Marketing management and strategy

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Bibliographische Detailangaben
Hauptverfasser:	Doyle, Peter 1943-2003 (VerfasserIn), Stern, Philip (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Harlow ; Munich [u.a.] Financial Times, Prentice Hall 2006
Ausgabe:	4. ed.
Schlagworte:	Marketing Marketing > Management Marketingstrategie Marketingmanagement Strategisches Management
Online-Zugang:	Inhaltsverzeichnis
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MARC


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Datensatz im Suchindex

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adam_text	Contents Preface vii About the authors xi Acknowledgements xii Chapter 1 MANAGEMENT: OBJECTIVES AND TASKS 1 Objectives and success 2 Stakeholders objectives and constraints 10 Developing balanced objectives 14 Developing a strategy 17 Criteria for strategic success 20 Strategic intent 22 Core competences 23 Organisational dimensions 25 Summary 28 Questions 28 Notes 29 Chapter 2 THE CUSTOMER-LED BUSINESS 31 The theory of marketing 32 The customer-led business 37 Success 40 Focus on needs 42 Organisation 45 Competitive advantage 47 Entire business 48 Customers as assets 49 Creating the customer-led business 52 Summary 60 Questions 60 Notes 60 Chapter 3 SEGMENTATION, POSITIONING AND THE MARKETING MIX 63 Market segmentation 64 Dynamic targeting strategies 74 Creating the differential advantage 78 Positioning strategy 84 The marketing plan 85 Market-centred organisations 89 Summary 91 Questions 91 Notes 92 Chapter 4 STRATEGIC MARKET PLANNING 93 Adapting to change 94 Evolution of planning systems 98 Corporate strategy 101 Business unit strategy 117 Summary 127 Questions 128 Notes 128 Chapter 5 MARKET DYNAMICS AND COMPETITIVE STRATEGY 131 Cycles of confusion 132 Market dynamics 137 The evolution of markets 140 Formulating marketing strategies 149 Niche companies 158 Summary 160 Questions 160 Notes 161 Chapter 6 BUILDING SUCCESSFUL BRANDS 163 Products and brands 164 Added values 166 How to build brands 172 The benefits of brands 177 Multibranding, line and brand extensions 180 Revitalisation, repositioning and rationalisation 183 Regional and global brands 186 Buying versus building brands 188 Valuing brands 190 The branding dilemma 190 Summary 192 Questions 192 Notes 193 Meaning of innovation 196 Why innovate? 198 Strategic opportunities for fast innovators 202 Barriers to innovation 204 Organising for innovation 206 New product development process 210 Customer adoption process 219 Summary 223 Questions 223 Notes 223 Chapter 8 PRICING POLICY: DELIVERING VALUE 225 Assessing price competitiveness 227 Establishing initial prices 229 Initiating price changes 238 Controlling reseller mark-ups 241 Summary 245 Questions 245 Notes 246 Chapter 9 COMMUNICATIONS STRATEGY 247 Introduction 248 Communications and buyer behaviour 250 Advertising planning 259 Direct response marketing 272 Interactive marketing 274 Sales promotion 275 Public relations 279 Determining the communications mix 281 Summary 284 Questions 285 Notes 286 Chapter 10 MANAGING PERSONAL SELUNG 287 Salesforce objectives 288 Salesforce strategy 290 Structure and size 294 Allocation of resources 299 Sales management 301 The selling process 307 Negotiations 312 Managing account relationships 316 Summary 317 Chapter 11 MANAGING MARKETING CHANNELS 319 The role of channels 321 Designing distribution channels 324 Managing distribution channels 330 Channel evolution 333 Organising distribution 337 Summary 345 Questions 345 Notes 346 Chapter 12 MARKETING IN SERVICE BUSINESS 347 Nature of services 349 Service characteristics 351 Service tasks 355 Services marketing strategy 361 Summary 376 Questions 377 Notes 377 Chapter 13 TURNAROUND MANAGEMENT 379 Short- versus long-term improvements 380 Types of industry change 382 Some financial concepts 385 Consolidation phase 388 Transformation programme 397 Summary 407 Questions 408 Notes 408 Chapter 14 MARKETING IN THE FUTURE 409 Marketing: a recapitulation 410 Changing marketing environment 413 Less significant than predicted? 417 More significant than predicted? 419 Corporate social responsibility in action - TNT 422 Summary 425 Questions 425 Notes 425 Further reading 427 Author index 435 Company index 437 Subject index 440 VI This book explores the role of marketing in the modern organisation. It presents an up-to-date review of the most important concepts and techniques managers need to analyse today s markets and to capitalise on the opportunities that are continually emerging. For most organisations, marketing is the single most important determi¬ nant of success. This is obviously true of businesses operating in the dynamic, globally competitive markets of today, where the ability to satisfy, or delight, cus¬ tomers is the only determinant of their ability to generate revenues. But marketing is increasingly recognised as central by managers in public sector and other, not-for- profit organisations. After all, no organisation exists for its own sake, but rather its task is to meet the needs of those publics it was created to serve. Confusion: marketing vs. selling Many managers still confuse marketing with selling. To them, the word marketing conjures images of the striking advertisements that they see on television, the latest in-store promotional gimmick, or the figure of the slick, smooth-talking salesman. But such images have little to do with the reality of developing successful marketing strategies today. Real marketing is the philosophy of management which recognises that the success of the enterprise is sustainable only if it can organise to meet the cur¬ rent and prospective needs of customers more effectively than competition. Selling and marketing are contrasting in their approaches. Selling tries to push the customer to buy what the business has. Marketing, on the other hand, tries to get the organisa¬ tion to develop and offer what the customer will find of real value. This way marketing seeks to build long-term, mutually beneficial partnerships between the organisation and its customers. Increasing importance In the twenty-first century, marketing is becoming even more important. Gone are the stable markets of yesteryear. Today s markets are fickle, fast moving and continu¬ ally splintering as customers wants change, technology advances and competitors find new ways of adding value and creating additional satisfactions for consumers. Organisations that do not focus on these continually changing markets are quickly beached by the stream of new products, new services and new positioning strategies offered by their more alert competitors. No organisations are sheltered. Companies such as Marks & Spencer, General Motors, ICI, Xerox, and Philips, that, not so long ago, were regarded as icons by managers in other firms, now struggle for their very survival. Hundreds of unsung, but often long-established companies disappear every year. VII Meaning of innovation 196 Why innovate? 198 Strategic opportunities for fast innovators 202 Barriers to innovation 204 Organising for innovation 206 New product development process 210 Customer adoption process 219 Summary 223 Questions 223 Notes 223 Chapter 8 PRICING POLICY: DELIVERING VALUE 225 Assessing price competitiveness 227 Establishing initial prices 229 Initiating price changes 238 Controlling reseller mark-ups 241 Summary 245 Questions 245 Notes 246 Chapter 9 COMMUNICATIONS STRATEGY 247 Introduction 248 Communications and buyer behaviour 250 Advertising planning 259 Direct response marketing 272 Interactive marketing 274 Sales promotion 275 Public relations 279 Determining the communications mix 281 Summary 284 Questions 285 Notes 286 Chapter 10 MANAGING PERSONAL SELLING 287 Salesforce objectives 288 Salesforce strategy 290 Structure and size 294 Allocation of resources 299 Sales management 301 The selling process 307 Negotiations 312 Managing account relationships 316 Summary 317 Chapter 11 MANAGING MARKETING CHANNELS 319 The role of channels 321 Designing distribution channels 324 Managing distribution channels 330 Channel evolution 333 Organising distribution 337 Summary 345 Questions 345 Notes 346 Chapter 12 MARKETING IN SERVICE BUSINESS 347 Nature of services 349 Service characteristics 351 Service tasks 355 Services marketing strategy 361 Summary 376 Questions 377 Notes 377 Chapter 13 TURNAROUND MANAGEMENT 379 Short- versus long-term improvements 380 Types of industry change 382 Some financial concepts 385 Consolidation phase 388 Transformation programme 397 Summary 407 Questions 408 Notes 408 Chapter 14 MARKETING IN THE FUTURE 409 Marketing: a recapitulation 410 Changing marketing environment 413 Less significant than predicted? 417 More significant than predicted? 419 Corporate social responsibility in action - TNT 422 Summary 425 Questions 425 Notes 425 Further reading 427 Author index 435 Company index 437 Subject index 440 VI This book explores the role of marketing in the modern organisation. It presents an up-to-date review of the most important concepts and techniques managers need to analyse today s markets and to capitalise on the opportunities that are continually emerging. For most organisations, marketing is the single most important determi¬ nant of success. This is obviously true of businesses operating in the dynamic, globally competitive markets of today, where the ability to satisfy, or delight, cus¬ tomers is the only determinant of their ability to generate revenues. But marketing is increasingly recognised as central by managers in public sector and other, not-for- profit organisations. After all, no organisation exists for its own sake, but rather its task is to meet the needs of those publics it was created to serve. Confusion: marketing vs. selling Many managers still confuse marketing with selling. To them, the word marketing conjures images of the striking advertisements that they see on television, the latest in-store promotional gimmick, or the figure of the slick, smooth-talking salesman. But such images have little to do with the reality of developing successful marketing strategies today. Real marketing is the philosophy of management which recognises that the success of the enterprise is sustainable only if it can organise to meet the cur¬ rent and prospective needs of customers more effectively than competition. Selling and marketing are contrasting in their approaches. Selling tries to push the customer to buy what the business has. Marketing, on the other hand, tries to get the organisa¬ tion to develop and offer what the customer will find of real value. This way marketing seeks to build long-term, mutually beneficial partnerships between the organisation and its customers. Increasing importance In the twenty-first century, marketing is becoming even more important. Gone are the stable markets of yesteryear. Today s markets are fickle, fast moving and continu¬ ally splintering as customers wants change, technology advances and competitors find new ways of adding value and creating additional satisfactions for consumers. Organisations that do not focus on these continually changing markets are quickly beached by the stream of new products, new services and new positioning strategies offered by their more alert competitors. No organisations are sheltered. Companies such as Marks & Spencer, General Motors, ICI, Xerox, and Philips, that, not so long ago, were regarded as icons by managers in other firms, now struggle for their very survival. Hundreds of unsung, but often long-established companies disappear every year. VII Meaning of innovation 196 Why innovate? 198 Strategic opportunities for fast innovators 202 Barriers to innovation 204 Organising for innovation 206 New product development process 210 Customer adoption process 219 Summary 223 Questions 223 Notes 223 Chapter 8 PRICING POUCY: DELIVERING VALUE 225 Assessing price competitiveness 227 Establishing initial prices 229 Initiating price changes 238 Controlling reseller mark-ups 241 Summary 245 Questions 245 Notes 246 Chapter 9 COMMUNICATIONS STRATEGY 247 Introduction 248 Communications and buyer behaviour 250 Advertising planning 259 Direct response marketing 272 Interactive marketing 274 Sales promotion 275 Public relations 279 Determining the communications mix 281 Summary 284 Questions 285 Notes 286 Chapter 10 MANAGING PERSONAL SELLING 287 Salesforce objectives 288 Salesforce strategy 290 Structure and size 294 Allocation of resources 299 Sales management 301 The selling process 307 Negotiations 312 Managing account relationships 316 Summary 317 unapter її MANAGING MARKETING CHANNELS 319 The role of channels 321 Designing distribution channels 324 Managing distribution channels 330 Channel evolution 333 Organising distribution 337 Summary 345 Questions 345 Notes 346 Chapter 12 MARKETING IN SERVICE BUSINESS 347 Nature of services 349 Service characteristics 351 Service tasks 355 Services marketing strategy 361 Summary 376 Questions 377 Notes 377 Chapter 13 TURNAROUND MANAGEMENT 379 Short- versus long-term improvements 380 Types of industry change 382 Some financial concepts 385 Consolidation phase 388 Transformation programme 397 Summary 407 Questions 408 Notes 408 Chapter 14 MARKETING IN THE FUTURE 409 Marketing: a recapitulation 410 Changing marketing environment 413 Less significant than predicted? 417 More significant than predicted? 419 Corporate social responsibility in action - TNT 422 Summary 425 Questions 425 Notes 425 Further reading 427 Author index 435 Company index 437 Subject index 440 This book explores the role of marketing in the modern organisation. It presents an up-to-date review of the most important concepts and techniques managers need to analyse today s markets and to capitalise on the opportunities that are continually emerging. For most organisations, marketing is the single most important determi¬ nant of success. This is obviously true of businesses operating in the dynamic, globally competitive markets of today, where the ability to satisfy, or delight, cus¬ tomers is the only determinant of their ability to generate revenues. But marketing is increasingly recognised as central by managers in public sector and other, not-for- profit organisations. After all, no organisation exists for its own sake, but rather its task is to meet the needs of those publics it was created to serve. Confusion: marketing vs. selling Many managers still confuse marketing with selling. To them, the word marketing conjures images of the striking advertisements that they see on television, the latest in-store promotional gimmick, or the figure of the slick, smooth-talking salesman. But such images have little to do with the reality of developing successful marketing strategies today. Real marketing is the philosophy of management which recognises that the success of the enterprise is sustainable only if it can organise to meet the cur¬ rent and prospective needs of customers more effectively than competition. Selling and marketing are contrasting in their approaches. Selling tries to push the customer to buy what the business has. Marketing, on the other hand, tries to get the organisa¬ tion to develop and offer what the customer will find of real value. This way marketing seeks to build long-term, mutually beneficial partnerships between the organisation and its customers. Increasing importance In the twenty-first century, marketing is becoming even more important. Gone are the stable markets of yesteryear. Today s markets are fickle, fast moving and continu¬ ally splintering as customers wants change, technology advances and competitors find new ways of adding value and creating additional satisfactions for consumers. Organisations that do not focus on these continually changing markets are quickly beached by the stream of new products, new services and new positioning strategies offered by their more alert competitors. No organisations are sheltered. Companies such as Marks & Spencer, General Motors, ICI, Xerox, and Philips, that, not so long ago, were regarded as icons by managers in other firms, now struggle for their very survival. Hundreds of unsung, but often long-established companies disappear every year. VII Meaning of innovation 196 Why innovate? 198 Strategic opportunities for fast innovators 202 Barriers to innovation 204 Organising for innovation 206 New product development process 210 Customer adoption process 219 Summary 223 Questions 223 Notes 223 Chapter 8 PRICING POLICY: DELIVERING VALUE 225 Assessing price competitiveness 227 Establishing initial prices 229 Initiating price changes 238 Controlling reseller mark-ups 241 Summary 245 Questions 245 Notes 246 Chapter 9 COMMUNICATIONS STRATEGY 247 Introduction 248 Communications and buyer behaviour 250 Advertising planning 259 Direct response marketing 272 Interactive marketing 274 Sales promotion 275 Public relations 279 Determining the communications mix 281 Summary 284 Questions 285 Notes 286 Chapter 10 MANAGING PERSONAL SELLING 287 Salesforce objectives 288 Salesforce strategy 290 Structure and size 294 Allocation of resources 299 Sales management 301 The selling process 307 Negotiations 312 Managing account relationships 316 Summary 317 vi unapier íj. MANAGING MARKETING CHANNELS 319 The role of channels 321 Designing distribution channels 324 Managing distribution channels 330 Channel evolution 333 Organising distribution 337 Summary 345 Questions 345 Notes 346 Chapter 12 MARKETING IN SERVICE BUSINESS 347 Nature of services 349 Service characteristics 351 Service tasks 355 Services marketing strategy 361 Summary 376 Questions 377 Notes 377 Chapter 13 TURNAROUND MANAGEMENT 379 Short- versus long-term improvements 380 Types of industry change 382 Some financial concepts 385 Consolidation phase 388 Transformation programme 397 Summary 407 Questions 408 Notes 408 Chapter 14 MARKETING IN THE FUTURE 409 Marketing: a recapitulation 410 Changing marketing environment 413 Less significant than predicted? 417 More significant than predicted? 419 Corporate social responsibility in action - TNT 422 Summary 425 Questions 425 Notes 425 Further reading 427 Author index 435 Company index 437 Subject index 440
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title_full	Marketing management and strategy Peter Doyle and Philip Stern
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Marketing management and strategy

MARC

Datensatz im Suchindex

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