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O książce

Dzięsiąte wydanie klasycznego tekstu Philipa Kotlera. Pozycja obowiązkowa dla wszystkich zainteresowanych marketingiem.

Spis treści

Each chapter concludes with a Summary, Applications, and Notes.

I. UNDERSTANDING MARKETING MANAGEMENT.

1. Marketing in the Twenty-first Century.

Marketing Tasks. Marketing Concepts and Tools. Company Orientations Toward the Marketplace. How Business and Marketing are Changing.

2. Building Customer Satisfaction, Value, and Retention.

Defining Customer Value and Satisfaction. The Nature of High- Performance Businesses. Delivering Customer Value and Satisfaction. Attracting and Retaining Customers. Customer Profitability: The Ultimate Test. Implementing Total Quality Management.

3. Winning Markets: Market-Oriented Strategic Planning.

Corporate and Division Strategic Planning. Business Strategic Planning. The Marketing Process. Product Planning: The Nature and Contents of a Marketing Plan. Marketing Planning for the 21st Century.

II. ANALYZING MARKETING OPPORTUNITIES.

4. Gathering Information and Measuring Market Demand.

The Components of a Modern Marketing Information System. Internal Records System. Marketing Intelligence System. Marketing Research System. Marketing Decision Support System. An Overview of Forecasting and Demand Measurement.

5. Scanning the Marketing Environment.

Analyzing Needs and Trends in the Macroenvironment. Identifying and Responding to the MajorMacroenvironment Forces.

6. Analyzing Consumer Markets and Buyer Behavior.

A Model of Consumer Behavior. The Major Factors Influencing Buyer Behavior. The Buying Decision Process. The Stages of the Buying Decision Process.

7. Analyzing Business Markets and Business Buying Behavior.

What is Organizational Buying? Participants in the Business Buying Process. The Purchasing-Procurement Process. Institutional and Government Markets.

8. Dealing with the Competition.

Identifying Competitors. Analyzing Competitors. Designing the Competitive Intelligence System. Designing Competitive Strategies. Balancing Customer and Competitor Orientations.

9. Identifying Market Segments and Selecting Target Markets.

Levels and Patterns of Market Segmentation. Segmenting Consumer and Business Markets. Market Targeting.

III. DEVELOPING MARKETING STRATEGIES.

10. Positioning the Market Offering through the Product Life Cycle.

How to Differentiate. Differentiation Tools. Developing and Communicating a Positioning Strategy. Product Life Cycle Marketing Strategies. Market Evolution.

11. Developing New Products.

Challenges in New Product Development. Effective Organizational Arrangements. Managing the Development Process: Ideas. Managing the Development Process: Concept to Strategy. Managing the Development Process: Development to Commercialization. The Consumer-Adoption Process.

12. Designing Global Market Offerings.

Deciding Whether to go Abroad. Deciding Which Markets to Enter. Deciding How to Enter the Market. Deciding on the Marketing Program. Deciding on the Marketing Organization.

IV. MAKING MARKETING DECISIONS.

13. Managing Product Lines and Brands.

The Product and the Product Mix. Product-Line Decisions. Brand Decisions. Packaging and Labeling.

14. Designing and Managing Services.

The Nature of Services. Marketing Strategies for Service Firms. Managing Product Support Services.

15. Designing Pricing Strategies and Programs.

Setting the Price. Adapting the Price. Initiating and Responding to Price Changes.

V. MANAGING AND DELIVERING MARKETING PROGRAMS.

16. Managing Marketing Channels.

What Work is Performed by Marketing Channels? Channel-Design Decisions. Channel-Management Decisions. Channel Dynamics.

17. Managing Retailing, Wholesaling, and Market Logistics.

Retailing. Wholesaling. Market Logistics.

18. Managing Integrated Marketing Communications.

The Communication Process. Developing Effective Communications. Deciding on the Marketing Communications Mix. Managing and Coordinating Integrated Marketing Communications.

19. Managing Advertising, Sales Promotion, Public Relations.

Developing and Managing an Advertising Program. Deciding on Media and Measuring Effectiveness. Sales Promotion. Public Relations.

20. Managing the Sales Force.

Designing a Sales Force. Managing the Sales Force. Principles of Personal Selling.

21. Managing Direct and Online Marketing.

The Growth and Benefits of Direct Marketing. Customer Databases and Indirect Marketing. Major Channels for Direct Marketing. Marketing in the 21st Century: Electronic Commerce. Public and Ethical Issues in Direct Marketing.

22. Managing the Total Marketing Effort.

Trends in Company Organization. Marketing Organization. Marketing Implementation. Evaluation and Control.

Credits.
Name Index.
Company/Brand Index.
Subject Index.

Stan

Minimalne ślady używania na okładce. Wewnątrz bez zaznaczeń.

O książce

The Cluetrain Manifesto burst onto the scene in March of 1999 with ninety-five theses nailed up on the Web. Within days, www.cluetrain.com had ignited a vibrant global conversation challenging sacred corporate assumptions about the very nature of business in a digital world. Soon, executives across the country were lining up to sign the manifesto. This is the book that delivers on that buzz.

Written by four of the liveliest voices on the Web, The Cluetrain Manifesto illustrates how, through the Internet, people are discovering and inventing new ways to share knowledge with blinding speed. As a direct result, markets are getting smarter-and getting smarter faster than most companies. Today's markets are conversations. Their members communicate in language that is natural, open, honest, direct, funny, and often shocking. Companies that aren't listening to these exchanges are missing a dire warning. Companies that aren't engaging in them are missing an unprecedented opportunity.

The Cluetrain Manifesto gets its name from a veteran executive from a now defunct Fortune 500 firm describing his company's plummet by saying: "The clue train stopped here four times a day for ten years and they never took delivery." In other words, they didn't seize the opportunities that were before them, fell out of touch with their market, and lost to the competition as a result.

The Cluetrain Manifesto takes you deeper into the new order of business than any other book this decade, presenting a stunning tapestry of anecdotes, object lessons, parodies, war stories, and suggestions, all aimed at illustrating what it will take to survive and prosper in the fast-forward world on the wire. Business as usual is gone forever-this is your wake-up call.

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Spis treści

Preface
List of abbreviations
Publisher's acknowledgements

1 International marketing and exporting 1
2 Bases of international marketing 36
3 The international environment 84
4 Export market selection: definition and strategies 154
5 Information for international market(ing) decisions 203
6 Market entry strategies 242
7 Export entry modes 275
8 Nonexport entry modes 325
9 Product decisions 386
10 Pricing decisions 438
11 Financing and methods of payment 479
12 Promotion and marketing communication 511
13 The export order and physical distribution 571
14 Organization of international marketing activities 617

Glossary 646
Index 655

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Minimalne ślady używania na okładce. Wewnątrz bez zaznaczeń.

Spis treści

Foreword
Acknowledgments
Introduction 1

Sect. I Corporate Branding and Its Bottom-Line Impact 5

Ch. 1 What Is Corporate Branding? 7
Ch. 2 The Corporate Branding Index: Attaining the "Holy Grail" 19
Ch. 3 The Multiplier Effect on Financial Performance 29

Sect. II How Corporate Branding Is Achieved 49

Ch. 4 Crafting the Brand 51
Ch. 5nEstablishing the Key Message 61
Ch. 6 Integrating Communications to Reach Corporate Goals 79
Ch. 7 The Multiplier Effect on Key Audiences 95

Sect. III Implementing Corporate Branding 107

Ch. 8 Gaining Recognition for the Spin-Off 109
Ch. 9 Corporate Branding on a Global Scale 117
Ch. 10 How Corporate Branding Works for the Small Business 129
Ch. 11 Advocacy and Cause Marketing 139
Ch. 12 Interactive Media ... and Strong Brand Position 155

Sect. IV Corporate Branding and the CEO 167

Ch. 13 Corporate Growth versus Status Quo 169
Ch. 14 The Role of the CEO 177
Ch. 15 Two Sources of Aid for the CEO 189

App. A Levi Strauss and Co.: "One of the Great Global Brands" 199
App. B Hancor, Inc.: The Critical Path to Starting a Corporate Branding Program 209
App. C Other Ways to Reflect Corporate Brand 217

Index 225

Stan

Książka wygląda jak nowa. Bez zaznaczeń.


O książce

Autor jest uznawany za twórcę marketingu bezpośredniego.


Spis treści

1. Direct Marketing Is a Strategy, Not a Tactic

It's not an ad with a coupon, it's not a commercial with a toll-free number, it's not a mailing, a phone call, a promotion, a database, or a Web site; It's a commitment to getting and keeping valuable customers.

2. The Consumer, Not the Product, Must Be the Hero

The product must create value for each of its consumers. It must satisfy consumers' unique differences, not their commonalities. The call of the Industrial Revolution was manufacturers saying, "This is what I make, don't you want it?" The call of the Information Age is consumers asking, "This is what I need, won't you make it?"

3. Communicate with Each Customer or Prospect as an Audience of One

Advertising must be as relevant to each consumer as the product or service is. General advertising and more targeted direct marketing must both be part of a holistic communication strategy.

4. Answer the Question "Why Should I?"

The most dangerous question a prospect or customer asks is "Why should I?" And he may ask it more than once -- but never of you. The product and its communication stream must continue to provide him with both rational and emotional answers.

5. Advertising Must Change Behavior, Not Just Attitudes

Favorable consumer attitudes go only part of the way to creating sales. It's also the consumer's accountable actions such as inquiries, product trials, purchases, and repurchases that create profits.

6. The Next Step: Profitable Advertising

The results of advertising are increasingly measurable;they must now become accountable. Advertising can't be just a contribution to goodwill -- it must become an investment in profits.

7. Build the "Brand Experience"

Customers have to know and feel the brand as an experience that serves their individual needs. It has to be a total and ongoing immersion in satisfaction that includes everything from packaging to point of purchase, repurchase, and after-sale service and communications.

8. Create Relationships

Relationships continue to grow -- encounters do not. The better the buyer-seller relationship, the greater the profit.

9. Know and Invest in Each Customer's Lifetime Value

One automobile dealer calculated that a lifetime of cars sold to one customer would be worth $332,000. How much should a marketer spend to create such a loyal lifetime customer for a given product or service?

10. "Suspects" Are Not "Prospects"

"Prospects" are consumers who are able, ready, and willing to buy, "suspects" are merely eligible to do so. Communicating with prospects reduces the cost of sales; communicating with suspects raises the cost of advertising.

11. Media is Contact Strategy

Measurable results from media, not the number of exposures, are what counts. Measurements such as "reach" and "frequency" are out of date. Only "Contacts" can begin relationships.

12. Be Accessible to Your Customers

Be there for your customers--be their database and source of information and service through as many channels of communication as possible. They can't tell you what they need unless they can reach you.

13. Encourage Interactive Dialogues

Listen to consumers rather than talk at them. Let them "advertise" their individual needs. They'll be grateful for your responsiveness. Convert one-way advertising to two-way information sharing.

14. Learn the Missing "When?"

The answer "Not now" is as dangerous to advertising as "Not this." Only consumers know when they are ready to buy, and they will tell you if you ask them in the right way.

15. Create an Advertising Curriculum That Teaches as It Sells

A "curriculum" is a learning system that teaches one "bit" of information at a time. Each advertising message (bit) can build on the learning of the previous one. It can teach consumers why your product is superior and why they should buy it.

16. Acquire Customers with the Intention to Loyalize Them

Promotions sell product trials -- but not ongoing brand loyalty. They may also attract the wrong customers, who may never become loyal. The right customers must be acquired and persuaded to want what the product does and not what the promotion offers. The right customers may in fact be your competitor's best customers.

17. Loyalty Is a Continuity Program

"Totally satisfied" customers are least likely to fall away. Those who are merely "satisfied" may fall away without warning. To build ongoing relationships, rewards for good customers should be tenure-based (on previous purchases, usage behavior, and length of relationship). Rewarding "tenure" can prevent competitors from "conquesting" your best customers.

18. Your Share of Loyal Customers, Not Your Share of Market, Creates Profits

Spend more on the good customers you have. Ninety percent of most companies' profits come from repeat customers. It costs six to ten times as much to get a new customer as to keep an old one.

19. You Are What You Know

Data is an expense -- knowledge is a bargain. Collect only data that can become information, which, in turn, can become knowledge. Only knowledge can build on success and minimize failure. A company is no better than what it knows. 

Stan

Minimalne ślady używania na okładce. Wewnątrz bez zaznaczeń.

O książce

Autor opisuje wpyw portali aukcyjnych, takich jak Ebay, na zachowania współczesnych konsumentów.

Spis treści

Introduction 1

1 Primitive Values: The Accumulation Nation 15
2 Secondhand Nation: Minding the Liquidity Gap 37
3 Auction Fever: Catalyst for a Cultural Revolution 57
4 True Liquidity: Creating a Perfect Market 77
5 Future Value: Embracing the Auction Culture 103
6 For the Good of All: The Net Effect 131
7 To Fight or not to Fight: Corporate Responses to Change 155
8 Setting a Course: Winning Business Strategies 181
9 The Evolution of a New Ecosystem: Tomorrow's Opportunities 209

A Note on the Data 229
Acknowledgments 231
Selected References 233
Index 235

Stan

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O książce

In Free Prize Insule, Seth Godin is back with practical advice on how to put Purple Cow thinking to work inside your organization (big or small, profit or non) to MAKE SOMETHING HAPPEN. The next big marketing idea is a proven strategy for making your products or services so remarkable that they practically sell themselves.

Purple Cow taught marketers the value of standing out from the herd, which is how companies like Krispy Kreme and JetBlue made it big. But it left readers hungry for more: How do you actually think up new Purple Cows? And how do you get them adopted by risk-averse Brown Cow companies?

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You don't have to spend a fortune to create something cool that virtually sells itself. Think of simple but powerful innovations like the Tupperware party, Flintstones vitamins, G.I. Joe (a doll just for boys), Lucille Roberts (a gym just for women), and frequent flier miles. Free Prize Inside will teach you how to create those kinds of blockbusters at your own company without a bunch of MBA-brainwashed marketers. You don't have to be a genius—you just need curiosity, initiative, and a strategy for overcoming resistance when you champion your idea.

We're all marketers now, no matter what our job titles. With Godin's help, we can find the free prize that will transform our companies.