MARKETING BOOK kho tài liệu bách khoa

Marketing John Mullins Orville C Walker, Jr Harper W Boyd, Jr Barbara Jamieson MK-A5-engb 1/2014 (1004) This course text is part of the learning content for this Edinburgh Business School course In addition to this printed course text, you should also have access to the course website in this subject, which will provide you with more learning content, the Profiler software and past examination questions and answers The content of this course text is updated from time to time, and all changes are reflected in the version of the text that appears on the accompanying website at http://coursewebsites.ebsglobal.net/ Most updates are minor, and examination questions will avoid any new or significantly altered material for two years following publication of the relevant material on the website You can check the version of the course text via the version release number to be found on the front page of the text, and compare this to the version number of the latest PDF version of the text on the website If you are studying this course as part of a tutored programme, you should contact your Centre for further information on any changes Full terms and conditions that apply to students on any of the Edinburgh Business School courses are available on the website www.ebsglobal.net, and should have been notified to you either by Edinburgh Business School or by the centre or regional partner through whom you purchased your course If this is not the case, please contact Edinburgh Business School at the address below: Edinburgh Business School Heriot-Watt University Edinburgh EH14 4AS United Kingdom Tel + 44 (0) 131 451 3090 Fax + 44 (0) 131 451 3002 Email enquiries@ebs.hw.ac.uk Website www.ebsglobal.net The courses are updated on a regular basis to take account of errors, omissions and recent developments If you'd like to suggest a change to this course, please contact us: comments@ebs.hw.ac.uk Marketing John Mullins is Associate Professor of Management Practice in Marketing and Entrepreneurship at London Business School He earned his MBA at the Stanford Graduate School of Business and, considerably later in life, his PhD in marketing from the University of Minnesota An award-winning teacher, John brings to his teaching and research 20 years of executive experience in high-growth firms, including two ventures he founded, one of which he took public Since becoming a business school professor in 1992, John has published more than 40 articles in a variety of outlets, including Harvard Business Review, MIT Sloan Management Review and the Journal of Product Innovation Management His research has won national and international awards from the Marketing Science Institute, the American Marketing Association and the Richard D Irwin Foundation He has authored two best-selling trade books: The New Business Road Test (London: Prentice-Hall/FT, 3rd edition 2010), which shows entrepreneurs and executives what they should before writing a business plan; and, with noted author and venture capital investor Randy Komisar, Getting to Plan B: Breaking Through to a Better Business Model (Boston: Harvard Business Press, 2009) He has served on the boards of fast-growing entrepreneurial companies in North America, Europe and Asia and is a frequent speaker on topics related to entrepreneurship and venture capital Professor Orville C Walker, Jr was the James D Watkins Professor of Marketing and Director of the PhD Programme, in the University of Minnesota's Carlson School of Management He holds a Master's degree in social psychology from the Ohio State University and a PhD in marketing from the University of Wisconsin-Madison Orville is the co-author of three books and has published more than 50 research articles in scholarly and business journals He has won several awards for his research, including the O'Dell award from the Journal of Marketing Research, the Maynard award from the Journal of Marketing and a lifetime achievement award from the Sales Management Interest Group of the American Marketing Association Orville has been a consultant to a number of business firms and not-for-profit organisations and he has taught in executive development programmes around the world, including programmes in Poland, Switzerland, Scotland and Hong Kong Perhaps his biggest business challenge, however, was attempting to turn a profit as the owner-manager of a small vineyard in western Wisconsin The late Professor Harper W Boyd, Jr was the Donaghey Distinguished Professor Emeritus of Marketing at the University of Arkansas at Little Rock He was internationally known in the areas of marketing strategy and marketing research He authored, co-authored, or edited more than 50 books and monographs and 100 articles, cases and other teaching materials and served as editor of the Journal of Marketing Research He taught on the faculties of several prominent business schools around the world, including Stanford, Northwestern, Tulane and INSEAD; and he received an honorary Doctorate of Letters from the Edinburgh Business School in Scotland He also consulted extensively with both consumer and industrial products companies around the world Barbara Jamieson is a Senior Teaching Fellow and Marketing course leader With an extensive career in industry and academia, she brings a wealth of practical and theoretical knowledge to her teaching Before entering academia she built up more than 15 years’ commercial experience in advertising, marketing research and marketing consultancy She holds an MBA, an honours degree in business organisation, and is a Chartered Marketer Barbara Jamieson delivers a broad range of marketing-related courses across the MBA, MSc and DBA programmes As well as her teaching roles, she supports faculty in the Edinburgh Business School international learning partner network to promote quality in programme delivery, with particular emphasis on using the case method approach Since 2005 she has played a leading role in several projects supported by the Global Business School Network to build management education capacity in Kenya, involving seminars and workshops to promote case method teaching and develop case writing skills among university faculty She is pursuing doctoral-level research on the relationship between distance-learning student characteristics, the student learning experience and learning outcomes She is leading a related initiative to explore how new technology can enrich the student learning experience First Published in Great Britain in 1996 Original edition copyright 2010 The McGraw-Hill Companies, Inc All rights reserved The rights of John W Mullins, Orville C Walker, Jr, Harper W Boyd, Jr and Barbara Jamieson to be identified as Authors of this Work have been asserted in accordance with the Copyright, Designs and Patents Act 1988 All rights reserved; no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers This book may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover other than that in which it is published, without the prior consent of the Publishers Contents Preface Why This Book? A Focus on Decision Making Web-Savvy Insights A Real-World, Global Perspective Introduction to this Course Instructions on Using the Study Programme Materials Conclusion Acknowledgements PART Module xviii xix AN OVERVIEW OF MARKETING MANAGEMENT The Marketing Management Process Corporate Strategies and Their Marketing Implications 2.1  What Is Marketing’s Role in Formulating and Implementing Strategies? 2.2 Three Levels of Strategy: Similar Components But Different Issues 2.3 The Marketing Implications of Corporate Strategy Decisions Learning Summary Review Questions Module xviii xx 1.1  Why Are Marketing Decisions Important? 1.2 Marketing Creates Value by Facilitating Exchange Relationships 1.3 What Does Effective Marketing Practice Look Like? 1.4 Who Does What? 1.5 Some Recent Developments Affecting Marketing Management Learning Summary Review Questions Module xiii xiii xiii xiv xiv Business Strategies and Their Marketing Implications 3.1  3.2 3.3 3.4 3.5 Strategic Decisions at the Business-Unit Level How Do Businesses Compete? How Do Competitive Strategies Differ from One Another? Deciding When a Strategy Is Appropriate: The Fit between Business Strategies and the Environment How Different Business Strategies Influence Marketing Decisions Marketing Edinburgh Business School 1/1 1/4 1/5 1/14 1/25 1/28 1/31 1/33 2/1 2/6 2/13 2/17 2/37 2/38 3/1 3/4 3/7 3/14 3/17 3/22 vii Contents 3.6 What If the Best Marketing Programme for a Product Does Not Fit the Business’s Competitive Strategy? Learning Summary Review Questions PART OPPORTUNITY ANALYSIS Module Environmental Analysis: Tools to Identify Attractive Markets 3/26 3/28 3/29 4/1  4.1  Swimming Upstream or Downstream: An Important Strategic Choice 4/3 4.2 Macro Trend Analysis: A Framework for Assessing Market Attractiveness 4/3 4.3 Environmental Analysis Guides Marketing Decision Making 4/13 Learning Summary 4/15 Review Questions 4/16 Module Industry Analysis and Competitive Advantage 5/1  5.1  5.2 5.3 5.4 Markets and Industries: What’s the Difference? The Market Is Attractive: What About the Industry? Industry Analysis Locally: How Intense Is the Immediate Competition? Rate of Diffusion of Innovations: Another Factor in Assessing Opportunity Attractiveness 5.5 Sustaining Competitive Advantage over the Product Life Cycle Learning Summary Review Questions Module Understanding Consumer Buying Behaviour 5/3 5/6 5/12 5/14 5/17 5/25 5/26 6/1  6.1  The Psychological Importance of the Purchase Affects the Decision-Making Process 6/4 6.2 Why People Buy Different Things: Part – The Marketing Implications of Psychological and Personal Influences 6/18 6.3 Why People Buy Different Things: Part – The Marketing Implications of Social Influences 6/26 Learning Summary 6/29 Review Questions 6/30 Module Understanding Organisational Markets and Buying Behaviour 7/1  7.1  7.2 7.3 7/3 7/9 Who Is the Customer? How Organisational Members Make Purchase Decisions Selling Different Kinds of Goods and Services to Organisations Requires Different Marketing Programmes Learning Summary Review Questions viii 7/21 7/26 7/27 Edinburgh Business School Marketing Contents Module Measuring Market Opportunities: Forecasting and Market Research 8.1  8.2 8.3 8.4 8.5 Every Forecast Is Wrong! A Forecaster’s Toolkit: A Tool for Every Forecasting Setting Cautions and Caveats in Forecasting Why Data? Why Marketing Research? Market Knowledge Systems: Charting a Path toward Competitive Advantage 8.6 Marketing Research Resolves Specific Marketing Challenges 8.7 What Users of Marketing Research Should Ask 8.8 Rudimentary Competence: Are We There Yet? Learning Summary Review Questions Module Module 10 Market Segmentation and Target Marketing 8/1 8/4 8/4 8/12 8/13 8/14 8/21 8/31 8/31 8/32 8/32 9/1 9.1  Why Do Market Segmentation and Target Marketing Make Sense? 9.2 How Are Market Segments Best Defined? 9.3 Choosing Attractive Market Segments: A Five-Step Process 9.4 Different Targeting Strategies Suit Different Opportunities 9.5 Global Market Segmentation and Target Marketing Learning Summary Review Questions 9/3 9/5 9/13 9/21 9/22 9/23 9/24 Positioning 10/1 10.1  Differentiation: One Key to Customer Preference and Competitive Advantage 10.2 Physical Positioning 10.3 Perceptual Positioning 10.4 Levers Marketers Can Use to Establish Brand Positioning 10.5 Preparing the Foundation for Marketing Strategies: The Brand Positioning Process 10.6 The Outcome of Effective Positioning: Building Brand Equity 10.7 Analytical Tools for Positioning Decision Making Learning Summary Review Questions Marketing Edinburgh Business School 10/2 10/4 10/5 10/6 10/7 10/22 10/24 10/26 10/26 ix Contents PART MARKETING PROGRAMME DECISIONS Module 11 Product Decisions 11/1  11.1  Product Design Decisions for Competitive Advantage 11.2 Managing Product Lines for Customer Appeal and Profit Performance 11.3 New Product Development Process Decisions Learning Summary Review Questions Module 12 Pricing Decisions 12/1  12.1  A Process for Making Pricing Decisions 12.2 Methods Managers Use to Determine an Appropriate Price Level 12.3 Deciding on a Price Structure: Adapting Prices to Market Variations Learning Summary Review Questions Module 13 Module 14 12/3 12/13 12/22 12/29 12/30 Distribution Channel Decisions 13/1  13.1  Why Do Multi-firm Marketing Channels Exist? 13.2 Designing Distribution Channels: What Are the Objectives to Be Accomplished? 13.3 Designing Distribution Channels: What Kinds of Institutions Might Be Included? 13.4 Channel Design Alternatives 13.5 Which Alternative Is Best? It Depends on the Firm’s Objectives and Resources 13.6 Channel Design for Global Markets 13.7 Channel Design for Services 13.8 Channel Management Decisions Learning Summary Review Questions 13/3 Integrated Promotion Decisions 13/5 13/9 13/13 13/16 13/23 13/27 13/28 13/37 13/38 14/1  14.1  The Promotion Mix: A Communication Toolkit 14.2 Developing an Integrated Marketing Communications Plan 14.3 The Nitty-Gritty of Promotional Decision Making Learning Summary Review Questions x 11/3 11/14 11/17 11/29 11/30 14/3 14/4 14/10 14/32 14/33 Edinburgh Business School Marketing Index differentiation 3/11, 3/13–3/14 value of 1/12 customer segment pricing 12/29–12/30 customer service, personal selling 14/26 customer-focused objectives 2/23–2/24 customer-oriented pricing methods 12/20–12/24 customers loyalty 1/12, 16/13–16/14, 17/16– 17/21 needs 1/7–1/10 organisational 1/7 profitability 17/18–17/21 sales analysis 19/18 satisfaction 16/13–16/14, 17/16– 17/21, 19/8–19/11 types 1/7 ultimate 1/7 wants 1/7–1/10 data analysis, marketing research 8/30 data collection marketing research 8/30 positioning 10/10 data sources, marketing research 8/23– 8/27 data types, marketing research 8/23– 8/27 database marketing, ethics 8/18–8/20 deciders, organisational purchasing 7/6 decision making buying behaviour, consumer 6/4– 6/18 environmental analysis 4/12–4/15 high-involvement purchasing 6/5– 6/13 low-involvement purchasing 6/13 types of consumer 6/5 decision support software 14/27–14/28 decision-making decision-makers’ role 1/27 focus 1/15 internal records systems 8/12–8/15 positioning 10/24 purchase decision-making process 7/11–7/18 decisions make-or-buy 7/13 decline stage, product life cycles 5/24 declining market strategies 17/29–17/37 attractiveness 17/29–17/32 competitors’ strategies 17/32–17/37 Marketing Edinburgh Business School divestment 17/32 exit barriers 17/31 harvesting 17/35 liquidation 17/32 decomposition approaches, perceived value estimation 12/22 defender strategy 3/7–3/10, 3/14 conditions for 3/17–3/18, 3/21–3/22 demand, estimating 12/9–12/13 demographic descriptors, market segmentation 9/6–9/8 demographic environment 4/3–4/7, 4/14 demographics, buying behaviour, consumer 6/23–6/26 demographics, market 7/4 deregulation/regulation, government 4/10 derived demand 7/4 design decisions, marketing performance 19/13–19/15 determinant attributes, positioning 10/9– 10/10 development stages, influence 2/11 development, growth strategy 2/24–2/28 differential pricing, pricing decisions 12/29–12/31 differentiated marketing 9/21 differentiation business strategies 10/3, 10/5 Cable & Wireless Communications 3/11 competitive advantage 10/2–10/4, 17/6–17/8 competitive strategy 3/7–3/10 customer relationships 3/11, 3/13– 3/14 goods and services 10/4 methods 17/8–17/14 positioning 10/2–10/4 pricing strategy 12/7 product 17/6–17/8 services 12/7 direct costing 19/6–19/11 direct marketing, advertising 14/15 discount pricing policies 12/19 discounted cash flow model, value-based planning 2/34 discounts, pricing decisions 12/26–12/29 discriminatory pricing 12/29–12/30 distribution I/5 Index branding 11/11 policies 3/23, 3/26 product life cycles 5/22 retailing 1/3 distribution channel decisions 6/16, 6/17, 13/1–13/38 alternative designs 13/13–13/16 alternatives 13/25–13/27 channel management decisions 13/28–13/37 conflicts 13/36 consumer goods and services 13/14– 13/15, 13/16–13/19 contract manufacturing 13/24 contractual entry modes 13/24 control strategies 13/32–13/33 cost-effectiveness 13/20–13/22 countertrade 13/24 designing channels 13/5–13/8 exporting 13/23 flexibility 13/22 franchising 13/24, 13/30 global markets 13/23–13/27 institutions involved 13/9–13/13 Internet 13/18 joint ventures 13/24 low-cost distribution 17/15 management decisions 13/28–13/37 measurement criteria 13/6 middlemen 13/25–13/27 multichannel distribution 13/22 overseas direct investment 13/24 power sources 13/31–13/32 product availability 13/6–13/7 resolution strategies 13/36 services 13/27 sole ownership 13/25 trade promotions 13/33–13/36 trade-off analysis 13/16–13/23 VMS 13/28–13/31 diversification, growth strategy 2/24– 2/28 divestment, declining market strategies 17/32 Dogs, Growth-Share Matrix (BCG) 2/28–2/31 driving forces, trends 5/7 dropping products, product decisions 11/16 e-commerce 1/1–1/4, 1/29–1/30, 13/13–13/15 I/6 categories 1/30 corporate strategies 2/2–2/5 e-hubs 13/10, 13/12–13/13 organisational buying 7/16 economic environment 4/8–4/9 economic value added (EVA) 2/33 economic value estimation 12/22–12/23 education, demographic descriptor 9/8 effective marketing practice 1/14–1/24 efficient consumer response (ECR) 13/21–13/22 Egg (Prudential) Banking 11/1–11/3, 11/4 electronics, trends 4/11 email, advertising 14/18 empathic design technique 11/9 encirclement strategies 16/24–16/26 environmental analysis 1/18, 4/1–4/16 anticipating change 4/14 decision making 4/12–4/15 economic environment 4/8–4/9 green products 4/12 legal environment 4/9–4/10 macro(environmental) trends 4/1– 4/12 physical environment 4/11–4/12 political environment 4/9–4/10 regulatory environment 4/9–4/10 responding to change 4/14 technological environment 4/10–4/11 environments, business strategies 3/17– 3/22 estimating costs 12/13–12/15 estimating demand 12/9–12/13 estimating value 12/15–12/24 ethics advertising 14/19, 14/20 database marketing 8/18–8/20 ideas generation 11/23 internet marketing 8/18–8/20 issues addressed 2/21 macro(environmental) trends 4/14 marketing implications 2/20–2/21 marketing research 8/18–8/20 missions/mission statements 2/19– 2/20 organisational buying behaviour 7/14 pharmaceuticals 10/20 target marketing 9/15 tyres 11/13–11/14 Edinburgh Business School Marketing Index ethnic origin/race, demographic descriptor 9/8 evaluating alternatives, buying behaviour, consumer 6/10–6/12 evaluation adoption process 5/14 advertising 14/21–14/24 buying behaviour, consumer 6/10– 6/12 organisational buying 7/18 performance 18/8 postpurchase 6/12 promotion decisions 14/9 salesforce 14/28–14/29 suppliers 7/13–7/15 exchange relationships 1/5–1/14 parties in 1/6–1/7 success factors 1/5–1/6 exclusive distribution, consumer goods and services 13/17 executive summary, marketing plans 1/24 Exel Company 7/1–7/3 exhibitions, advertising 14/15 exit barriers, declining market strategies 17/31 expansion, growth strategy 2/25–2/28 expected value pricing models 12/19 expense analysis, sales analysis 19/19– 19/20 exporting distribution channel decisions 13/23 pioneers 15/19–15/20 facilitating agencies 1/27, 13/10, 13/12– 13/13 factor analysis, positioning decisionmaking 10/24 family branding 11/10 family influences, buying behaviour, consumer 6/28–6/29 family life cycle, buying behaviour, consumer 6/29 feedback customers 1/3 marketing performance 19/11–19/13 Firestone/Bridgestone tyres 11/13– 11/14, 14/32 first cf best, product decisions 11/22 first-mover advantage, new product development 11/21–11/22 Fishbein model, buying behaviour, consumer 6/21–6/22 Marketing Edinburgh Business School fixed costs 12/13 flanking strategies 16/14, 16/24–16/26 flexibility distribution channel decisions 13/22 objectives 13/6, 13/8 FOB origin pricing 12/24 followers growth-market strategies 16/17– 16/27 market entry strategies 15/5–15/11 market shares 16/3–16/7 objectives 16/17 forecasting 8/1–8/32 analogy 8/8 bias 8/12 cautions 8/11–8/12 caveats 8/11–8/12 chain ratio 8/11 judgement 8/9 keys to good 8/11–8/12 market testing 8/9 mathematics 8/10 observation 8/7 quantitative methods 8/6–8/7 statistical methods 8/6–8/7 surveys 8/7–8/8 telecommunications 8/1–8/4 toolkit 8/4–8/11 foreign middlemen 13/25 formalisation, organisational structures 18/12–18/18 fortress strategy, market share maintenance 16/13–16/14 forward vertical integration, growth strategy 2/27 franchising, distribution channel decisions 13/24, 13/30–13/31 freight absorption pricing 12/25 French wine, repositioning 10/1–10/2 frontal attack strategies 16/22–16/24 Fruit of the Loom Inc., Internet 7/17 full costing 19/6–19/11 functional competencies implementation 18/11 resources allocation 18/11 functional efficiency 1/27 middlemen 13/4 functional organisations, SBUs 18/13– 18/14 functional strategies 2/14 I/7 Index gatekeepers, organisational purchasing 7/6 GDP (gross domestic product) 4/8–4/9 General Motors 5/25 generic business-level competitive strategies 3/7–3/10 geodemographic descriptors 9/8 geographic adjustments, pricing decisions 12/24 geographic demographic descriptors 9/8 global adjustments, pricing decisions 12/25–12/26 global competitors, competitive strategies 3/12 global marketing control 19/26 global markets distribution channel decisions 13/23– 13/27 expansion 17/28 organisational design 18/20–18/22 personal selling 14/25 pioneers 15/19–15/20 segmentation 9/22 global target marketing 9/22 globalisation 1/28 goals business strategies 3/15–3/16 strategy component 2/14, 2/16 going-rate pricing 12/19 Goldmine salesforce automation software 8/20 goods and services buying behaviour, organisational markets 7/21–7/26 consumer 1/7 differentiation 10/4 industrial 1/7 product decisions 11/5–11/6 government markets, purchasing processes 7/20 government regulation/deregulation 4/9–4/10 green products 4/12 gross domestic product (GDP) 4/8–4/9 growth corporate strategies 2/24–2/28, 3/1– 3/3 performance criterion 2/23 growth stage, product life cycles 5/22 growth-extension objectives 17/22– 17/29 I/8 growth-market strategies 16/1–16/27 confrontation 16/15–16/16 contraction 16/17 flanker 16/14 followers 16/17–16/27 market expansion 16/16 objectives 16/17–16/27 opportunities 16/4–16/7 price competition 16/7 risks 16/4–16/7 strategic withdrawal 16/17 target marketing 9/21 Growth-Share Matrix (BCG) 2/28–2/31 Hallmark Cards, distribution channel decisions 13/1–13/3 harvesting declining market strategy 17/35– 17/36 pricing strategy 5/25, 12/7, 12/8 heterogeneous markets 9/4 Hewlett-Packard 18/1–18/4 high-involvement purchasing 6/5–6/14 decision making 6/5–6/13 marketing decisions 6/16 vs low-involvement purchasing 6/15 Honeywell Company, buying center 7/9 IBM, corporate strategies 2/1–2/6, 2/16 ideas generation 11/22–11/24 advertising creative strategy 14/19– 14/20 ethics 11/23 identifying attractive markets 4/1–4/16, 5/6–5/17 implementation functional competencies 18/11 marketing plans 18/22–18/30 marketing programmes 1/22 organisational adjustments 18/19– 18/20 organisational structures 18/9–18/22 organising 18/1–18/31 planning 18/1–18/31 services 18/11–18/12 impulse buying, buying behaviour, consumer 6/14 incentives, distribution channel decisions 13/33–13/36 income, demographic descriptor 9/7 industrial goods and services 1/7 distribution channel decisions 13/18 marketing channels 13/15 Edinburgh Business School Marketing Index industries analysis level 5/4–5/6 cf markets 5/3–5/6 defining 5/4 industry analysis 1/18 attractiveness, industry 5/6–5/17 competitive advantage 5/1–5/26 information sources 8/25 locally 5/12–5/14 industry attractiveness-business position matrix, portfolio model 2/32 industry evolution 5/12 inertia, buying behaviour, consumer 6/14 inertia, strategic 2/13 influencers, organisational purchasing 7/6 information products/suppliers 7/13 information searches, low-involvement purchasing 6/6–6/10 information sources buying behaviour, consumer 6/8–6/9 industry analysis 8/25 macro(environmental) trends 4/14 marketing research 8/25 information technology (IT) 1/29–1/31 initial screening decisions 11/22–11/23 innovations, rate of diffusion 5/14–5/17 innovativeness performance criterion 2/23 products 17/15 installations, buying behaviour, organisational markets 7/22, 7/24 integrated marketing communications (IMC) 14/1, 14/3–14/4 developing 14/4–14/10 integration, buying behaviour, consumer 6/20 intensive distribution, consumer goods and services 13/17 interest, adoption process 5/14 internal records systems 8/12–8/15 Internet airline seat pricing 12/30 auction websites 7/16, 12/20 competitive strategies 3/13 corporate strategies 2/2–2/5 differential pricing 12/30 distribution channel decisions 13/18 ethics, internet marketing 8/18–8/20 Fruit of the Loom Inc 7/17 Marketing Edinburgh Business School Hewlett-Packard 18/1–18/4 information source, buying decisions 6/9 organisational buying 7/16, 7/17 searching 4/11 web advertising 14/17–14/19 Iomega Corporation, Zip drives 1/9 Johnson Controls Inc., mature market strategies 17/1–17/4 joint ventures, distribution channel decisions 13/24 judgement, forecasting 8/9 keiretsu, growth strategy 2/28 key issues, marketing plans 1/24 key variables, marketing performance 19/14 knowledge-based synergies 2/36 laboratory test marketing 11/27–11/28 Larazade, integrated promotion decisions 14/1–14/2 lead user research, new product development 11/23 leapfrog strategies 16/24 legal considerations, pricing decisions 12/30 legal environment 4/9–4/10 levers, positioning 10/6 lifestyle buying behaviour, consumer 6/23– 6/26 market segmentation 9/11 lifetime customer value 1/12 line extensions, product decisions 11/15 line filling, product decisions 11/14 line stretching, product decisions 11/15 line-item margin, sales analysis 19/19– 19/20 liquidation, declining market strategies 17/32 location pricing 12/29 logistical alliances, organisational buying 7/17 long-term memory, buying behaviour, consumer 6/19 long-term profitability 11/17 long-term relationships, organisational buyers 7/1–7/3 low-cost distribution 17/15 low-cost positions, maintaining 17/14– 17/16 low-involvement purchasing 6/13–6/18 I/9 Index decision making 6/13 marketing decisions 6/16 vs high-involvement purchasing 6/15 loyalty, customers 1/12, 16/13–16/14, 17/16–17/21 macro(environmental) trends 4/1–4/12, 9/17 ethics 4/14 information sources 4/14 outputs 4/14 make-or-buy decisions 7/13, 13/20 marginal contributions costing 19/6– 19/11 market characteristics, and business strategies 3/17–3/22 market development growth strategy 2/24–2/28 market efficiency, middlemen 13/4 market expansion 17/27–17/29 growth-market strategy 16/16 market information 1/19 objectives 13/6, 13/8, 13/19 market knowledge systems, competitive advantage 8/13–8/21 market leaders growth-market strategies 16/7–16/17 market shares 16/3–16/7 market management organisations, implementation 18/16 market opportunity analysis 1/18–1/20 market opportunity, measuring 8/1–8/32 market potential 8/4 market segmentation 1/13, 1/19, 9/1– 9/23 choosing segments 9/13–9/21 competitive-position matrixes 9/13– 9/21 defining segments 9/5–9/13 demographic descriptors 9/6–9/8 global 9/22 innovative 9/12–9/13 market-attractiveness matrixes 9/13– 9/21 process 9/3–9/5 reasons 9/3–9/5 resources allocation 9/19 software 9/13 strategies 9/21–9/22 VALS 2; 9/12 market share maintenance 17/21–17/29 fortress strategy 16/13–16/14 I/10 objectives 16/8–16/12 position defence strategy 16/13– 16/14 strategies 16/8–16/17, 17/35, 17/36 market shares followers 16/3–16/7 leaders, objectives 16/10, 16/13 pioneers 16/3–16/7 market space, creating 5/6 market testing, forecasting 8/9 market-attractiveness/competitiveposition matrixes, market segmentation 9/13–9/21 marketing audit 19/26–19/29 marketing channels 1/25 consumer goods and services 13/14 defined 13/3 multi-firm 13/3–13/4 marketing concept 2/8 marketing databases 8/16–8/18 marketing decision support systems 8/32 marketing decisions business strategies 3/22–3/27 high-involvement purchasing 6/16 importance 1/4–1/5 low-involvement purchasing 6/16 marketing mix 6/16 marketing efficiency 1/27 marketing institutions 1/24–1/26 marketing management defined 1/14–1/16 developments affecting 1/28–1/31 effective marketing practice 1/14– 1/24 influence 2/7–2/8 marketing decisions 1/4–1/5 market-oriented 2/8–2/9 personnel 1/24–1/28 process 1/1–1/31 value creation 1/5–1/14 marketing mix Ps 1/14, 1/21 costs 12/13–12/14 marketing decisions 6/16 product life cycle decisions 5/20– 5/25 marketing performance 19/1–19/30 audit 19/26–19/29 contingency planning 19/23–19/26 costing methods 19/6–19/11 delivering 19/1–19/31 Edinburgh Business School Marketing Index design decisions 19/13–19/15 designing control systems 19/3–19/13 feedback 19/11–19/13 global marketing control 19/26 key variables 19/14 measuring 19/15–19/26 monitoring 19/14 pharmaceuticals 19/5 standards setting 19/5–19/11 strategic control systems 19/13–19/15 strategy reassessment 19/14 tracking 19/14 marketing plans 1/22–1/24 action plans 18/29 contents 1/24, 18/23 contingency planning 1/24, 18/30 examples 18/23 implementation 18/22–18/30 integrating 1/17–1/18 key issues 18/28 marketing strategies 18/29 objectives 18/28 profit-and-loss statements 18/30 retailing 1/2–1/4 situational analysis 18/26–18/28 marketing policies 3/24–3/25 marketing programmes 3M 3/1–3/7 business strategies 18/4 control 1/22 formulating strategic 1/21–1/22 implementation 1/22 not fitting competitive strategies 3/27–3/29 marketing research 1/19, 8/12–8/32 avoiding 1/8–1/10 bias 8/30 contact methods 8/28 data analysis 8/30 data collection 8/30 data sources 8/23–8/27 data types 8/23–8/27 decision makers 8/31 ethics 8/18–8/20 information sources 8/25 margin of error 8/29–8/30 objectives 8/22–8/23 qualitative data 8/25–8/27 quantitative data 8/25–8/27 rudimentary competence 8/31 sampling plan 8/28–8/30 Marketing Edinburgh Business School software 8/32 specific marketing challenges 8/21– 8/31 steps 8/22 tracking studies 8/21 users’ questions 8/31 Walmart 19/12 marketing strategies components 2/16, 2/17 consumer goods classification 11/6 foundation preparation 10/7–10/21 marketing plans 18/29 positioning 10/19–10/21 market-oriented firms cf production-oriented firms 2/10– 2/12 market-oriented management 2/8–2/9 markets cf industries 5/3–5/6 defining 1/13–1/14, 5/4 mass-market strategy penetration 15/13, 15/15–15/20 target marketing 9/21 mathematics, forecasting 8/10 matrix organisations, implementation 18/17 mature market strategies 17/1–17/37 declining market strategies 17/29– 17/37 market expansion 17/27–17/29 market share maintenance 17/21– 17/29 objectives 17/2–17/4 shakeout 17/4–17/5 strategic choices 17/5–17/21 transition 17/4–17/5 mature stage, product life cycles 5/23 MBTI? Creativity Index 11/22 measurement criteria, distribution channel decisions 13/6 measuring costs 12/14 market opportunity 8/1–8/32 marketing performance 19/15–19/26 measuring results advertising 14/21–14/24 media choices advertising 14/11–14/19 new media 14/15–14/19 memory, buying behaviour, consumer 6/18–6/20 I/11 Index menswear market 4/1–4/2 Under Armour Company 9/5 merchant wholesalers 1/26, 13/9 ‘me-too’ products 10/20, 11/23 ‘me-too’ strategies 3/11 middlemen distribution channel decisions 13/25– 13/27 market efficiency 13/4 missions/mission statements characteristics of effective 2/18 criteria for defining 2/18 defining 2/17–2/21 ethical principles 2/19–2/20 market influences 2/18 retailing 1/1–1/4 social values 2/19–2/20 modified rebuy situation 7/10 monitoring, marketing performance 19/14 Moore, G 5/16 motivation, distribution channel decisions 13/33–13/36 multichannel distribution, distribution channel decisions 13/22 multidimensional scaling, positioning decision-making 10/24 multi-firm marketing channels 13/3– 13/5 multinational corporations (MNCs), personal selling 14/25 needs, buying behaviour, consumer 6/20–6/23 Nestlé Company, sales forecasting 8/7– 8/8, 8/11 new market entries strategies 15/1–15/22 followers 15/5–15/11 newness, product 15/3–15/5 pioneers 15/5–15/20 new product development 11/17–11/29, 15/3–15/5 commercialisation decisions 11/28– 11/29 first-mover advantage 11/21–11/22 key decisions 11/20–11/29 lead user research 11/23 NewProd scoring model 11/25 screening 11/23 stage-gate systems 11/20–11/29 test marketing 11/26–11/28 newness, product 15/3–15/5 I/12 NewProd scoring model, new product development 11/25 niche penetration strategy 15/14, 15/15, 15/20 niche-market strategy declining markets 17/35, 17/37 target marketing 9/21 Nielsen, (A.C.), media choices 14/14 Nike 9/1–9/3, 16/1–16/4 Nine West Retail Stores 8/13 no-frills products 17/15–17/16 Nova Cruz Products, new product development 11/27 objective-and-task, budgeting method 14/7 objectives advertising 14/11 business strategies 3/15–3/16 corporate 2/21–2/24 customer-focused 2/23–2/24 distribution channels design 13/5– 13/9 followers 16/17 growth-extension 17/22–17/29 growth-market strategies 16/17– 16/27 market information 13/6, 13/8, 13/19 market share leaders 16/10, 16/13 market share maintenance 16/8– 16/13 marketing implications 2/23–2/24 marketing plans 1/24, 18/28 marketing research 8/22 mature market strategies 17/2–17/4 pioneers 15/14 pricing decisions 12/5–12/9 promotion decisions 14/6 promotional effort 13/6, 13/8, 13/19 SBUs 3/6 service requirements 13/6, 13/7, 13/19 strategy component 2/14, 2/16 observation, forecasting 8/7 occupation, demographic descriptor 9/6– 9/8 operating supplies, buying behaviour, organisational markets 7/22, 7/25 opportunities attractiveness assessment 5/14–5/17 cellular telephone business 5/1–5/3 growth-market strategies 16/4–16/7 Edinburgh Business School Marketing Index market opportunity analysis 1/18– 1/20 opportunity costs, buying behaviour, consumer 6/8 opportunity/threat matrixes 4/14–4/15 order fulfilment, retailing 1/3 order size, sales analysis 19/18 organisational adjustments, implementation 18/19–18/20 organisational behavioural descriptors 9/12 organisational buying evaluating 7/18 marketing implications 7/18–7/20 organisational buying centers 7/7–7/9 organisational design, trends 18/18– 18/19 organisational markets 7/1–7/26 cf consumer markets 7/3–7/5 characteristics 7/5 organisational purchasing, participants 7/6 organisational structures designing 18/9–18/22 variables 18/12–18/18 organising, implementation 18/1–18/31 out-of-home, advertising 14/15 overheads, reducing 17/16 overseas direct investment, distribution channel decisions 13/24 packaging decisions 11/11 market-oriented cf productionoriented 2/10 penetrated markets 8/4 penetration growth strategy 2/24–2/28 mature market strategies 17/24–17/25 pricing strategy 5/22, 12/7 perceived value 12/9–12/13, 12/20– 12/22 percentage of sales, budgeting method 14/6 perception, buying behaviour, consumer 6/18–6/20 perceptions, quality 17/12–17/14 perceptual maps, positioning 10/11– 10/19 perceptual organisation, buying behaviour, consumer 6/20 perceptual positioning 10/5 Marketing Edinburgh Business School cf physical positioning 10/6 performance criteria 2/23–2/24 evaluation 18/8 performance attributes, products/services 6/12 performance revues, marketing plans 1/24 personal influences, buying behaviour, consumer 6/18–6/26 personal selling 14/7–14/10, 14/24– 14/29 customer service 14/26 examples 14/4 global markets 14/25 MNCs 14/25 sales cycle 14/25 software 14/27–14/28 technology 14/27–14/28 personnel 1/24–1/28 pharmaceuticals 3M 3/1–3/4 ethics 10/20 marketing performance 19/5 positioning 10/20 physical environment 4/11–4/12 physical positioning 10/4–10/5 cf perceptual positioning 10/6 Pillsbury 18/17 pioneers exporting 15/19–15/20 global markets 15/19–15/20 market entry strategies 15/5–15/11 objectives 15/14 strategic marketing programmes 15/12–15/21 strategies 15/14 place utility 1/27 planning implementation 18/1–18/31 policies, marketing 3/24–3/26 political environment 4/9–4/10 portal deals, advertising 14/17–14/19 Porter’s five competitive forces 5/7– 5/11 portfolio models, resources allocation 2/28–2/33 position defence strategy, market share maintenance 16/13–16/14 positioning 10/1–10/25 analytical tools 10/24 I/13 Index attributes, customers’ preferred 10/15–10/17 attributes, determinant 10/9–10/10 clothing retailers 10/11–10/19 competitive advantage 10/2–10/4 constraints 10/14–10/15 data collection 10/10 decision-making 10/24 differentiation 10/2–10/4 establishing 10/6 grids 10/11–10/19 levers 10/6 limitations 10/15 market positioning analysis 10/15– 10/17 marketing strategies 10/19–10/21 perceptual maps 10/11–10/19 perceptual positioning 10/5 pharmaceutical industry 10/20 physical positioning 10/4–10/5, 10/6 positioning statements 10/19–10/21 process 10/7–10/21 segment attractiveness 10/17–10/18 steps 10/7–10/21 value propositions 10/19–10/21 positioning decisions 1/19 positive network effects, market shares 16/6 possession utility 1/27 postpurchase evaluation 6/12 Potential Rating Index for Zip Markets (PRIZM) 8/18 market segmentation 9/9 power sources, distribution channel decisions 13/31–13/32 practice final examinations 1/1–1/4 premium pricing policies 12/19 premiums, price promotion 12/28 pressured lifestyle 6/24–6/26 price competition, growth-market strategies 16/7 price elasticity of demand 12/11 price lining 12/24 price policies 3/23, 3/26 priceline.com, airline seat pricing 12/30 price-off promotions 12/28 pricing decisions 6/16, 12/1–12/32 adapting prices 12/24–12/31 allowances 12/26–12/29 competition-oriented methods 12/18– 12/20 I/14 cost-oriented methods 12/15–12/18 costs estimation 12/13–12/15 customer-oriented methods 12/20– 12/24 differential pricing 12/29–12/31 discounts 12/26–12/29 geographic adjustments 12/24 global adjustments 12/25–12/26 legal considerations 12/30 methods 12/15–12/24 objectives 12/5–12/9 price structures 12/3, 12/24–12/31 process 12/3–12/15 product-line adjustments 12/31 ranging prices 12/23 Ryanair 12/1–12/3 sensitivity, price 12/9–12/11 pricing strategies 5/22, 12/5–12/9 pricing, market-oriented cf productionoriented 2/10 primary data, marketing research 8/23– 8/25 print media, advertising 14/14 private-label brands 17/28 problem identification, low-involvement purchasing 6/6 product attributes, buying behaviour, consumer 6/11–6/12 product availability distribution channel decisions 13/6– 13/7 objectives 13/6 product class, analysis level 5/4–5/6 product decisions 6/16, 11/1–11/29 best cf first 11/22 brand extensions 11/15 competitive advantage 11/3–11/14 customer appeal 11/14–11/17 design 11/3–11/13 dropping products 11/16 empathic design technique 11/9 goods and services 11/5–11/6 line extensions 11/15 line filling 11/14 line stretching 11/15 managing product lines 11/14–11/17 new product development 11/17– 11/29 packaging 11/11 product systems 11/16–11/17 profit performance 11/14–11/17 Edinburgh Business School Marketing Index software 11/7 product development, growth strategy 2/24–2/28 product differentiation 17/6–17/8 product life cycles characteristics/responses 5/22 competitive advantage 5/17–5/25 competitive implications 5/17–5/25 market implications 5/17–5/25 marketing mix decisions 5/20–5/25 strategic implications 5/25 product lines, new 1/2 product newness 15/3–15/5 product offerings, market-oriented cf production-oriented 2/10 product policies 3/24–3/26 product quality, decisions 11/6–11/9 product specifications 7/12 product types, analysis level 5/4–5/6 product, sales analysis 19/18 production-oriented firms, cf marketoriented firms 2/10–2/13 product-line adjustments, pricing decisions 12/31 product-management organisations, implementation 18/14–18/16 products benefits 9/10 cf benefits 1/10–1/12 cf services 1/11 information 7/13 innovativeness 17/15 no-frills 17/15–17/16 quality 3/24–3/26, 11/6–11/9, 17/8– 17/14 profit maximisation, pricing strategy 12/7–12/9 profit performance, product decisions 11/14–11/17 profitability analysis 19/6–19/8 customers' 17/18–17/21 long-term 11/17 performance criterion 2/23 profitable survivor strategy 17/36–17/37 profit-and-loss statements, marketing plans 1/24 promotion market-oriented cf productionoriented 2/10 policies 3/23, 3/26 Marketing Edinburgh Business School product life cycles 5/23 retailing 1/2 promotion decisions audience(s), defining 14/5–14/6 budgets 14/6 evaluation 14/9 integrated 14/1–14/33 nitty-gritty 14/10–14/32 objectives 14/6 promotion mix 14/3–14/4, 14/7– 14/10 sequence 14/4 promotion mix, promotion decisions 14/3–14/4, 14/7–14/10 promotional allowances 12/27 promotional decisions 6/16 promotional effort, objectives 13/6, 13/8, 13/19 promotional pricing 12/24 prospector strategy 3/7–3/10, 3/10, 3/14 conditions for 3/17–3/19 Prudential (Egg) Banking 11/1–11/3, 11/4 psychological costs, buying behaviour, consumer 6/8 psychological importance of purchase, buying behaviour, consumer 6/4– 6/18 psychological influences, buying behaviour, consumer 6/18–6/26 psychological pricing 12/24 public relations 14/7–14/10, 14/31– 14/32 examples 14/4 pull strategy distribution channel decisions 13/32 promotion mix 14/7–14/10 purchase agreements, organisational buying behaviour 7/15–7/16 purchase motives 7/4 purchasing processes, government markets 7/20 push strategy distribution channel decisions 13/33 promotion mix 14/7–14/10 qualitative data, marketing research 8/25–8/27 quality defining 17/8–17/14 dimensions 11/6–11/9, 17/8–17/14 I/15 Index perceptions 17/12–17/14 products 3/24–3/26, 11/6–11/9, 17/8–17/14 services 3/24–3/26, 11/6–11/9, 17/10–17/12 quality maintenance, pricing strategy 12/7 quantitative data, marketing research 8/25–8/27 quantitative methods, forecasting 8/6– 8/7 quantity discounts 12/27 Question marks, Growth-Share Matrix (BCG) 2/28–2/31 race/ethnic origin, demographic descriptor 9/8 radio, advertising 14/14 ranging prices, pricing decisions 12/23 rate-of-return pricing 12/16–12/18 raw materials buying behaviour, organisational markets 7/22–7/23 cheaper 17/15 reactor strategy 3/7–3/10 rebates, price promotion 12/28 recall tests, advertising 14/22 recognition tests, advertising 14/22 Red Bull, target marketing 9/7 RedEnvelope 1/1–1/4, 1/14 reference groups, buying behaviour, consumer 6/28 refunds, price promotion 12/28–12/29 regulatory environment 4/9–4/10 related diversification, growth strategy 2/27 relationships buyer–supplier 7/1–7/3, 7/19–7/20 customer 1/12, 3/11, 3/13–3/14 exchange 1/5–1/14 functions/firms 1/31 repeat purchasing 16/14 reps, manufacturers' 13/10 requirements planning 7/12 research and development (R&D) 1/9 market-oriented cf productionoriented 2/10 resolution strategies, distribution channel decisions 13/36 resources allocation 2/28–2/36, 3/16 business strategies 3/14 functional competencies 18/11 I/16 market segmentation 9/19 performance criterion 2/23 portfolio models 2/28–2/33 SBUs 3/6 strategy component 2/14, 2/16 value-based planning 2/33–2/36 resources, synergy from shared 2/37 responding to change 4/14 retailers 13/10, 13/11 retailing branding 11/11 clothing retailers, positioning 10/11– 10/19 control 19/1–19/5 mission 1/1–1/4 Nike 9/1–9/3, 16/1–16/4 Nine West Retail Stores 8/13 nonstore 13/12–13/13 Red Bull 9/7 RedEnvelope 1/1–1/4 retailers 1/27 sales forecasting 8/6 strategy 1/1–1/4 trends 13/1–13/3 Walmart 19/1–19/5, 19/12 reward systems 18/8 risk, growth-market strategies 16/4–16/7 rivalry, competitive force 5/12 Robinson-Patman Act 12/30 Ryanair, pricing decisions 12/1–12/3 sales agents 13/10 sales analysis 19/16–19/19 customers 19/18 expense analysis 19/19–19/20 information 19/16–19/22 line-item margin 19/19–19/20 order size 19/18 product 19/18 salesforce 14/29 territory 19/17 sales cycle, personal selling 14/25 sales forecasting 8/4 innovation theory 5/17 Nestlé Company 8/7–8/8, 8/11 retailing 8/6 sales promotion 14/7–14/10, 14/29– 14/31 contests 14/30 defined 14/29 examples 14/4 sampling 14/30 Edinburgh Business School Marketing Index trade promotions 14/30 sales tests, advertising 14/22 salesforce automation software 8/20 behavioural analysis 14/29 control 14/28–14/29 cost analysis 14/29 evaluation 14/28–14/29 management 14/28–14/29 performance 14/28–14/29 sales analysis 14/29 sales-orientation 2/10 Salford Systems Inc., market segmentation software 9/13 sampling plan, marketing research 8/28– 8/30 sampling, sales promotion 14/30 Sawtooth Software Inc., positioning decision-making 10/24 scale efficiency, middlemen 13/4 scope competitive strategies 3/15 differences 3/15 strategy component 2/14, 2/16 screening, new product development 11/23 sealed bidding 12/19–12/20 search keywords, advertising 14/17 secondary data, marketing research 8/23– 8/25 secondary research, designing 8/27–8/30 selective distribution, consumer goods and services 13/17 selectivity, buying behaviour, consumer 6/18 sensitivity, price 12/9–12/11 service requirements, objectives 13/6, 13/7, 13/19 service, quality 3/24–3/26 services benefits 9/10 cf products 1/11 competitive strategies 3/10–3/12 consumer 1/7 decisions 11/12–11/13 differentiation 12/7 distribution channel decisions 13/27 implementation 18/11–18/12 increased importance 1/29 industrial 1/7 product decisions 11/5–11/6 Marketing Edinburgh Business School quality 3/24–3/26, 11/6–11/9, 17/10–17/12 warranties 11/12–11/13 sex, demographic descriptor 9/7 shakeout stage, product life cycles 5/23 shakeout, mature market strategies 17/4– 17/5 shared programmes, SBUs 18/6–18/8 short-term memory, buying behaviour, consumer 6/19 single-business firms, competitive strategies 3/10 situational analysis, marketing plans 18/26–18/28 skateboard shoes 16/1–16/4 skimming and early withdrawal 15/14–15/15, 15/15 marketing programme components 15/20 pricing strategy 5/22, 12/7 social attributes, products/services 6/12 social class buying behaviour, consumer 6/28 social influences, buying behaviour, consumer 6/26–6/29 social objectives, pricing strategy 12/7, 12/9 social values, missions/mission statements 2/19–2/20 Society of Competitive Intelligence Professionals (SCIP) 5/13 sociocultural environment 4/7–4/8 software Campaign Management 8/16 decision support 14/27–14/28 market segmentation 9/13 marketing research 8/32 personal selling 14/27–14/28 positioning decision-making 10/24 product decision-making 11/7 salesforce automation 8/20 sole ownership, distribution channel decisions 13/25 specialisation, organisational structures 18/12–18/18 SPSS MR software, positioning decisionmaking 10/24 stage-gate systems, new product development 11/20–11/29 I/17 Index Standard Rate and Data Service (SRDS), media choices 14/14 standards setting, marketing performance 19/5–19/11 Stanford Research Institute (SRI), market segmentation 9/12 Stars, Growth-Share Matrix (BCG) 2/28–2/31 start-ups, competitive strategies 3/10 statistical methods, forecasting 8/6–8/7 steel vs aluminium, car industry 5/10 straight rebuy situation 7/10 strategic business units (SBUs) 3M 3/1–3/7 classifying 3/7–3/9 designing 3/4–3/5 functional organisations 18/13–18/14 marketing decisions 3/22–3/27 marketing programmes 3/27–3/29 objectives 3/6 resources allocation 3/6 shared programmes 18/6–18/8 strategic choices, mature market strategies 17/5–17/21 strategic control systems, marketing performance 19/13–19/15 strategic inertia 2/13 strategic marketing programmes formulating 1/21–1/22 pioneers 15/12–15/21 strategic sales programme, personal selling 14/24 strategic withdrawal, growth-market strategy 16/17 strategies competitive 1/17 competitive advantage 17/6–17/8 components 2/13–2/17 defined 2/13 encirclement 16/24–16/26 flanking 16/24–16/26 frontal attack 16/22–16/24 hierarchy 2/14, 3/4 leapfrog 16/24 market entry 15/1–15/22 market share maintenance 16/8– 16/17, 17/35, 17/36 marketing plans 1/24 new market entries 15/1–15/22 niche 17/37 I/18 niche penetration 15/14, 15/15, 15/20 pioneers 15/14 profitable survivor 17/36–17/37 retailing 1/1–1/4 supporting evidence 16/26–16/27 strategy reassessment, marketing performance 19/14 strivers, lifestyle 6/24–6/26 suppliers bargaining power 5/8, 5/10, 5/12 evaluating 7/13–7/15 information 7/13 selecting 7/13–7/15 supply chain management 13/21–13/22 alliances, organisational buying 7/17 surveys, forecasting 8/7–8/8 survival, pricing strategy 12/7, 12/8 synergy sources 2/36–2/37 business strategies 3/14 differences 3/17 strategy component 2/16 target marketing 1/19, 8/4, 9/1–9/23 ethics 9/15 global 9/22 retailing 1/2–1/3 strategies 9/21–9/22 target return pricing 12/16–12/18 technical expertise, growth-market strategies 16/7 technological environment 4/10–4/11 technology and business strategies 3/17–3/22 personal selling 14/27–14/28 technology changes 2/2–2/3 telecommunications Africa 8/1–8/4 Cable & Wireless Communications 3/11 cellular telephone business 5/1–5/3, 5/12, 5/19 forecasting 8/1–8/4 trends 4/11 television, advertising 14/14 territory, sales analysis 19/17 test marketing 11/26–11/28 threat of new entrants, competitive force 5/9–5/10 threat of substitute products, competitive force 5/9, 5/11 time pricing 12/29 Edinburgh Business School Marketing Index time utility 1/27 tracking studies 8/21 tracking, marketing performance 19/14 trade discounts 12/27 trade promotions distribution channel decisions 13/33– 13/36 sales promotion 14/30 trade-in allowances 12/27 trade-off analysis, distribution channel decisions 13/16–13/23 traditionals, lifestyle 6/24–6/26 transaction cost analysis (TCA) 13/19 transactional efficiency 1/27 middlemen 13/4 transition, mature market strategies 17/4–17/5 trends driving forces 5/7 electronics 4/11 macro(environmental) 4/1–4/12 marketing plans 1/24 organisational design 18/18–18/19 prioritising 4/13–4/14 retailing 13/1–13/3 telecommunications 4/11 trial, adoption process 5/14 trust, buying behaviour, organisational markets 7/19–7/20 Tylenol, public relations 14/32 tyres, ethics 11/13–11/14 Under Armour Company 9/5 uniform delivered pricing 12/25 unique selling propositions 10/20–10/21 users, organisational purchasing 7/6 utility/price relationship 1/27 VALS 2, market segmentation 9/12 Marketing Edinburgh Business School value analysis 7/13 value creation determining value 1/11–1/12 exchange relationships 1/5–1/14 value of customer relationships 1/12 value propositions, positioning 10/19– 10/21 value, perceived 12/9–12/13, 12/20– 12/22 value-based planning, resources allocation 2/33–2/36 value-in-use assessment 12/22–12/23 values, shifting Western societies' 4/7– 4/8 Vans (skateboard shoes) 16/1–16/4 variable costs 12/13 variety seeking, buying behaviour, consumer 6/14 vendor analysis 7/13 vertical integration 1/25 growth strategy 2/27 vertical marketing systems (VMS), distribution channel decisions 13/28– 13/31 volume–cost relationships 12/14–12/15 Volvo positioning statements 10/20 value propositions 10/20 Walmart control 19/1–19/5 marketing performance 19/1–19/5 marketing research 19/12 warranties, services 11/12–11/13 wine, repositioning 10/1–10/2 Zip drives 1/9 zone pricing 12/25 I/19 ... Overview of Marketing Management Module The Marketing Management Process Module Corporate Strategies and Their Marketing Implications Module Business Strategies and Their Marketing Implications Marketing. .. Data? Why Marketing Research? Market Knowledge Systems: Charting a Path toward Competitive Advantage 8.6 Marketing Research Resolves Specific Marketing Challenges 8.7 What Users of Marketing. .. Strategies 18.3 Marketing Plans: The Foundation for Implementing Marketing Actions Learning Summary Review Questions Module 19 15/1 Measuring and Delivering Marketing Performance 19.1  Designing Marketing