Marketing Book

Preface to the fifth edition
xxxvii
through the use of sustained and integrated marketing communication campaigns will manufacturers
be able to achieve the differentiation they require.’
Having defined the nature and origins of IMC in some detail, Yeshin reviews the factors that
have precipitated the growing interest in the subject. The impact and benefits of IMC are then
spelled out followed by a detailed review of the organizational issues involved in developing an
integrated approach. Finally, the potential barriers to achieving IMC are discussed, as are the
international implications.
Chapter 17 – ‘Promotion’ by Keith Crosier – has appeared in every edition of the Marketing
Book. For many of the reasons identified in the preceding chapter by Tony Yeshin, it is a subject in
what appears to the less knowledgeable to be in a state of constant flux. To cope with this, Keith has
to undertake substantially more revision than most of his fellow contributors. This he has done.
In revising the chapter, Keith has taken the opportunity to correct what he perceived to be an
imbalance towards advertising and sizeable chunks of certain sections have been deleted,
particularly the long description of the commission system. However, this is still covered well
through cross-referencing. There are numerous new references and the latest available statistics at
the time of going to press.
In previous editions Martin Christopher has contributed a chapter on the subject of ‘Customer
service and logistics strategy’. In this edition Martin is joined by his Cranfield colleague Adrian
Payne to offer an extensively reworked chapter entitled ‘Integrating customer relationship
management and supply chain management’. As the title implies, the focus is on the critical link
between customer relationship management (CRM) and supply chain management (SCM). Both
concepts are described in some detail prior to an analysis of how the two may be combined to
improve customer service and develop integrated market-driven strategies. The chapter builds
upon earlier contributions and demonstrates how marketing practice is evolving to meet the
challenge of new competitive forces.
Many of the changes identified by Martin Evans in his chapter on ‘Market segmentation’
pointed to the need for a new chapter dealing with direct marketing. Such a chapter has also been
anticipated in other chapters in which the emphasis upon relationships, interaction, information
technology and the Internet have highlighted the opportunity for direct contact between buyer and
seller. Who better to write such a chapter than Graeme McCorkell, past Chairman of the Institute
of Direct Marketing, author of a best-selling book on the subject and a consultant who has
introduced direct marketing into numerous leading organizations.
Attributing its origins to mail order as an alternative method of distribution, McCorkell
explains how the lessons learned from the direct distribution experience have enabled the
principles to be applied to every kind of business. Drawing on his extensive experience, and citing
numerous examples, McCorkell covers all aspects of direct marketing and then compares this with
interactive marketing, which he defines as direct marketing through new media. Clearly, these
media have created both threats and opportunities – both are clearly explained.
Whatever the medium, success in direct marketing depends upon the management of
information systems, and especially the components of response, measurement and continuity that
underpin the creation of databases. It is the database that lies at the heart of all effective direct
marketing systems, and data mining and data warehousing are discussed as contributors to the
database and the development of CRM systems. Finally, the importance of looking beyond the
customer information system, which only records actual customers, to the larger market from
which they are drawn is emphasized.
McCorkell’s chapter on direct and interactive marketing provides a natural introduction to
another new chapter by Dave Chaffey on e-marketing. Given the spectacular failure of a number of