David Lipke describes a new way to understand consumer psychology.
Keith Hammonds explores some of the implications of Paco Underhill's book, Why We Buy: The Science of Shopping, and examines the secrets of retail design to explain the rules behind how we shop.
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.
Keith Hammonds explains Michael Porter's strategic view of the future landscape of business.
Mary Jane Genova advocates that branding isn't just about selecting the perfect name--it's about how you organize and run your business.
Brian Wansink relates that revitalizing old brands is like reopening old mines. Some will be barren, while others may hide gold.
"To retailers' dismay, fake luxury goods have become increasingly realistic. Ken Bensinger sees if experts can be fooled by $400 `Louis Vuitton' suitcases, `Gucci' belts and other booty".
Theresa Howard describes how package design has become a salient means of product differentiation.
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.
Donald Potter reveals how "subtle and smart can win out over big and strong for a company using these `secret' techniques in a highly price-competitive market".
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.
"What makes a successful online retailer? Revolution tries out some of the online giants to figure out why they are attracting customers, and parting them from their money".
William Bulkeley demonstrates how retail stores are bringing the Internet into the world of bricks and mortar.
Susan Kuchinskas investigates from the front lines on marketing and advertising, techniques that deliver the biggest bang for your bucks.
Jennifer Rewick looks at the pros and cons of Web advertising.
Robert McGarvey offers 35 pieces of advice to help change the way you think about selling.
John Ryans Jr. describes how changes from the advent of the euro to the coming battle between national sovereignty and the borderless Internet will dramatically affect all marketers.
The authors of this article advocate that before implementing a global market segmentation strategy, it is imperative to grasp the significance and have an understanding of both local and global issues.
The authors contend that with 86 percent of the world containing "hidden" markets, marketers need to take action.
Brand builders everywhere think they want global brands. But global brand leadership, not global brands, should be the priority, according to the authors. Four principles are listed that successful companies have followed to achieve this goal.
According to Simon Anholt, few things in marketing are harder to define than the personality of a brand, and seldom is the task more complex than when the brand is sold in many different markets.
Japan has had great success with marketing its products in the United States because it hires American marketers to sell its products. However, the authors believe that a time will come when the Japanese will have to embrace a Western twist if they are to continue their success.
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