Marketing_Management_14th_Edition-min

Recommendations

Info

COLLECTING INFORMATION AND FORECASTING DEMAND | CHAPTER 3 95 employees’ aprons and buttons. The campaign helped Walmart’s stock soar 1173 percent in the 1990s. Walmart hit a few bumps in the road as it entered the 21st century, and critics protested its entry into small communities. In one study at Iowa State University, researchers found that within 10 years of a new Walmart store opening, up to one-half of the small stores in that town can disappear. Walmart also faced multiple lawsuits from employees who complained about poor work conditions, exposure to health hazards, and pay below minimum wage, which left employees with families below the poverty line. In some cases, employees said Walmart failed to pay for overtime and prevented them from taking rest or lunch breaks. Another lawsuit claimed the company discriminated against women in awarding pay and promotions. These problems led to a very high turnover rate in the 2000s. According to one Walmart survey, 70 percent of employees left the company within the first year of employment due to lack of recognition and inadequate pay. From 2000 to 2005, Walmart’s stock price fell 27 percent and remained low from 2005 to 2007. Negative backlash, combined with Target’s reemergence on the retail scene, contributed to the decline. Target revamped its stores, merchandise, and marketing strategy to appeal to a more aspirational discount buyer and stole some of Walmart’s top-tier customers. Target stores were nicely lit, offering wider aisles and better-displayed merchandise. Target’s television commercials featured attractive models and trendy clothes from high-end designers such as Isaac Mizrahi and Liz Lange. One analyst stated, “Target tends to have more upscale customers who don’t feel the effects of gasoline prices and other economic factors as much as Walmart’s core customers might.” From 2003 to 2007, Target outperformed Walmart in same-store sales growth by 1.7 percent and profit growth by 5.7 percent. During this time, Walmart also lost the exclusive rights to use the smiley face in its marketing campaign. For all these—and other—reasons, Walmart decided it was time for a new direction and launched a series of new initiatives to help improve sales and its image. First, it introduced a highly successful $4 generic drug campaign, a program eventually copied by Target. Walmart also launched several environmentally friendly initiatives such as constructing new buildings from recycled materials, cutting transportation costs and energy usage, and encouraging customers to buy more green products. In 2007, Walmart introduced a new marketing campaign and tagline, “Save Money. Live Better.” Television commercials highlighted the company’s positive impact on decreased energy costs, increased 401(k) (retirement) savings, good employee health care coverage, and increased family savings. One commercial stated, “In today’s economy, nobody’s more committed to helping family budgets go further than Walmart. Walmart saves the average family about $3,100 a year, no matter where they shop.” Walmart also used the new campaign and aggressive price cuts to attract new consumers affected by the recession. It slashed prices on popular toys and electronics during the holidays and implemented a massive store remodeling effort called Project Impact. As a result, stores became cleaner, aisles less cluttered, and merchandise easier to reach—all to help improve the overall shopping experience and steal customers from Target. Walmart’s tactics worked: Same-store sales rose and its stock price improved during the recession. Analysts explained that Walmart’s product mix—45 percent consumables (food, beauty, health items)—is a better strategy in a poor economy than Target’s product mix— 20 percent consumables and 40 percent home and apparel products. One analyst said, “Walmart sells what you need to have as opposed to what you want to have.” Stephen Quinn, Walmart’s CMO, stated, “We are fortunate that this recession came along. It played to our positioning really well. But our own insecurity is that all the credit would go to the external environment and none of the work we all did. The kinds of things we were working on anyway when this environment came along are the same things we need to do to keep these so-called new customers and I think continued to build loyalty with our existing base.” Today, Walmart has stores in 16 international markets and serves more than 200 million customers a week through its variety of discount stores. These include Walmart Supercenters, Discount Stores, Neighborhood Markets, and Sam’s Club warehouses. Questions 1. Evaluate Walmart’s new marketing campaign and tagline. Did the company make the right decision to drop “Always Low Prices. Always.” as a tagline? Why or why not? 2. Walmart does very well when the economy turns sour. How can it protect itself when the economy is on the rise? Explain. Sources: Dave Goldiner, “Exxon Tops Wal-Mart on 2009 Fortune 500 List,” New York Daily News, April 20, 2009; “Wal-Mart Seeks Smiley Face Fights,” BBC News, August 5, 2006; David Ng, “Wal-Mart vs. Target,” Forbes, December 13, 2004; Michael Barbaro, “A New Weapon for Wal-Mart: A War Room,” New York Times, November 1, 2005; Kenneth E. Stone, “Impact of the Wal-Mart Phenomenon on Rural Communities,” Increasing Understanding of Public Problems and Policies (Chicago: Farm Foundation, 1997), pp. 189–200; Suzanne Kapner, “Wal-mart Enters the Ad Age,” CNNMoney.com, August 17, 2008; Jack Neff, “Why Walmart Is Getting Serious About Marketing,” Advertising Age, June 8, 2009; Sean Gregory, “Walmart’s Project Impact: A Move to Crush Competition,”Time, September 9, 2009; “Store Wars: When Wal-Mart Comes to Town,” PBS, February 24, 2007; Sean Gregory, “Wal-Mart vs. Target: No Contest in the Recession,” Time, March 14, 2009.
96 PART 2 CAPTURING MARKETING INSIGHTS Chapter 4 In This Chapter, We Will Address the Following Questions Insightful consumer research helped Kimberly-Clark improve its Huggies diapers and gain share in the market. 1. What constitutes good marketing research? 2. What are the best metrics for measuring marketing productivity? 3. How can marketers assess their return on investment of marketing expenditures?
Page 2 and 3:
Marketing Management 14 PHILIP KOTL
Page 4 and 5:
This book is dedicated to my wife a
Page 6 and 7:
Kevin Lane Keller is widely recogni
Page 8 and 9:
Contents Preface PART 1 CHAPTER 1 x
Page 10 and 11:
Maximizing Customer Lifetime Value
Page 12 and 13:
PART 5 Expanding Total Market Deman
Page 14 and 15:
CHAPTER 16 Managing Retailing, Whol
Page 16 and 17:
Managing the Development Process: C
Page 18 and 19:
even part of the marketing vocabula
Page 20 and 21:
• Interactive Elements—A wealth
Page 22 and 23:
We are indebted to the following co
Page 24 and 25:
Marketing Management
Page 26 and 27:
Defining Marketing for the 21st Cen
Page 28 and 29:
DEFINING MARKETING FOR THE 21ST CEN
Page 30 and 31:
Page 32 and 33:
Page 34 and 35:
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
Page 52 and 53:
Page 54 and 55:
Page 56 and 57:
Developing Marketing Strategies and
Page 58 and 59:
DEVELOPING MARKETING STRATEGIES AND
Page 60 and 61:
Page 62 and 63:
Page 64 and 65:
Page 66 and 67:
Page 68 and 69: DEVELOPING MARKETING STRATEGIES AND
Page 88 and 89: This page intentionally left blank
Page 90 and 91: Collecting Information and Forecast
Page 92 and 93: COLLECTING INFORMATION AND FORECAST
Page 120 and 121: Conducting Marketing Research Good
Page 122 and 123: CONDUCTING MARKETING RESEARCH | CHA
Page 146 and 147: Creating Long-term Loyalty Relation
Page 148 and 149: CREATING LONG-TERM LOYALTY RELATION
Page 168 and 169:
CREATING LONG-TERM LOYALTY RELATION
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Analyzing Consumer Markets The aim
Page 176 and 177:
ANALYZING CONSUMER MARKETS | CHAPTE
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
This page intentionally left blank
Page 206 and 207:
Analyzing Business Markets Business
Page 208 and 209:
ANALYZING BUSINESS MARKETS | CHAPTE
Page 210 and 211:
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
Page 218 and 219:
Page 220 and 221:
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Identifying Market Segments and Tar
Page 238 and 239:
IDENTIFYING MARKET SEGMENTS AND TAR
Page 240 and 241:
Page 242 and 243:
Page 244 and 245:
Page 246 and 247:
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Page 264 and 265:
Creating Brand Equity One of the mo
Page 266 and 267:
CREATING BRAND EQUITY | CHAPTER 9 2
Page 268 and 269:
Page 270 and 271:
Page 272 and 273:
Page 274 and 275:
Page 276 and 277:
Page 278 and 279:
Page 280 and 281:
Page 282 and 283:
Page 284 and 285:
Page 286 and 287:
Page 288 and 289:
Page 290 and 291:
Page 292 and 293:
Page 294 and 295:
Page 296 and 297:
Page 298 and 299:
Crafting the Brand Positioning No c
Page 300 and 301:
CRAFTING THE BRAND POSITIONING | CH
Page 302 and 303:
Page 304 and 305:
Page 306 and 307:
Page 308 and 309:
Page 310 and 311:
Page 312 and 313:
Page 314 and 315:
Page 316 and 317:
Page 318 and 319:
Page 320 and 321:
Page 322 and 323:
Competitive Dynamics To be a long-t
Page 324 and 325:
COMPETITIVE DYNAMICS | CHAPTER 11 3
Page 326 and 327:
Page 328 and 329:
Page 330 and 331:
Page 332 and 333:
Page 334 and 335:
Page 336 and 337:
Page 338 and 339:
Page 340 and 341:
Page 342 and 343:
Page 344 and 345:
Page 346 and 347:
Page 348 and 349:
Setting Product Strategy At the hea
Page 350 and 351:
SETTING PRODUCT STRATEGY | CHAPTER
Page 352 and 353:
Page 354 and 355:
Page 356 and 357:
Page 358 and 359:
Page 360 and 361:
Page 362 and 363:
Page 364 and 365:
Page 366 and 367:
Page 368 and 369:
Page 370 and 371:
Page 372 and 373:
Page 374 and 375:
Page 376 and 377:
Page 378 and 379:
Designing and Managing Services As
Page 380 and 381:
DESIGNING AND MANAGING SERVICES | C
Page 382 and 383:
Page 384 and 385:
Page 386 and 387:
Page 388 and 389:
Page 390 and 391:
Page 392 and 393:
Page 394 and 395:
Page 396 and 397:
Page 398 and 399:
Page 400 and 401:
Page 402 and 403:
Page 404 and 405:
Page 406 and 407:
Developing Pricing Strategies and P
Page 408 and 409:
DEVELOPING PRICING STRATEGIES AND P
Page 410 and 411:
Page 412 and 413:
Page 414 and 415:
Page 416 and 417:
Page 418 and 419:
Page 420 and 421:
Page 422 and 423:
Page 424 and 425:
Page 426 and 427:
Page 428 and 429:
Page 430 and 431:
Page 432 and 433:
Page 434 and 435:
Page 436 and 437:
Page 438 and 439:
Designing and Managing Integrated M
Page 440 and 441:
DESIGNING AND MANAGING INTEGRATED M
Page 442 and 443:
Page 444 and 445:
Page 446 and 447:
Page 448 and 449:
Page 450 and 451:
Page 452 and 453:
Page 454 and 455:
Page 456 and 457:
Page 458 and 459:
Page 460 and 461:
Page 462 and 463:
Page 464 and 465:
Page 466 and 467:
Page 468 and 469:
Page 470 and 471:
Managing Retailing, Wholesaling, an
Page 472 and 473:
MANAGING RETAILING, WHOLESALING, AN
Page 474 and 475:
Page 476 and 477:
Page 478 and 479:
Page 480 and 481:
Page 482 and 483:
Page 484 and 485:
Page 486 and 487:
Page 488 and 489:
Page 490 and 491:
Page 492 and 493:
Page 494 and 495:
Page 496 and 497:
Page 498 and 499:
Designing and Managing Integrated M
Page 500 and 501:
Page 502 and 503:
Page 504 and 505:
Page 506 and 507:
Page 508 and 509:
Page 510 and 511:
Page 512 and 513:
Page 514 and 515:
Page 516 and 517:
Page 518 and 519:
Page 520 and 521:
Page 522 and 523:
Page 524 and 525:
Page 526 and 527:
Managing Mass Communications: Adver
Page 528 and 529:
MANAGING MASS COMMUNICATIONS | CHAP
Page 530 and 531:
Page 532 and 533:
Page 534 and 535:
Page 536 and 537:
Page 538 and 539:
Page 540 and 541:
Page 542 and 543:
Page 544 and 545:
Page 546 and 547:
Page 548 and 549:
Page 550 and 551:
Page 552 and 553:
Page 554 and 555:
Page 556 and 557:
Page 558 and 559:
Managing Personal Communications: D
Page 560 and 561:
MANAGING PERSONAL COMMUNICATIONS |
Page 562 and 563:
Page 564 and 565:
Page 566 and 567:
Page 568 and 569:
Page 570 and 571:
Page 572 and 573:
Page 574 and 575:
Page 576 and 577:
Page 578 and 579:
Page 580 and 581:
Page 582 and 583:
Page 584 and 585:
Page 586 and 587:
Page 588 and 589:
Page 590 and 591:
Introducing New Market Offerings Ne
Page 592 and 593:
INTRODUCING NEW MARKET OFFERINGS |
Page 594 and 595:
Page 596 and 597:
Page 598 and 599:
Page 600 and 601:
Page 602 and 603:
Page 604 and 605:
Page 606 and 607:
Page 608 and 609:
Page 610 and 611:
Page 612 and 613:
Page 614 and 615:
Page 616 and 617:
Page 618 and 619:
Tapping into Global Markets With ev
Page 620 and 621:
TAPPING INTO GLOBAL MARKETS | CHAPT
Page 622 and 623:
Page 624 and 625:
Page 626 and 627:
Page 628 and 629:
Page 630 and 631:
Page 632 and 633:
Page 634 and 635:
Page 636 and 637:
Page 638 and 639:
Page 640 and 641:
Page 642 and 643:
Page 644 and 645:
Managing a Holistic Marketing Organ
Page 646 and 647:
MANAGING A HOLISTIC MARKETING ORGAN
Page 648 and 649:
Page 650 and 651:
Page 652 and 653:
Page 654 and 655:
Page 656 and 657:
Page 658 and 659:
Page 660 and 661:
Page 662 and 663:
Page 664 and 665:
Page 666 and 667:
Page 668 and 669:
Page 670 and 671:
Page 672 and 673:
Page 674 and 675:
Page 676 and 677:
APPENDIX | CHAPTER 22 653 • Marke
Page 678 and 679:
APPENDIX | CHAPTER 22 655 Step 1: I
Page 680 and 681:
APPENDIX | CHAPTER 22 657 keeping a
Page 682 and 683:
Appendix SONIC MARKETING PLAN AND E
Page 684 and 685:
Targeted Segment Customer Need Corr
Page 686 and 687:
Samsung Galaxy S - Captivate Apple
Page 688 and 689:
in February. Also, we will create b
Page 690 and 691:
Chapter 4 Your next task is to cons
Page 692 and 693:
• As a start-up company, what com
Page 694 and 695:
Chapter 20 Knowing that the smart p
Page 696 and 697:
Endnotes Chapter 1 1. Michael Learm
Page 698 and 699:
Harvard Business School Press, 2004
Page 700 and 701:
30. Queena Sook Kim, “Fisher-Pric
Page 702 and 703:
Tabor, “Contributing Factors; Sev
Page 704 and 705:
29. For an empirical comparison of
Page 706 and 707:
75. Michael D. Johnson, and Fred Se
Page 708 and 709:
Perspectives in Consumer Behavior (
Page 710 and 711:
Theory and Measurement (New York: J
Page 712 and 713:
25. Piet Levy, “Reeling in the Hu
Page 714 and 715:
Chapter 8 1. Jonathan Schneider,
Page 716 and 717:
57. Jerry Harkavy, “Colgate Buyin
Page 718 and 719:
in-depth examination of how brand n
Page 720 and 721:
79. John Milewicz and Paul Herbig,
Page 722 and 723:
22. Kerry Capell, “Thinking Simpl
Page 724 and 725:
29. Theodore Levitt, “Innovative
Page 726 and 727:
Chapter 12 1. John Frank, “Beep!
Page 728 and 729:
Room for Growth in Printer Market,
Page 730 and 731:
23. W. Earl Sasser, “Match Supply
Page 732 and 733:
Jaishankar Ganesh, Mark J. Arnold,
Page 734 and 735:
Cosmetics,” Journal of Economic P
Page 736 and 737:
72. For an interesting discussion o
Page 738 and 739:
29. “Nike Says No to Blue-Light S
Page 740 and 741:
80. Susan Fournier and Lara Lee,
Page 742 and 743:
43. Ben Paynter, “Happy Hour,”
Page 744 and 745:
22. Michael R. Solomon, Consumer Be
Page 746 and 747:
Tribune, May 12, 2007; Avery Johnso
Page 748 and 749:
Split Cable T.V. Advertising Experi
Page 750 and 751:
29. Julia Angwin and Tom McGinty,
Page 752 and 753:
Marketing?” Marketing NPV 3 (2006
Page 754 and 755:
9. Stefan Wuyts, Shantanu Dutta, an
Page 756 and 757:
Innovations,” Journal of Marketin
Page 758 and 759:
89. Jordan Robertson, “How Nike G
Page 760 and 761:
41. For some research method issues
Page 762 and 763:
Global Strategies: A Contingency Mo
Page 764 and 765:
Takes on Coffee Giants Cup by Cup,
Page 766 and 767:
Metrics: 50+ Metrics Every Executiv
Page 768 and 769:
Glossary A activity-based cost (ABC
Page 770 and 771:
customer lifetime value (CLV) the n
Page 772 and 773:
J jobbers small-scale wholesalers w
Page 774 and 775:
personal communications channels tw
Page 776 and 777:
target market the part of the quali
Page 778 and 779:
Image Credits Chapter 1 page 2: New
Page 780 and 781:
Free; page 619: Lou Linwei/Alamy Im
Page 782 and 783:
Index Name Aaker, David A., 203 Aak
Page 784 and 785:
McCausland, Tom, 7 McDonald, Bob, 6
Page 786 and 787:
Andersen Consulting, 208, 209 Andro
Page 788 and 789:
Disney Channel, 44, 178, 179 Disney
Page 790 and 791:
IKEA, 5, 35, 37, 83, 179-80, 219, 2
Page 792 and 793:
Nordstrom Rack, 148 North American
Page 794 and 795:
StubHub, 73, 74, 412 Suave, 306 Sub
Page 796 and 797:
African Americans, 77, 224 Age in d
Page 798 and 799:
Channel integration and systems, 41
Page 800 and 801:
Customer relationship in services,
Page 802 and 803:
Family of procreation, 154 Farm pro
Page 804 and 805:
Legal issues in advertising campaig
Page 806 and 807:
Master brand, 260 Master franchisee
Page 808 and 809:
Price, selecting final, 402-3 compa
Page 810 and 811:
Retail sector, 356 Retail store, de
Page 812:
Telemarketers, 558 Telemarketing, 5
show all

Marketing_Management_14th_Edition-min

Create successful ePaper yourself

Delete template?

Save as template?