Gurus On Marketing

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My thanks go to Angela Spall and her production team at Thorogood. Finally my thanks and love goes to my family, and in particular, my wife Laura, my children Zara, Peter, Susan and Jenny and my grandchildren Matthew, Anna and Eve.
About the author Sultan Kermally is ‘Chartered Marketer’ and the Fellow of the Chartered Institute of <strong>Marketing</strong>. He has degrees in geography, economics, sociology and law and Diplomas in marketing, finance and accounting and further education. He has spent all his professional life in management education and management development. At Management Centre Europe and at the Economist Group, Sultan spent considerable time working directly with management ‘gurus’ including Peter Drucker, Michael Porter, Philip Kotler, Tom Peters and Richard Pascale, to name but a few. He has authored eight books including two on managing knowledge. He can be contacted at: skermally@aol.com
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: Acknowledgements This book would no
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 and 18: This book considers the following g
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
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Marketing Myopia was a landmark art
Page 63 and 64:
Decline After the maturity stage wh
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Nariman Dhalla and Sonia Yuspeh in
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Technological advances have resulte
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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
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‘A market signal is any action by
Page 77 and 78:
Criticisms of Porter’s Five Force
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in the buyer’s value chain, which
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A differentiation strategy This str
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Factors which are likely to make a
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Porter’s key publications • ‘
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FIVE Philip Kotler Kotler on market
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Marketing therefore is a process of
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and there is no further contact. Th
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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
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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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