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Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf | |
Full-Circle Learning My Lab™: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS BEFORE CLASS AFTER CLASSDURING CLASSDecision Sims, Videos, and Learning Catalytics DSM's, pre-lecture homework, e T ext Writing Space, Video Cases, Quiz-zes/T ests My Lab | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Critical Thinking My Marketing Lab™: Improves Student Engagement Before, During, and After Class Decision Making Prep and Engagement Video exercises -engaging videos that bring business concepts to life and explore business topics related to the theory students are learning in class. Quizzes then assess students' compr... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
15 Phili P Kotler Northwestern University Kevin lane Keller Dartmouth College Boston Columbus Indianapolis New Y ork San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Marketing Management Global Edition | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Acquisitions Editor: Mark Gaffney Development Editor: Elisa Adams Senior Acquisitions Editor, Global Editions: Steven Jackson Project Editor, Global Editions: Suchismita Ukil Program Manager Team Lead: Ashley Santora Program Manager: Je... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
This book is dedicated to my wife and best friend, Nancy, with love. —PK This book is dedicated to my wife, Punam, and my two daughters, Carolyn and Allison, with much love and thanks. —KLK | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
4Philip Kotler is one of the world's leading authorities on marketing. He is the S. C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University. He received his master's degree at the University of Chicago and his Ph. D. at MIT, both in economics. He ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
5Kevin Lane Keller is the E. B. Osborn Professor of Marketing at the Tuck School of Business at Dartmouth College. Professor Keller has degrees from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches MBA courses on mar-keting management and strategic brand management and lectures in executive pr... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
6Brief Contents Preface 17 Part 1 Understanding Marketing Management 24 Chapter 1 Defining Marketing for the New Realities 25 Chapter 2 Developing Marketing Strategies and Plans 57 Part 2 Capturing Marketing Insights 88 Chapter 3 Collecting Information and Forecasting Demand 89 Chapter 4 Conducting Marketing Research 1... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
7Contents Preface 17 Part 1 Understanding Marketing Management 24 Chapter 1 Defining Marketing for the New Realities 25 The Value of Marketing 25 Marketing Decision Making 25 Winning Marketing 26 The Scope of Marketing 27 What Is Marketing? 27 What Is Marketed? 27 Who Markets? 29 Core Marketing Concepts 31 Needs, Want... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
8Mark Et ING MEMO Checklist for Evaluating Strengths/Weaknesses Analysis 73 Goal Formulation 74 Strategic Formulation 74 Program Formulation and Implementation 75 Mark Et ING INSIG ht Businesses Charting a New Direction 76 Feedback and Control 77 The Nature and Contents of a Marketing Plan 77 Mark Et ING MEMO Marketing... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
9Step 6: Make the Decision 136 Measuring Marketing Productivity 137 Marketing Metrics 137 Mark Et ING MEMO Measuring Social Media ROI 139 Marketing-Mix Modeling 140 Marketing Dashboards 140 Mark Et ING MEMO Designing Effective Marketing Dashboards 141 Summary 143 applications 143 Mark Et ING Ex CEll ENCE IDEO 144 Mark... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
10General Need Description and Product Specification 221 Supplier Search 221 Proposal Solicitation 223 Supplier Selection 223 Mark Et ING MEMO Developing Compelling Customer Value Propositions 224 Order-Routine Specification 226 Performance Review 226 Developing Effective Business-to-Business Marketing Programs 226 Com... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
11Choosing Specific POPs and PODs 304 Brand Mantras 307 Establishing a Brand Positioning 309 Mark Et ING MEMO Constructing a Brand Positioning Bull's-eye 309 Alternative Approaches to Positioning 313 Brand Narratives and Storytelling 313 Cultural Branding 314 Positioning and Branding for A Small Business 314 Summary 3... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
12Summary 384 applications 384 Mark Et ING Ex CEll ENCE Samsung 385 Mark Et ING Ex CEll ENCE SABIC 386 Part 5 Creating Value 388 Chapter 13 Setting Product Strategy 389 Product Characteristics and Classifications 389 Product Levels: The Customer-Value Hierarchy 389 Product Classifications 391 Differentiation 392 Produc... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
13Challenges in New-Product Development 453 The Innovation Imperative 454 New-Product Success 454 New-Product Failure 455 Organizational Arrangements 456 Budgeting for New-Product Development 456 Organizing New-Product Development 457 Managing the Development Process: Ideas 460 Generating Ideas 460 Mark Et ING MEMO Te... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
14Channel-Design Decisions 525 Analyzing Customer Needs and Wants 525 Mark Et ING INSIG ht Understanding the Showrooming Phenomena 525 Establishing Objectives and Constraints 526 Identifying Major Channel Alternatives 527 Evaluating Major Channel Alternatives 529 Channel-Management Decisions 530 Selecting Channel Membe... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
15Establish the Total Marketing Communications Budget 594 Selecting the Marketing Communications Mix 595 Characteristics of the Marketing Communications Mix 596 Factors in Setting the Marketing Communications Mix 597 Measuring Communication Results 599 Managing the Integrated Marketing Communications Process 599 Coord... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
16Chapter 22 Managing Personal Communications: Direct and Database Marketing and Personal Selling 657 Direct Marketing 657 The Benefits of Direct Marketing 658 Direct Mail 659 Catalog Marketing 660 Telemarketing 660 Other Media for Direct-Response Marketing 661 Public and Ethical Issues in Direct Marketing 661 Customer... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
17Preface What's New in the 15th Edition The 15th edition of Marketing Management is a landmark entry in the long successful history of the market leader. With the 15th edition, great care was taken to provide an introductory guide to marketing management that truly reflects the modern realities of marketing. In doing... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
18what have now become fundamental topics such as segmentation, targeting, and positioning. Concepts such as brand equity, customer value analysis, database marketing, e-commerce, value networks, hybrid channels, supply chain management, and integrated marketing communications were not even part of the marketing vocabu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
19What Makes Marketing Management the Marketing Leader? Marketing is of interest to everyone, whether they are marketing goods, services, properties, persons, places, events, information, ideas, or organizations. As it has maintained its respected position among students, educators, and businesspeople, Marketing Manag... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
20acknowledgments the 15th edition bears the imprint of many people. From Phil Kotler: My colleagues and associates at the Kellogg School of Management at Northwestern University continue to have an important impact on my thinking: Nidhi Agrawal, Eric T. Anderson, James C. Anderson, Robert C. Blattberg, Miguel C. Brend... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
21We are indebted to the following colleagues at other universities who reviewed this new edition: Jennifer Barr, Richard Stockton College Lawrence Kenneth Duke, Drexel University Le Bow College of Business Barbara S. Faries, Mission College, Santa Clara, CA William E. Fillner, Hiram College Frank J. Franzak,Virg... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
22Paul Mc Devitt, University of Illinois at Springfield Mary Ann Mc Grath, Loyola University, Chicago John Mc Keever, University of Houston Kenneth P. Mead, Central Connecticut State University Henry Metzner, University of Missouri, Rolla Robert Mika, Monmouth University Mark Mitchell, Coastal Carolina University Franc... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
The talented staff at Pearson deserves praise for their role in shaping the 15th edition. We want to thank our editor, Mark Gaffney, for his contribution to this revision, as well as our program manager, Jennifer M. Collins. We also want to thank our project manager, Becca Groves, for making sure everything was moving ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
24 In This Chapter, We Will Address the Following Questions 1. Why is marketing important? (p. 25) 2. What is the scope of marketing? (p. 27) 3. What are some core marketing concepts? (p. 31) 4. What forces are defining the new marketing realities? (p. 35) 5. What new capabilities have these forces given consumers and ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
25 The Value of Marketing Finance, operations, accounting, and other business functions won't really matter without sufficient demand for products and services so the firm can make a profit. In other words, there must be a top line for there to be a bottom line. Thus, financial success often depends on marketing abilit... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
26 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T In an Internet-fueled environment where consumers, competition, technology, and economic forces change rapidly and consequences quickly multiply, marketers must choose features, prices, and markets and decide how much to spend on advertising, sales, and online and ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 27 The Scope of Marketing To be a marketer, you need to understand what marketing is, how it works, who does it, and what is marketed. What Is Market In G? Marketing is about identifying and meeting human and social needs. One of the shortest good definitions o... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
28 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Customized experiences include a week at a baseball camp with retired baseball greats, a four-day rock and roll fantasy camp, and a climb up Mount Everest. persons Artists, musicians, CEOs, physicians, high-profile lawyers and financiers, and other professionals of... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 29 information Information is essentially what books, schools, and universities produce, market, and distribute at a price to parents, students, and communities. Firms make business decisions using information supplied by organizations like Thomson Reuters: “We... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
30 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T manufacturer, and intermediary markets and uses these goods and services to provide public services. Each nation's economy, and the global economy, consists of interacting sets of markets linked through exchange processes. Marketers view sellers as the industry and... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 31 Core Marketing Concepts To understand the marketing function, we need to understand the following core set of concepts (see Table 1. 1). nee Ds, Wants, an D De Man Ds Needs are the basic human requirements such as for air, food, water, clothing, and shelter.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
32 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T offering that it positions in target buyers' minds as delivering some key benefit(s). Volvo develops its cars for the buyer to whom safety is a major concern, positioning them as the safest a customer can buy. Porsche targets buyers who seek pleasure and excitement... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 33 Impressions, which occur when consumers view a communication, are a useful metric for tracking the scope or breadth of a communication's reach that can also be compared across all communication types. The downside is that impressions don't provide any insigh... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
34 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T co MPet It Ion Competition includes all the actual and potential rival offerings and substitutes a buyer might consider. An automobile manufacturer can buy steel from U. S. Steel in the United States, from a foreign firm in Japan or Korea, or from a mini-mill such ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 35 The New Marketing Realities The marketplace is dramatically different from even 10 years ago, with new marketing behaviors, opportunities, and challenges emerging. In this book we focus on three transformative forces: technology, globalization, and social re... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
36 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T The old credo “information is power” is giving way to the new idea that “sharing information is power. ”27 Software giant SAP's online community numbers more than 2 million customers, partners, and others. Once a year, 100 are chosen to contribute ideas to product ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 37 Because marketing's effects extend to society as a whole, marketers must consider the ethical, environmen-tal, legal, and social context of their activities. 35 “Marketing Insight: Getting to Marketing 3. 0” describes how companies need to change to do that.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
38 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T As goods become more commoditized and consumers grow more socially conscious, some companies—including The Body Shop, Timberland, and Patagonia—incorporate social responsibility as a way to differentiate themselves from competitors, build consumer preference, and a... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 39 from anywhere in the world 24 hours a day, seven days a week, bypassing limited local offerings and real-izing significant price savings. They can also engage in “showrooming”: comparing products in stores but buying online. 39 Because consumers and other co... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
40 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T them, Wheaties boxes or Jones soda cans with their picture on the front, and Heinz ketchup bottles with cus-tomized messages. 45 Companies can collect fuller and richer information about markets, customers, prospects, and competitors. Marketers can conduct fresh ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 41 chan GIn G channels One of the reasons consumers have more choices is that channels of distribution have changed as a result of retail transformation and disintermediation. Retail transformation. Store-based retailers face competition from catalog houses; ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
42 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T Market In G accounta BIl It Y Marketers are increasingly asked to justify their investments in financial and profitability terms, as well as in terms of building the brand and growing the customer base. Organizations recognize that much of their market value comes ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 43 as China, where the largest PC manufacturer, Legend (principal owner of Lenovo Group), and domestic appli-ances giant Haier have taken advantage of the country's huge and inexpensive labor pool to dominate the market. Marketers also use the production concep... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
44 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T The ultimate outcome of relationship marketing is a unique company asset called a marketing network, con-sisting of the company and its supporting stakeholders—customers, employees, suppliers, distributors, retailers, and others—with whom it has built mutually prof... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 45 Medical Systems division, for instance, it expects good installation, maintenance, and training services to go with the purchase. The company must develop an integrated channel strategy. It should assess each channel option for its direct effect on product s... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
46 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T table 1. 4 Assessing Which Company Departments Are Customer-Minded R&D They spend time meeting customers and listening to their problems. They welcome the involvement of marketing, manufacturing, and other departments to each new project. They benchmark ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 47 in the right ways. Such interdepartmental harmony can only truly coalesce, however, when senior management clearly communicates a vision of how the company's marketing orientation and philosophy serve customers. The following example highlights some of the p... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
48 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T concept, we arrive at a more representative set that encompasses modern marketing realities: people, processes, programs, and performance, as in Figure 1. 6. People reflects, in part, internal marketing and the fact that employees are critical to marketing success.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 49 appropriate role in all they do, including creating mutually beneficial long-term relationships and imaginatively generating insights and breakthrough products, services, and marketing activities. Programs reflects all the firm's consumer-directed activities... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
50 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T ca Ptur In G Market In G Ins IGhts Atlas needs a reliable marketing information system to closely monitor its marketing environment so it can continually assess market potential and forecast demand. Its microenvironment consists of all the players who affect its ab... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 51 creat In G Value At the heart of the marketing program is the product—the firm's tangible offering to the market, which includes the product quality, design, features, and packaging (see Chapter 13). To gain a competitive advantage, Atlas may provide leasing... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
52 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T the company's first spokesperson, had an irreverent attitude that matched Nike's spirit. In 1985, Nike signed up then-rookie guard Michael Jordan as a spokesperson. Jordan was still an up-and-comer, but he personified superior performance. Nike's bet paid off—the A... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 53 As Nike began expanding overseas, the com-pany learned that its U. S.-style ads were seen as too aggressive in Europe, Asia, and South America. Nike realized it had to “authenticate” its brand in other countries, so it focused on soccer (called football outs... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
54 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T With its ability to deploy data that enable up-to-the-minute improvements in a Web marketing program, Google supports a style of marketing in which the adver-tising resources and budget can be constantly monitored and optimized. Google calls this approach “marketin... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
defining M ARke Ting fo R The new Re Ali Ties | chapter 1 55 the future, the company wants to offer the ultimate mobile solution—Google mobile devices along with mobile ser-vices so users can use all Google all the time. Google's ultimate goal is to reach as many people as possible on the Web—whether by PC or by mobi... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
56 In This Chapter, We Will Address the Following Questions 1. How does marketing affect customer value? (p. 57) 2. How is strategic planning carried out at the corporate and divisional levels? (p. 60) 3. How is strategic planning carried out at the business unit level? (p. 70) 4. What does a marketing plan include? (p... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
57 Marketing and Customer Value The task of any business is to deliver customer value at a profit. A company can win only by fine-tuning the value delivery process and choosing, providing, and communicating superior value to increasingly well-informed buyers. The Value Del IVer Y Process The traditional—but dated—view ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
58 PART 1 | Unde Rs TAnding M ARke Ting M An Age Men T The Value cha In Harvard's Michael Porter has proposed the value chain as a tool for identifying ways to create more customer value. 3 According to this model, every firm is a synthesis of activities performed to design, produce, market, deliver, and support its pr... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
develo Ping M ARke Ting s TRAT egies And Pl Ans | chapter 2 59 Panas Onic As Panasonic approaches its 100th anniversary in 2018, it faces unprecedented difficulties, notably a massive loss of roughly $19 billion over 2011 and 2012. For years, its “Ideas for Life” positioning had fueled innovation, generating successfu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
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