Marketing_Management_14th_Edition-min

Recommendations

Info

INTRODUCING NEW MARKET OFFERINGS | CHAPTER 20 593 appropriate nickname, “CrackBerry,” as consumers became addicted to their latest technological gadget. The obsession started with RIM founder Mike Lazaridis, who used to collect business cards from bankers on Wall Street and send college kids to their offices to set them up with the first BlackBerry devices. “It was a puppy dog sale,” Lazaridis says. “‘Take a puppy dog home, and if you don’t like it, bring it back.’ They never come back.” Within a few years the BlackBerry had become a Wall Street staple, and after September 11, 2001, it gained nationwide attention as a critical security and communications device for the government. RIM continued to launch new generations of BlackBerry products that focused on high-security capabilities and essential business features, including an organizer, calendar, pager, longer-lasting battery, and improved wireless Internet access. The firm focused its push strategy on building the BlackBerry brand as the most secure, reliable, and efficient data device solution on the market. It took five years, but in 2003 RIM sold its one millionth BlackBerry. Only one year later it sold its two millionth device, and the BlackBerry’s growth exploded. In 2005, PCWorld named the BlackBerry 850 the <strong>14th</strong> greatest gadget of the past 50 years, and between 2006 and 2008, Fortune dubbed RIM the fastest-growing company in the world. Several factors led to RIM’s explosive growth during the mid-2000s. First, it was the innovation leader at the time. The BlackBerry changed the way people communicated, worked, and lived. And unlike competitors, RIM offered an end-to-end solution; it developed and produced the hardware as well as the software and services that made BlackBerry work. As RIM expanded, it made the strategic decision to partner with numerous carriers around the globe instead of just one. This conferred two advantages. First, consumers could easily purchase a BlackBerry device no matter what their carrier or geographical location was and not worry about breaking an existing carrier contract. Secondly, RIM started producing unique products for its different carriers and their audiences. It also licensed its architecture to third-party devices, making BlackBerry wireless solutions available to other companies. All these decisions increased revenue and subscribers around the world. In terms of marketing, RIM successfully targeted its initial efforts at the business community, branding the BlackBerry smart phone a workforce “must have” and focusing its product and software innovations on meeting the needs of businesses. It continues to serve this market today, with solutions like its BlackBerry Enterprise Server for small and medium-sized businesses. Finally, BlackBerry rode the coattails of the iPhone launch in 2007. Apple’s iPhone sparked interest in many consumers—telling them smart phones were not just for the business community—and as a result, many consumers tried out a BlackBerry for the first time. In 2008, RIM launched its first mass advertising campaign targeting consumers, and new subscriber sales skyrocketed. Perhaps BlackBerry’s biggest salesperson was President Obama, who could be seen carrying and checking his BlackBerry throughout the election year. Instantly, the BlackBerry became “cool” in the eyes of younger consumers. Today, BlackBerry continues to compete in the smartphone category, adding more consumers than business customers each year. Recent product launches have added video, photo, and music capabilities, touch-screen pads, and instant messaging—features that attract tweens and young adults. RIM had $15 billion in sales during fiscal 2010, sold 37 million smart phones in 2010 alone, and now has over 41 million users in 175 countries. While competition has increased tremendously and remains stiff, the company’s focus on generating new products and solutions is clear. Lazaridis explained, “There is great depth and breadth to what we do. It’s more than just the BlackBerry. We develop silicon, operating systems, industrial design; we manufacture. We run our own network. RIM is an industry unto itself.” Questions 1. Evaluate Research In Motion’s keys to success. What did the company do well and, in hindsight, what should it have done differently during its decade of extreme growth? 2. Is Research In Motion still a leader in innovation? Why or why not? What’s next for the company? Sources: Jessi Hempel, “Smartphone Wars—BlackBerry’s Plan to Win,” Fortune, August 17, 2009; Saul Hansell and Ian Austen, “BlackBerry, Upgraded, Aims to Suit Every User,” New York Times, October 13, 2009; Michael Comeau, “Can Research In Motion’s BlackBerry Regain Market Share?” Minyanville, July 12, 2010; “The World Masters of Innovation,” BusinessWeek; Research In Motion, Annual Reports; RIM, www.rim.com.
594 PART 8 CREATING SUCCESSFUL LONG-TERM GROWTH Chapter 21 In This Chapter, We Will Address the Following Questions 1. What factors should a company review before deciding to go abroad? India’s Tata Group has a wide range of global businesses, including one that produces the remarkably priced $2,500 Tata Nano or the “People’s Car.” 2. How can companies evaluate and select specific foreign markets to enter? 3. What are the differences between marketing in a developing and a developed market? 4. What are the major ways of entering a foreign market? 5. To what extent must the company adapt its products and marketing program to each foreign country? 6. How do marketers influence country-of-origin effects? 7. How should the company manage and organize its international activities?
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:
Page 70 and 71:
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Page 82 and 83:
Page 84 and 85:
Page 86 and 87:
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 94 and 95:
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Conducting Marketing Research Good
Page 122 and 123:
CONDUCTING MARKETING RESEARCH | CHA
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Page 132 and 133:
Page 134 and 135:
Page 136 and 137:
Page 138 and 139:
Page 140 and 141:
Page 142 and 143:
Page 144 and 145:
Page 146 and 147:
Creating Long-term Loyalty Relation
Page 148 and 149:
CREATING LONG-TERM LOYALTY RELATION
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
Page 164 and 165:
Page 166 and 167:
Page 168 and 169:
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:
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: MANAGING PERSONAL COMMUNICATIONS |
Page 590 and 591: Introducing New Market Offerings Ne
Page 592 and 593: INTRODUCING NEW MARKET OFFERINGS |
Page 618 and 619: Tapping into Global Markets With ev
Page 620 and 621: TAPPING INTO GLOBAL MARKETS | CHAPT
Page 644 and 645: Managing a Holistic Marketing Organ
Page 646 and 647: MANAGING A HOLISTIC MARKETING ORGAN
Page 666 and 667:
MANAGING A HOLISTIC MARKETING ORGAN
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?