Gurus On Marketing

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Guru: Jagdish Sheth Status: Lightweight guru Expertise: Strategic marketing; telecom marketing Influence: Buyer behaviour Guru: Thomas Nagle Status: Lightweight guru Expertise: Strategic pricing Influence: Strategic pricing in a marketing mix context Heavyweight gurus Peter Drucker Peter Drucker is the guru of all gurus. He is the top thinker in the business world today. He has put ‘management discipline’ on a very sound footing and has a remarkable ability to spot future trends. Every student of business management has come across (and if not, must come across) his works. His first book ‘Concept of the Corporation’ (1946) was a ground breaking examination of the internal working of General Motors. He is a professor at Claremont Graduate School in California and consults with various top businesses and governments. 4 GURUS ON MARKETING
Michael Porter Michael Porter is the Roland E Christensen professor of business administration at the Harvard Business School. He wrote a landmark work on ‘Competitive Strategy: Techniques for Analysing Industries and Competitors’ in 1980. His insights into competition have defined thinking about corporate and national strategies for the past two decades. His works and influence span many fields including issues related to global competitiveness and problems in healthcare. He is one of the world’s most famous business school professors and a sought-after consultant. Tom Peters Tom Peters, the co-author of ‘In Search of Excellence’ (1980), is a very famous management guru. He has a burning passion for service excellence, innovation and leadership. His books ‘Thriving on Chaos’ and ‘Liberation Management’ became bestsellers as soon as they were published. In the first one he preached management revolution and in the second he celebrated the death of middle management. He is completely different from other heavyweight gurus. According to Charles Handy, a management guru himself: ‘It isn’t his colourful style, his flair for self-promotion or his frenetic energy on the platform… He has a knack for getting under an organisation’s skin.’ INTRODUCTION 5
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 and 16: Introduction Gurus are management t
Page 17: This book considers the following g
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
Page 71 and 72:
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
Page 91 and 92:
and there is no further contact. Th
Page 93 and 94:
The marketing plan should pay parti
Page 95 and 96:
Micro perspective Kotler then moves
Page 97 and 98:
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
Page 113 and 114:
• 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
Page 139 and 140:
At the feet of Jagdish Sheth: Lesso
Page 141 and 142:
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
Page 175 and 176:
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