Gurus On Marketing

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The relationship between strategy and marketing There is a strong relationship between corporate strategy and marketing strategy. Corporate strategy is all about deciding the direction the business wants to take. The key questions asked at strategy formulation stage are: • Where are we now? • Where do we want to go? • How do we want to get there? • What is the timescale involved? From corporate strategy devolves marketing strategy. Many gurus on strategy, such as Ansoff and Porter, therefore, have made key contributions in the areas of product portfolio analysis, competitive environment and diversification. This book recognises such contribution. Hence it is about ‘gurus on marketing’ rather than ‘marketing gurus’. The influence of the gurus One of the key attributes of a guru is his/her influence in a specific field of expertise such as management, strategy or marketing. There are ‘heavyweight’ gurus – those who have made tremendous impact and are well-known internationally – and ‘lightweight gurus, those who have made significant impact in a particular field but are not so well-known internationally. 2 GURUS ON MARKETING
This book considers the following gurus who have made an impact in the field of marketing: Guru: Peter Drucker Status: Heavyweight guru Expertise: General Management Influence: Importance of customers Guru: Theodore Levitt Status: Heavyweight guru Expertise: Marketing Influence: Marketing myopia; product lifecycle; globalisation Guru: Philip Kotler Status: Heavyweight guru Expertise: Marketing Influence: Marketing Guru: Michael Porter Status: Heavyweight guru Expertise: Strategy Influence: Competition; competitive environment Guru: Igor Ansoff Status: Heavyweight guru Expertise: Strategic management; strategic thinking Influence: Strategic marketing Guru: Tom Peters Status: Heavyweight guru Expertise: Customers; Management Influence: Service excellence Guru: George Day Status: Lightweight guru Expertise: Strategic marketing Influence: Value adding for customers INTRODUCTION 3
Page 1 and 2: gurus on Marketing Sultan Kermally
Page 3 and 4: GURUS ON MARKETING SULTAN KERMALLY
Page 5 and 6: Dedication This book is dedicated t
Page 7 and 8: Acknowledgements This book would no
Page 9 and 10: About the author Sultan Kermally is
Page 11 and 12: Contents Introduction 1 The relatio
Page 13 and 14: SIX Tom Peters 89 Close to the cust
Page 15: Introduction Gurus are management t
Page 19 and 20: Michael Porter Michael Porter is th
Page 21 and 22: Philip Kotler Philip Kotler is the
Page 23 and 24: Plan of the book The book begins by
Page 25 and 26: ONE The fundamentals of marketing T
Page 27 and 28: Kotler 3 then advocated the importa
Page 29 and 30: Characteristics of service They are
Page 31 and 32: • Consider the promotion budget.
Page 33 and 34: For example, if an organisation is
Page 35 and 36: Brand extension Brand extension is
Page 37 and 38: Marketing strategy Marketing strate
Page 39 and 40: According to Warren J. Keegan 11 :
Page 41 and 42: L M N O P Q R S T U V Listen to you
Page 43 and 44: TWO Peter Drucker Peter Drucker is
Page 45 and 46: The thinking was heavily influenced
Page 47 and 48: Where does Peter Drucker come in? S
Page 49 and 50: The customer as the decision-maker
Page 51 and 52: What do marketing gurus and writers
Page 53 and 54: Writers on marketing since Drucker
Page 55 and 56: Some organisations now use very sop
Page 57 and 58: THREE Theodore Levitt On marketing
Page 59 and 60: He put forward four conditions whic
Page 61 and 62: Marketing Myopia was a landmark art
Page 63 and 64: Decline After the maturity stage wh
Page 65 and 66: Nariman Dhalla and Sonia Yuspeh in
Page 67 and 68:
Technological advances have resulte
Page 69 and 70:
This was Professor Levitt’s semin
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FOUR Michael Porter Michael Porter
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4 the bargaining power of buyers, 5
Page 75 and 76:
‘A market signal is any action by
Page 77 and 78:
Criticisms of Porter’s Five Force
Page 79 and 80:
in the buyer’s value chain, which
Page 81 and 82:
A differentiation strategy This str
Page 83 and 84:
Factors which are likely to make a
Page 85 and 86:
Porter’s key publications • ‘
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FIVE Philip Kotler Kotler on market
Page 89 and 90:
Marketing therefore is a process of
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and there is no further contact. Th
Page 93 and 94:
The marketing plan should pay parti
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Micro perspective Kotler then moves
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Team-oriented approach seems to be
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Kotler’s perspective on strategic
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At the feet of Philip Kotler: Lesso
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SIX Tom Peters In terms of ‘guru
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Peters and Waterman highlight the f
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Closing remarks: A controversy ‘W
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The emphasis is on applying technol
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The pursuit of WOW! • Every job h
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• Invite customers to visit any f
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tices. The patient generally gets w
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Peter’s key publications • Pete
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SEVEN George Day George day is Geof
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These strategies are similar to Por
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You cannot take an internally focus
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KNOWLEDGE@WHARTON Isn’t Ford’s
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ings. These included the high value
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Configuration perspective Day found
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He has published extensively in var
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EIGHT Jagdish Sheth Dr. Jagdish She
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Various studies reinforce the point
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• To create value for clients the
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At the feet of Jagdish Sheth: Lesso
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NINE Thomas T. Nagle Nagle on prici
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• Understanding price sensitivity
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At the feet of Thomas Nagle: Lesson
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TEN Gurus and strategic analytical
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Existing product/new market Here th
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Low growth/high share The strategic
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General Electric Strategic Planning
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Shell Directional Policy Matrix She
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Opportunities In scanning the exter
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The STEP analysis (sometimes known
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STEP factors influence significantl
Page 163 and 164:
Benchmarking According to Philip Ko
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ELEVEN Further information Suggeste
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• Porter, Michael. ‘Competitive
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14 Drucker, Peter, ‘Innovation an
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Blank
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Thorogood publishing Thorogood publ
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