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698 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess annual-plan con Trol Annual-plan control ensures the company achieves the sales, profits, and other goals established in its annual plan. At its heart is management by objectives (see Figure 23. 5). First, management sets monthly or quarterly goals. Second, it monitors performance in the marketplace. Third, management determines the causes of serious performance deviations. Fourth, it takes corrective action to close gaps between goals and performance. This control model applies to all levels of the organization. Top management sets annual sales and profit goals; each product manager, regional district manager, sales manager, and sales rep is commit-ted to attaining specified levels of sales and costs. Each period, top management reviews and interprets the results. Marketers today have better marketing metrics for measuring the performance of market-ing plans (see Table 23. 7 for some samples). 73 Four tools for the purpose are sales analysis, market share analysis, marketing expense-to-sales analysis, and financial analysis. The chapter appendix out-lines them in detail. pro Fi Tabili Ty con Trol Companies should measure the profitability of their products, territories, customer groups, segments, trade channels, and order sizes to help determine whether to expand, reduce, or eliminate any products or marketing activities. The chapter appendix shows how to conduct and interpret a marketing profitability analysis. e FFiciency con Trol Suppose a profitability analysis reveals the company is earning poor profits in certain products, territories, or markets. Are there more efficient ways to manage the sales force, advertising, sales promotion, and distribution? Some companies have established a marketing controller position to work out of the controller's office but specialize in improving marketing efficiency. These marketing controllers examine adherence to profit plans, help prepare brand managers' budgets, measure the efficiency of promotions, analyze media Table 23. 6 Types of Marketing Control Type of Control Prime Responsibility Purpose of Control Approaches I. Annual-plan control Top management Middle management To examine whether the planned results are being achieved Sales analysis Market share analysis Sales-to-expense ratios Financial analysis Market-based scorecard analysis II. Profitability control Marketing controller To examine where the company is making and losing money Profitability by: product territory customer segment trade channel order size III. Efficiency control Line and staff management Marketing controller To evaluate and improve the spending efficiency and impact of marketing expenditures Efficiency of: sales force advertising sales promotion distribution IV. Strategic control Top management Marketing auditor To examine whether the company is pursuing its best opportunities with respect to markets, products, and channels Marketing effectiveness rating instrument Marketing audit Marketing excellence review Company ethical and social responsibility review Why is it happening?What is happening?What do we want to achieve? Corrective Action Performance Diagnosis Performance Measurement Goal Setting What should we do about it? \| Fig. 23. 5 \| The Control Process	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 699 production costs, evaluate customer and geographic profitability, and educate marketing staff on the financial im-plications of marketing decisions. STra Tegic con Trol Each company should periodically reassess its strategic approach to the marketplace with a good marketing audit. Companies can also perform marketing excellence reviews and ethical/social responsibility reviews. The Marketing Audit The average U. S. corporation loses half its customers in five years, half its employees in four years, and half its investors in less than one year. Clearly, this points to some weaknesses. Companies that discover weaknesses should undertake a thorough study known as a marketing audit. 74 A marketing audit is a comprehensive, systematic, independent, and periodic examination of a company's or business unit's marketing environment, objectives, strategies, and activities, with a view to determining problem areas and opportunities and recommending a plan of action to improve the company's marketing performance. Let's examine the marketing audit's four characteristics: 1. Comprehensive —The marketing audit covers all the major marketing activities of a business, not just a few trouble spots as in a functional audit. Although functional audits are useful, they sometimes mislead management. Excessive sales force turnover, for example, could be a symptom not of poor sales force training or compensation but of weak company products and promotion. A comprehensive marketing audit usually is more effective in locating the real source of problems. 2. Systematic —The marketing audit is an orderly examination of the organization's macro-and micromarket-ing environments, marketing objectives and strategies, marketing systems, and specific activities. It identifies the most-needed improvements and incorporates them into a corrective-action plan with short-and long-run steps. Table 23. 7 Marketing Metrics Sales Metrics Sales growth Market share Sales from new products Customer Readiness to Buy Metrics Awareness Preference Purchase intention Trial rate Repurchase rate Customer Metrics Customer complaints Customer satisfaction Ratio of promoters to detractors Customer acquisition costs New-customer gains Customer losses Customer churn Retention rate Customer lifetime value Customer equity Customer profitability Return on customer Distribution Metrics Number of outlets Share in shops handling Weighted distribution Distribution gains Average stock volume (value) Stock cover in days Out-of-stock frequency Share of shelf Average sales per point of sale Communication Metrics Spontaneous (unaided) brand awareness Top-of-mind brand awareness Prompted (aided) brand awareness Spontaneous (unaided) advertising awareness Prompted (aided) advertising awareness Effective reach Effective frequency Gross rating points (GRP) Response rate	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
700 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess 3. Independent —Self-audits, in which managers rate their own operations, lack objectivity and independence. The 3M Company has made good use of a corporate auditing office, which provides marketing audit services to divisions on request. 75 Usually, however, outside consultants bring the necessary objectivity, broad experi-ence in a number of industries, familiarity with the industry being audited, and undivided time and attention. 4. Periodic —Firms typically initiate marketing audits only after failing to review their marketing operations during good times, with resulting problems. A periodic marketing audit can benefit companies in good health as well as those in trouble. A marketing audit starts with agreement between the company officer(s) and the marketing auditor(s) on the audit's objectives and time frame and a detailed plan of who is to be asked what questions. The cardinal rule for marketing auditors is: Don't rely solely on company managers for data and opinions. Ask customers, dealers, and other outside groups. Many companies don't really know how their customers and dealers see them, nor do they fully understand customer needs. The marketing audit examines six major components of the company's marketing situation. Table 23. 8 lists the major questions. Table 23. 8 Components of a Marketing Audit Part I. Marketing Environment Audit Macroenvironment A. Demographic What major demographic developments and trends pose opportunities or threats to this company? What actions has the company taken in response to these developments and trends? B. Economic What major developments in income, prices, savings, and credit will affect the company? What actions has the company been taking in response to these developments and trends? C. Environmental What is the outlook for the cost and availability of natural resources and energy needed by the company? What concerns have been expressed about the company's role in pollution and conservation, and what steps has the company taken? D. Technological What major changes are occurring in product and process technology? What is the company's position in these technol-ogies? What major generic substitutes might replace this product? What are the digital implications of how the company conducts its business and its marketing? E. Political What changes in laws and regulations might affect marketing strategy and tactics? What is happening in the areas of sustain-ability, equal employment opportunity, product safety, advertising, price control, and so forth, that affects marketing strategy? F. Cultural What is the public's attitude toward business and toward the company's products? What changes in customer lifestyles and values might affect the company? Task Environment A. Markets What is happening to market size, growth, geographical distribution, and profits? What are the major market segments? B. Customers What are the customers' needs and buying processes? How do customers and prospects rate the company and its com-petitors on reputation, product quality, service, sales force, and price? How do different customer segments make their buying decisions? C. Competitors Who are the major competitors? What are their objectives, strategies, strengths, weaknesses, sizes, and market shares? What trends will affect future competition and substitutes for the company's products? D. Distribution and Dealers What are the main trade channels for bringing products to customers? What are the efficiency levels and growth poten-tials of the different trade channels? E. Suppliers What is the outlook for the availability of key resources used in production? What trends are occurring among suppliers? F. Facilitators and Marketing Firms What is the cost and availability outlook for transportation services, warehousing facilities, and financial resources? How effective are the company's advertising agencies and marketing research firms?	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 701 G. Publics Which publics represent particular opportunities or problems for the company? What steps has the company taken to deal effectively with each public? Part II. Marketing Strategy Audit A. Business Mission Is the business mission clearly stated in market-oriented terms? Is it feasible? B. Marketing Objectives and Goals Are the company and marketing objectives and goals stated clearly enough to guide marketing planning and perfor-mance measurement? Are the marketing objectives appropriate, given the company's competitive position, resources, and opportunities? C. Strategy Has the management articulated a clear marketing strategy for achieving its marketing objectives? Is the strategy convincing? Is the strategy appropriate to the stage of the product life cycle, competitors' strategies, and the state of the economy? Is the company using the best basis for market segmentation? Does it have clear criteria for rating the segments and choosing the best ones? Has it developed accurate profiles of each target segment? Has the company developed an effective positioning and marketing mix for each target segment? Are marketing resources allocated optimally to the major elements of the marketing mix? Are enough resources or too many resources budgeted to accomplish the marketing objectives? Part III. Marketing Organization Audit A. Formal Structure Does the marketing vice president or CMO have adequate authority and responsibility for company activities that affect customers' satisfaction? Are the marketing activities optimally structured along functional, product, segment, end user, and geographical lines? B. Functional Efficiency Are there good communication and working relations between marketing and sales? Is the product-management system working effectively? Are product managers able to plan profits or only sales volume? Are there any groups in marketing that need more training, motivation, supervision, or evaluation? C. Interface Efficiency Are there any problems between marketing and manufacturing, R&D, IT, purchasing, finance, accounting, and/or legal that need attention? Part IV. Marketing Systems Audit A. Marketing Information System Is the marketing information system producing accurate, sufficient, and timely information about marketplace devel-opments with respect to customers, prospects, distributors and dealers, competitors, suppliers, and various publics? Are company decision makers asking for enough marketing research, and are they using the results? Is the company employing the best methods for market measurement and sales forecasting? B. Marketing Planning System Is the marketing planning system well conceived and effectively used? Do marketers have decision support systems available? Does the planning system result in acceptable sales targets and quotas? C. Marketing Control System Are the control procedures adequate to ensure that the annual-plan objectives are being achieved? Does management periodically analyze the profitability of products, markets, territories, and channels of distribution? Are marketing costs and productivity periodically examined? D. New-Product Development System Is the company well organized to gather, generate, and screen new-product ideas? Does the company do adequate concept research and business analysis before investing in new ideas? Does the company carry out adequate product and market testing before launching new products? Part V. Marketing Productivity Audit A. Profitability Analysis What is the profitability of the company's different products, markets, territories, and channels of distribution? Should the company enter, expand, contract, or withdraw from any business segments? B. Cost-Effectiveness Analysis Do any marketing activities seem to have excessive costs? Can cost-reducing steps be taken?Table 23. 8 (Continued) (Continued )	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
702 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess The Marketing Excellence Review The three columns in Table 23. 9 distinguish among poor, good, and excellent business and marketing practices. The profile management creates from indicating where it thinks the business stands on each line can highlight where changes could help the firm become a truly outstanding player in the marketplace. The Future of Marketing Top management recognizes that marketing requires more accountability than in the past. “Marketing Memo: Major Marketing Weaknesses” summarizes companies' major deficiencies in marketing and how to find and correct them. To succeed in the future, marketing must be more holistic and less departmental. Marketers must achieve wider influence in the company, continuously create new ideas, and strive for customer insight by treating customers differently but appropriately. They must build their brands more through performance than promotion. They must go electronic and win through building superior information and communication systems. The coming years will see: The demise of the marketing department and the rise of holistic marketing The demise of free-spending marketing and the rise of ROI marketing The demise of marketing intuition and the rise of marketing science The demise of manual marketing and the rise of both automated and creative marketing The demise of mass marketing and the rise of precision marketing Part VI. Marketing Function Audits A. Products What are the company's product line objectives? Are they sound? Is the current product line meeting the objectives? Should the product line be stretched or contracted upward, downward, or both ways? Which products should be phased out? Which products should be added? What are the buyers' knowledge and attitudes toward the company's and competitors' product quality, features, styling, brand names, and so on? What areas of product and brand strategy need improvement? B. Price What are the company's pricing objectives, policies, strategies, and procedures? To what extent are prices set on cost, demand, and competitive criteria? Do the customers see the company's prices as being in line with the value of its offer? What does management know about the price elasticity of demand, experience-curve effects, and competitors' prices and pricing policies? To what extent are price policies compatible with the needs of distributors and dealers, suppliers, and government regulation? C. Distribution What are the company's distribution objectives and strategies? Is there adequate market coverage and service? How effective are distributors, dealers, manufacturers' representatives, brokers, agents, and others? Should the company consider changing its distribution channels? D. Marketing Communications Is the company making enough use of mass, digital, and personal communications? What are the organization's com-munication objectives? Are they sound? Is the right amount being spent on communications? What do customers and the public think about the communications? Are media well chosen? Is the internal communications staff adequate? Is the communication budget adequate? E. Sales Force What are the sales force's objectives? Is the sales force large enough to accomplish the company's objectives? Is the sales force organized along the proper principles of specialization (territory, market, product)? Are there enough (or too many) sales managers to guide the field sales representatives? Do the sales compensation level and structure provide adequate incentive and reward? Does the sales force show high morale, ability, and effort? Are the procedures adequate for setting quotas and evaluating performance? How does the company's sales force compare to competitors' sales forces?Table 23. 8 (Continued)	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 703 Table 23. 9 The Marketing Excellence Review: Best Practices Poor Good Excellent Product driven Market driven Market driving Mass-market oriented Segment-oriented Niche-oriented and customer-oriented Product offer Augmented product offer Customer solutions offer Average product quality Better than average Legendary Average service quality Better than average Legendary End-product oriented Core-product oriented Core-competency oriented Function oriented Process oriented Outcome oriented Reacting to competitors Benchmarking competitors Leapfrogging competitors Supplier exploitation Supplier preference Supplier partnership Dealer exploitation Dealer support Dealer partnership Price driven Quality driven Value driven Average speed Better than average Legendary Hierarchy Network Teamwork Vertically integrated Flattened organization Strategic alliances Stockholder driven Stakeholder driven Societally driven A number of “deadly sins” signal that the marketing program is in trouble. Here are 10 deadly sins, the signs, and some solutions. Deadly Sin #1: The company is not sufficiently market focused and customer driven. Signs: There is evidence of poor identification of market segments, poor prioritization of market segments, no market segment managers, employees who think it is the job of marketing and sales to serve customers, no training program to create a customer culture, and no incentives to treat the customer especially well. Solutions: Use more advanced segmentation techniques, prioritize segments, specialize the sales force, develop a clear hierarchy of company values, fos-ter more “customer consciousness” in employees and company agents, and make it easy for customers to reach the company and respond quickly to any communication. Deadly Sin #2: The company does not fully understand its target customers. Signs: The latest study of customers is three years old; customers are not buying your product like they once did; competitors' products are selling better; and there is a high level of customer returns and complaints. Solutions: Do more sophisticated consumer research, use more analytical techniques, establish customer and dealer panels, use customer relationship soft-ware, and do data mining. Deadly Sin #3: The company needs to better define and monitor its competitors. Signs: The company focuses on near competitors, misses distant competitors and disruptive technologies, and has no system for gathering and distributing competitive intelligence. Solutions: Establish an office for competitive intelligence, hire competitors' people, watch for technology that might affect the company, and prepare offerings like those of competitors. Major Marketing Weaknesses marketing memo (Continued )	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
704 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess Deadly Sin #4: The company does not properly manage relationships with stakeholders. Signs: Employees, dealers, and investors are not happy; and good suppliers do not come. Solutions: Move from zero-sum thinking to positive-sum thinking; and do a better job of managing employees, supplier relations, distributors, dealers, and investors. Deadly Sin #5: The company is not good at finding new opportunities. Signs: The company has not identified any exciting new opportunities for years, and the new ideas the company has launched have largely failed. Solutions: Set up a system for stimulating the flow of new ideas. Deadly Sin #6: The company's marketing planning process is deficient. Signs: The marketing plan format does not have the right components, there is no way to estimate the financial implications of different strategies, and there is no contingency planning. Solutions: Establish a standard format including situational analysis, SWOT, major issues, objectives, strategy, tactics, budgets, and controls; ask marketers what changes they would make if they were given 20 percent more or less budget; and run an annual marketing awards program with prizes for best plans and performance. Deadly Sin #7: Product and service policies need tightening. Signs: There are too many products and many are losing money; the company is giving away too many services; and the company is poor at cross-selling products and services. Solutions: Establish a system to track weak products and fix or drop them; offer and price services at different levels; and improve processes for cross-selling and up-selling. Deadly Sin #8: The company's brand-building and communications skills are weak. Signs: The target market does not know much about the company; the brand is not seen as distinctive; the company allocates its budget to the same market-ing tools in about the same proportion each year; and there is little evaluation of the ROI impact of marketing communications and activities. Solutions: Improve brand-building strategies and measurement of results; shift money into effective marketing instruments; and require marketers to estimate the ROI impact in advance of funding requests. Deadly Sin #9: The company is not organized for effective and efficient marketing. Signs: Staff lacks 21st-century marketing skills, and there are bad vibes between marketing/sales and other departments. Solutions: Appoint a strong leader and build new skills in the marketing department, and improve relationships between marketing and other departments. Deadly Sin #10: The company has not made maximum use of technology. Signs: There is evidence of minimal use of the Internet, an outdated sales automation system, no market automation, no decision-support models, and no marketing dashboards. Solutions: Use the Internet more, improve the sales automation system, apply market automation to routine decisions, and develop formal marketing decision models and marketing dashboards. Source: Philip Kotler, Ten Deadly Marketing Sins: Signs and Solutions (Hoboken, NJ: Wiley, 2004). © Philip Kotler. To accomplish these changes and become truly holistic, marketers need a new set of skills and competencies in: Customer relationship management (CRM) Partner relationship management (PRM) Database marketing and data mining Contact center management and telemarketing Digital marketing and social media Public relations marketing (including event and sponsorship marketing) Brand-building and brand-asset management Experiential marketing Integrated marketing communications Profitability analysis by segment, customer, and channel The benefits of successful 21st-century marketing are many, but they will come only with hard work, insight, and inspiration. New rules and practices are emerging, and it is an exciting time. The words of 19th-century U. S. author Ralph Waldo Emerson have perhaps never been more true: “This time like all times is a good one, if we but know what to do with it. ”	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 705 Summary 1. The modern marketing department has evolved through the years from a simple sales department to an orga-nizational structure where marketers work mainly on cross-disciplinary teams. 2. Some companies are organized by functional special-ization; others focus on geography and regionalization, product and brand management, or market-segment management. Some companies establish a matrix orga-nization consisting of both product and market managers. 3. Effective modern marketing organizations are marked by customer focus within and strong cooperation among marketing, R&D, engineering, purchasing, manufactur-ing, operations, finance, accounting, and credit. 4. Companies must practice social responsibility through their legal, ethical, and social words and actions. Cause marketing can be a means for companies to produc-tively link social responsibility to consumer marketing programs. Social marketing is done by a nonprofit or government organization to directly address a social problem or cause. 5. A brilliant strategic marketing plan counts for little unless implemented properly, including recognizing and diag-nosing a problem, assessing where the problem exists, and evaluating results. 6. The marketing department must monitor and control marketing activities continuously. Marketing plan control ensures the company achieves the sales, profits, and other goals in its annual plan. The main tools are sales analysis, market share analysis, marketing expense-to-sales analysis, and financial analysis of the marketing plan. Profitability control measures and controls the prof-itability of products, territories, customer groups, trade channels, and order sizes. Efficiency control finds ways to increase the efficiency of the sales force, advertising, sales promotion, and distribution. Strategic control peri-odically reassesses the company's strategic approach to the marketplace using marketing effectiveness and mar-keting excellence reviews as well as marketing audits. 7. Achieving marketing excellence in the future will require a new set of skills and competencies. My Marketing Lab go to mymktlab. com to complete the problems marked with this icon as well as for additional assisted-graded writing questions. Applications Marketing Debate Is Marketing Management an Art or a Science? Some observers maintain that good marketing is mostly an art and does not lend itself to rigorous analysis and delibera-tion. Others contend it is a highly disciplined enterprise that shares much with other business disciplines. Take a position: Marketing management is largely an artistic exercise and therefore highly subjective versus Marketing management is largely a scientific exercise with well-established guidelines and criteria. Marketing Discussion Cause Marketing How does cause or corporate societal marketing affect your personal consumer behavior? Do you ever buy or not buy any products or services from a company because of its environmental policies or programs? Why or why not?	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
706 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess mainly by supporting literacy programs for children and families in the United States and Canada and charities worldwide. In 2013, the foundation gave $8. 7 million to 144 nonprofit organizations around the world. Starbucks has do-nated more than $11 million to the Global Fund through its partnership with PRODUCT(RED), a global initiative to help stop the spread of HIV in Africa. Ethical Sourcing : Starbucks collaborates with Conservation International (CI), a nongovernmental orga-nization, and follows Coffee and Farmer Equity (C. A. F. E. ) Practices, a comprehensive coffee-buying program, to purchase high-quality coffee from farmers who meet social, economic, and environmental standards. Of 396 million pounds of coffee Starbucks purchased in 2013, 95 percent was ethically sourced. The company also works continuously with farmers to improve responsible methods of farming, such as by planting trees along riv-ers and using shade-growing techniques to help preserve forests. Over the years, Starbucks has invested more than $70 million in collaborative farmer programs and activities. Environment : Starbucks is considered a leader in green initiatives, building new LEED-certified green build-ings, reducing waste, and improving water conservation. The world's first recycled beverage cup made of 10 per-cent postconsumer fiber, 10 years in the making, and a new hot-cup paper sleeve that requires fewer materials to make conserve approximately 100,000 trees a year. Now the team is working to ensure that customers recycle. Jim Hanna, Starbucks's director of environmental impact, explained, “[Starbucks] defines a recyclable cup not by what the cup is made out of but by our customers actually having access to recycling services. ” Starbucks's goal: to make 100 percent of its cups recycled or reused by 2015. Howard Schultz stepped down as CEO in 2000 but returned as CEO, president, and chairman in 2008 to help restore growth and excitement to the powerhouse chain. Today, more than 3 billion customers visit Starbucks' 20,000 stores in 65 countries annually. The company has more than 200,000 employees and brought in $14. 9 bil-lion in revenue in 2013. To achieve its international growth goals, Schultz believes Starbucks must retain a passion for coffee and a sense of humanity and continue to prove that the company “stands for something more than just profitability. ” Questions 1. Starbucks makes business decisions that are both ethical and responsible. Has it done a good job com-municating its efforts to consumers? Do consumers believe Starbucks is a socially responsible company? Why or why not?Marketing Excellence >> Starbucks Starbucks opened in Seattle in 1971, when coffee con-sumption in the United States had been declining for a decade and rival brands used cheaper beans to compete on price. The company's founders decided to try a new concept: selling only the finest imported coffee beans and coffee-brewing equipment. (The original store didn't sell coffee by the cup, only beans. ) Howard Schultz came to Starbucks in 1982. While in Milan on business, he had walked into an Italian coffee bar and had an epiphany: “There was nothing like this in America. It was an extension of people's front porch. It was an emotional experience. ” To bring this concept to the United States, Schultz set about creating an environ-ment that would blend Italian elegance with U. S. informal-ity. He envisioned Starbucks as a “personal treat” for its customers, a comfortable, sociable gathering spot bridg-ing the workplace and home. Starbucks' expansion throughout the United States was carefully planned. All stores were company-owned and operated, ensuring complete control over the prod-uct and an unparalleled image of quality. Starbucks used a “hub” strategy; coffeehouses entered a new market in a clustered group. Although this deliberate saturation often cannibalized 30 percent of one store's sales, any drop in revenue was offset by efficiencies in marketing and dis-tribution costs and the enhanced image of convenience. A typical customer stopped by Starbucks 18 times a month. No U. S. retailer had a higher frequency rate of customer visits. Starbucks' success is often attributed to its high-quality products and services and its relentless commitment to providing consumers the richest possible sensory experi-ence. However, another critical component is its commit-ment to social responsibility. Community : Starbucks gives back to its community in many ways starting with employees, called partners. Schultz believed that to exceed customers' expectations, the company must first exceed those of employees. Since 1990, it has provided comprehensive health care to all employees, including part-timers. (Health insurance now costs the company more each year than coffee. ) A stock option plan allows employees to participate in the firm's financial success, and the company has commit-ted to hiring 10,000 veterans and military spouses over the next five years. In 2013, employees donated 630,000 hours of community service; the company hopes to top 1 million hours by the end of 2015. Starbucks created The Starbucks Foundation in 1997 to “create hope, discovery, and opportunity in communities,”	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 707 Sources: Howard Schultz, “Dare to Be a Social Entrepreneur,” Business 2. 0, December 2006, p. 87; Edward Iwata, “Owner of Small Coffee Shop Takes on Java Titan Starbucks,” USA Today, December 20, 2006; “Staying Pure: Howard Schultz's Formula for Starbucks,” Economist, February 25, 2006, p. 72; Diane Anderson, “Evolution of the Eco Cup,” Business 2. 0, June 2006, p. 50; Bruce Horovitz, “Starbucks Nation,” USA Today, May 19, 2006; Theresa Howard, “Starbucks Takes Up Cause for Safe Drinking Water,” USA Today, August 2, 2005; Howard Schultz and Dori Jones Yang, Pour Your Heart into It: How Starbucks Built a Company One Cup at a Time (New York: Hyperion, 1997); “At MIT-Starbucks Symposium, Focus on Holistic Approach to Recycling,” MIT, www. mit. edu, May 12, 2010; Starbucks Global Responsibility Report 2013; Starbucks 2013 Annual Report. 2. Where does a company like Starbucks draw the line on supporting socially responsible programs? How much of its annual budget should go toward these programs? How much time should employees focus on them? Which programs should it support? 3. How do you measure the results of Starbucks's so-cially responsible programs? morning. In 2002, he plunged into Times Square from a crane to announce his new mobile phone business. In 2004, he appeared at a New York City nightclub wearing flesh-colored tights and a strategically placed portable CD player to introduced a line of hip techie gadgets called Virgin Pulse. Branson has attended press conferences dressed in an astronaut's suit and angel's wings, driven across the English Channel in an amphibious car, and even bared his bottom to the press when Virgin Atlantic landed in Canada for the first time. His good-natured humor and flamboyant personality attract media attention and customer admiration around the globe. Reports say Virgin's press coverage equates to $1. 6 billion in media value per year. Although Branson avoids traditional market research, he stays in touch through constant customer contact. When he first set up Virgin Atlantic, he called 50 custom-ers every month to chat and get their feedback. He ap-peared in airports to rub elbows with customers, and if a plane was delayed, he handed out gift certificates to a Virgin Megastore or discounts on future travel. Virgin Unite is a nonprofit foundation that tackles global, social, and environmental problems with an entre-preneurial approach. A team of scientists, entrepreneurs, and environmental enthusiasts work with Virgin to rein-vent the way “we live and work to help make people's lives better. ” Virgin Green Fund is a private equity firm investing in renewable energy and resource efficiency sectors. Virgin established the Earth Challenge in 2007 to award $25 million to any person or group who develops a safe, long-term, commercially viable way to remove greenhouse gases from the atmosphere. Submissions are being reviewed by a team of scientists, professors, and environmental professionals. Now knighted by the Queen of England, Sir Richard never does anything small and quiet. He once said, “Lavish praise on people and people will flourish; criticize and they shrivel up. ” This philosophy has led him to many successes both in business and in life. Whether looking for a new business, generating publicity in his charac-teristic style, or encouraging research to help the planet, Branson does it with a bang. Marketing Excellence >> Virgin Group Virgin roared onto the British stage in the 1970s with the innovative Virgin Records, the brainchild of entrepreneur Richard Branson, a high school dropout who signed unknown artists and began a marathon of publicity that continues to this day. The flamboyant Briton sold Virgin Records in 1992 and has gone on to launch more than 400 companies worldwide whose combined revenues exceeded $24 billion in 2012. The Virgin name—the third most respected brand in Britain—and the Branson personality help sell the company's diverse portfolio of branded air travel, rail-roads, financial services, music, mobile phones, cars, wine, publishing, and medical devices. The Virgin Group looks for new opportunities in markets with underserved, overcharged customers and complacent competition. Branson explained, “Wherever we find them, there is a clear opportunity area for Virgin to do a much better job than the competition. We introduce trust, innovation, and customer friendliness where they don't exist. ” Some marketing and financial critics have pointed out that Branson dilutes the brand and covers too many businesses. There have been some fumbles: Virgin Cola, Virgin Cosmetics, Virgin Vodka, and Virgin Brides have all but disappeared. But despite the diversity, all Virgin Group's brands stand for quality, innovation, and fun. Branson is a master of the strategic publicity stunt and knows photographers will turn up if he gives them a good reason. When he took on stodgy British Airways in 1984, he wore World War I-era flying gear to announce the for-mation of Virgin Atlantic. The first Virgin flight took off laden with celebrities, media, a brass band in full swing, waiters from Maxim's dressed in white tie and tails, and free-flowing champagne. The airborne party enjoyed international press coverage and millions of dollars' worth of free publicity. When Branson launched Virgin Cola in the United States in 1998, he steered an army tank down New York's Fifth Avenue and blew up a Coca-Cola sign, gar-nering interviews on network TV news shows the next	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
708 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess Sources: Peter Elkind, “Branson Gets Grounded,” Fortune, February 5, 2007, pp. 13-14; Alan Deutschman, “The Enlightenment of Richard Branson,” Fast Company, September 2006, p. 49; Andy Serwer, “Do Branson's Profits Equal His Joie de Vivre ?,” Fortune, October 17, 2005, p. 57; Kerry Capell with Wendy Zellner, “Richard Branson's Next Big Adventure,” Business Week, March 8, 2004, pp. 44-45; Melanie Wells, “Red Baron,” Forbes, July 3, 2000, pp. 151-60; Sam Hill and Glenn Rifkin, Radical Marketing (New York: Harper Business, 1999); “Branson Pledges Three Billion Dollars to Develop Cleaner Energy,” Terra Daily, September 21, 2006; Richard Wachman, “Virgin Brands: What Does Richard Branson Really Own?,” The Guardian, January 7, 2012; Carmine Gallo, “The Key to a Lasting Relationship in Business and in Marriage,” Forbes, April 10, 2014; Virgin, www. virgin. com. Questions 1. How is Virgin unique in its quest to be a socially respon-sible and sustainable company? 2. Discuss the contradiction between Virgin's negative environmental impact (via air and rail) and the green message and communication efforts behind endeav-ors such as the Earth Challenge.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
709 Appendix tools for Marketing control In this appendix, we provide detailed guidelines and insights about how to best conduct several marketing control procedures. annual plan C Ontr Ol Four sets of analyses can be useful for annual plan control. Sale S analy Si S Sales analysis measures and evaluates actual sales in relationship to goals. Two specific tools make it work. Sales-variance analysis measures the relative contribution of different factors to a gap in sales performance. Suppose the annual plan called for selling 4,000 widgets in the first quarter at $1 per widget, for total revenue of $4,000. At quarter's end, only 3,000 widgets were sold at $. 80 per widget, for total revenue of $2,400. How much of the sales performance gap is due to the price decline, and how much to the volume decline? This calculation answers the question: Variance due to price decline: ($1. 00-$. 80) (3,000) = $ 600 37. 5% Variance due to volume decline: ($1. 00)(4,000-3,000) = $1,000 62. 5% = $1,600 100. 0% Almost two-thirds of the variance is due to failure to achieve the volume target. The company should look closely at why it failed to achieve expected sales volume. Microsales analysis looks at specific products, territories, and so forth, that failed to produce expected sales. Suppose the company sells in three territories, and expected sales were 1,500 units, 500 units, and 2,000 units, respectively. Actual volumes were 1,400 units, 525 units, and 1,075 units, respectively. Thus, territory 1 showed a 7 percent shortfall in terms of expected sales; territory 2, a 5 percent improvement over expectations; and territory 3, a 46 percent shortfall! Territory 3 is causing most of the trouble. Maybe the sales rep in territory 3 is underperform-ing, a major competitor has entered this territory, or business is in a recession there. Marke T Share analy Si S Company sales don't reveal how well the company is performing relative to competitors. For this, management needs to track its market share in one of three ways. Overall market share expresses the company's sales as a percentage of total market sales. Served market share is sales as a percentage of the total sales to the market. The served market is all the buyers able and willing to buy the product, and served market share is always larger than overall market share. A company could capture 100 percent of its served market and yet have a relatively small share of the total market. Relative market share is market share in relationship to the largest competitor. A relative market share of exactly 100 percent means the company is tied for the lead; more than 100 percent indicates a market leader. A rise in relative market share means a company is gaining on its leading competitor. Conclusions from market share analysis, however, are subject to qualifications: The assumption that outside forces affect all companies in the same way is often not true. The U. S. Surgeon General's report on the harmful consequences of smoking depressed total cigarette sales, but not equally for all companies. The assumption that a company's performance should be judged against the average performance of all companies is not always valid. A company's performance is best judged against that of its closest competitors. If a new firm enters the industry, every existing firm's market share might fall. A decline in market share might not mean the company is performing any worse than other companies. Share loss depends on the degree to which the new firm hits the company's specific markets. Sometimes a market share decline is deliberately engineered to improve profits. For example, management might drop unprofitable customers or products. Market share can fluctuate for many minor reasons. For example, it can be affected by whether a large sale occurs on the last day of the month or at the beginning of the next month. Not all shifts in market share have marketing significance. 76	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
710 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess A useful way to analyze market share movements is in terms of four components: Overall market Customer Customer * Customer Price share = penetration * loyalty selectivity * selectivity where: Customer penetration Percentage of all customers who buy from the company Customer loyalty Purchases from the company by its customers as a percentage of their total purchases from all suppliers of the same products Customer selectivity Size of the average customer purchase from the company as a percentage of the size of the average customer purchase from an average company Price selectivity Average price charged by the company as a percentage of the average price charged by all companies Now suppose the company's dollar market share falls during the period. The overall market share equation provides four possible explanations: The company lost some customers (lower customer penetration); existing customers are buying less from the company (lower customer loyalty); the company's remaining customers are smaller in size (lower customer selectivity); or the company's price has slipped relative to competition (lower price selectivity). Marke Ting expen Se-To-Sale S analy Si S Annual-plan control requires making sure the company isn't overspending to achieve sales goals. The key ratio to watch is marketing expense-to-sales. In one company, this ratio was 30 percent and consisted of five component expense-to-sales ratios: sales force-to-sales (15 percent), advertising-to-sales (5 percent), sales promotion-to-sales (6 percent), marketing research-to-sales (1 percent), and sales administration-to-sales (3 percent). Fluctuations outside the normal range are cause for concern. Management needs to monitor period-to-period fluctuations in each ratio on a control chart (see Figure 23. 6). This chart shows the advertising expense-to-sales ratio normally fluctuates between 8 percent and 12 percent, say 99 of 100 times. In the 15th period, however, the ratio exceeded the upper control limit. Either (1) the company still has good expense control and this situation represents a rare chance event, or (2) the company has lost control over this expense and should find the cause. If there is no investigation, the risk is that some real change might have occurred, and the company will fall behind. Managers should make successive observations even within the upper and lower control limits. Note in Figure 23. 6 that the level of the expense-to-sales ratio rose steadily from the 8th period onward. The probability of encountering six successive increases in what should be independent events is only 1 in 64. 77 This unusual pattern should have led to an investigation sometime before the 15th observation. Financial analy Si S Marketers should analyze the expense-to-sales ratios in an overall financial frame-work to determine how and where the company is making its money. They can, and are increasingly, using finan-cial analysis to find profitable strategies beyond building sales. 12345678 Time P eriod910111213141514 12 10 8 6Advertising Expense/Sales Ratio Upper limit Desired level Lower limit 0\| Fig. 23. 6 \| The Control-Chart Model	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 711 Management uses financial analysis to identify factors that affect the company's rate of return on net worth. 78 The main factors are shown in Figure 23. 7, along with illustrative numbers for a large chain-store retailer. The retailer is earning a 12. 5 percent return on net worth. The return on net worth is the product of two ratios, the company's return on assets and its financial leverage. To improve its return on net worth, the company must increase its ratio of net profits to assets or increase the ratio of assets to net worth. The company should analyze the composition of its assets (cash, accounts receivable, inventory, and plant and equipment) to see whether it can improve its asset management. The return on assets is the product of two ratios, the profit margin and the asset turnover. The profit margin in Figure 23. 7 seems low, whereas the asset turnover is more normal for retailing. The marketing executive can seek to improve performance in two ways: (1) increase the profit margin by increasing sales or cutting costs, and (2) increase the asset turnover by increasing sales or reducing assets (inventory, receivables) held against a given level of sales. pr Of Ita BIl It Y COntr Ol Marke Ting pro Fi Tabili Ty analy Si S We will illustrate the steps in marketing profitability analysis with the following example: The marketing vice president of a lawn mower company wants to determine the prof-itability of selling through three types of retail channels: hardware stores, garden supply shops, and department stores. The company's profit-and-loss statement is shown in Table 23. 10. 1. 5% 3. 2Asset T urnover Proﬁt Margin Net proﬁts Net sales 4. 8% =Return on Assets Net proﬁts Total assets2. 6 x Financial Leverage Total assets Net worth12. 5% =Rate of Return on Net W orth Net proﬁts Net worth Net sales Total assets\| Fig. 23. 7 \| Financial Model of Return on Net Worth Table 23. 10 A Simplified Profit-and-Loss Statement Sales $60,000 Cost of goods sold 39,000 Gross margin $21,000 Expenses Salaries $9,300 Rent 3,000 Supplies 3,500 15,800 Net profit $ 5,200	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
712 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess Step 1: Identifying Functional Expenses Assume the expenses listed in Table 23. 10 are incurred to sell the product, advertise it, pack and deliver it, and bill and collect for it. The first task is to measure how much of each expense was incurred in each activity. Suppose most of the salary expense went to sales representatives and the rest to an advertising manager, pack-ing and delivery help, and an office accountant. Let the breakdown of the $9,300 be $5,100, $1,200, $1,400, and $1,600, respectively. Table 23. 11 shows the allocation of the salary expense to these four activities. Table 23. 11 also shows the rent account of $3,000 allocated to the four activities. Because the sales reps work away from the office, none of the building's rent expense is assigned to selling. Most of the expenses for floor space and rented equipment are for packing and delivery. The supplies account covers promotional materials, packing materials, fuel purchases for delivery, and home office stationery. The $3,500 in this account is reassigned to func-tional uses of the supplies. Step 2: Assigning Functional Expenses to Marketing Entities The next task is to measure how much functional expense was associated with selling through each type of channel. Consider the selling effort, indicated by the number of sales in each channel. This number is in the selling column of Table 23. 12. Altogether, 275 sales calls were made during the period. Because the total selling expense amounted to $5,500 (see Table 23. 12), the selling expense averaged $20 per call. We can allocate advertising expense according to the number of ads addressed to different channels. Because there were 100 ads altogether, the average ad cost $31. The packing and delivery expense is allocated according to the number of orders placed by each type of chan-nel. This same basis was used for allocating billing and collection expense. Table 23. 11 Mapping Natural Expenses into Functional Expenses Natural Accounts Total Selling Advertising Packing and Delivery Billing and Collecting Salaries $ 9,300 $5,100 $1,200 $1,400 $1,600 Rent 3,000 — 400 2,000 600 Supplies 3,500 400 1,500 1,400 200 $15,800 $5,500 $3,100 $4,800 $2,400 Table 23. 12 Bases for Allocating Functional Expenses to Channels Channel Type Selling Advertising Packing and Delivery Billing and Collecting Hardware stores 200 50 50 50 Garden supply shops 65 20 21 21 Department stores 10 30 9 9 275 100 80 80 Functional expense ÷ No. of units $5,500 $3,100 $4,800 $2,400 275 100 80 80 equals $ 20 $ 31 $ 60 $ 30	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
MAn Aging A Holis Ti C MARke Ting o Rg Aniz ATion fo R THe long Run \| chapter 23 713 Step 3: Preparing a Profit-and-Loss Statement for Each Marketing Entity We can now prepare a profit-and-loss statement for each type of channel (see Table 23. 13). Because hardware stores accounted for half of total sales ($30,000 out of $60,000), charge this channel with half the cost of goods sold ($19,500 out of $39,000). This leaves a gross margin from hardware stores of $10,500. From this we deduct the proportions of functional expenses hardware stores consumed. According to Table 23. 12, hardware stores received 200 of 275 total sales calls. At an imputed value of $20 a call, hardware stores must bear a $4,000 selling expense. Table 23. 12 also shows hardware stores were the target of 50 ads. At $31 an ad, the hardware stores are charged with $1,550 of advertising. The same reasoning applies in computing the share of the other functional expenses. The result is that hardware stores gave rise to $10,050 of the total expenses. Subtracting this from gross margin, we find the profit of selling through hardware stores is only $450. Repeat this analysis for the other channels. The company is losing money in selling through garden supply shops and makes virtually all its profits through department stores. Notice that gross sales is not a reliable indicator of the net profits for each channel. de Ter Mining correc Tive ac Tion It would be naive to conclude the company should drop garden supply shops and hardware stores to concentrate on department stores. We need to answer the following questions first: To what extent do buyers buy on the basis of type of retail outlet versus brand? What trends affect the relative importance of these three channels? How good are the company's marketing strategies for the three channels? Using the answers, marketing management can evaluate five alternatives: 1. Establish a special charge for handling smaller orders. 2. Give more promotional aid to garden supply shops and hardware stores. 3. Reduce sales calls and advertising to garden supply shops and hardware stores. 4. Ignore the weakest retail units in each channel. 5. Do nothing. Marketing profitability analysis indicates the relative profitability of different channels, products, territories, or other marketing entities. It does not prove the best course of action is to drop unprofitable marketing entities or capture the likely profit improvement of doing so. Table 23. 13 Profit-and-Loss Statements for Channels Hardware Stores Garden Supply Shops Dept. Stores Whole Company Sales $30,000 $10,000 $20,000 $60,000 Cost of goods sold 19,500 6,500 13,000 39,000 Gross margin $10,500 $ 3,500 $ 7,000 $21,000 Expenses Selling ($20 per call) $ 4,000 $ 1,300 $ 200 $ 5,500 Advertising ($31 per advertisement) 1,550 620 930 3,100 Packing and delivery ($60 per order) 3,000 1,260 540 4,800 Billing ($30 per order) 1,500 630 270 2,400 Total expenses $10,050 $ 3,810 $ 1,940 $15,800 Net profit or loss $ 450 $ (310) $ 5,060 $ 5,200	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
714 PART 8 \| Condu CTing M ARke Ting Res Ponsibly fo R long-Te RM su CCess direc T ver Su S Full co STing Like all information tools, marketing profitability analysis can lead or mislead, depending on how well marketers understand its methods and limitations. The lawn mower company chose bases somewhat arbitrarily for allocating the functional expenses to its marketing entities. It used “number of sales calls” to allocate selling expenses, generating less record keeping and computation, when in principle “number of sales working hours” is a more accurate indicator of cost. A far more serious decision is whether to allocate full costs or only direct and traceable costs in evaluating a marketing entity's performance. The lawn mower company sidestepped this problem by assuming only simple costs that fit with marketing activities, but we cannot avoid the question in real-world analyses of profitability. We distinguish three types of costs: 1. Direct costs—We can assign direct costs directly to the proper marketing entities. Sales commissions are a direct cost in a profitability analysis of sales territories, sales representatives, or customers. Advertising expen-ditures are a direct cost in a profitability analysis of products to the extent that each advertisement promotes only one product. Other direct costs for specific purposes are sales force salaries and traveling expenses. 2. Traceable common costs—We can assign traceable common costs only indirectly, but on a plausible basis, to the marketing entities. In the example, we analyzed rent this way. 3. Nontraceable common costs—Common costs whose allocation to the marketing entities is highly arbitrary are nontraceable common costs. To allocate “corporate image” expenditures equally to all products would be arbitrary because all products don't benefit equally. To allocate them proportionately to the sales of the various products would be arbitrary because relative product sales reflect many factors besides corporate image mak-ing. Other examples are top management salaries, taxes, interest, and other overhead. No one disputes the inclusion of direct costs in marketing cost analysis. There is some controversy about in-cluding traceable common costs, which lump together costs that would and would not change with the scale of marketing activity. If the lawn mower company drops garden supply shops, it would probably continue to pay the same rent. Its profits would not rise immediately by the amount of the present loss in selling to garden supply shops ($310). The major controversy is about whether to allocate the nontraceable common costs to the marketing entities. Such allocation is called the full-cost approach, and its advocates argue that all costs must ultimately be imputed in order to determine true profitability. However, this argument confuses the use of accounting for financial report-ing with its use for managerial decision making. Full costing has three major weaknesses: 1. The relative profitability of different marketing entities can shift radically when we replace one arbitrary way to allocate nontraceable common costs by another. 2. The arbitrariness demoralizes managers, who feel their performance is judged adversely. 3. The inclusion of nontraceable common costs could weaken efforts at real cost control. Operating management is most effective in controlling direct costs and traceable common costs. Arbitrary as-signments of nontraceable common costs can lead managers to spend their time fighting cost allocations instead of managing controllable costs well. Companies show growing interest in using marketing profitability analysis or its broader version, activity-based cost accounting (ABC), to quantify the true profitability of different activities. 79 Managers can then reduce the resources required to perform various activities, make the resources more productive, acquire them at lower cost, or raise prices on products that consume heavy amounts of support resources. The contribution of ABC is to refo-cus management's attention away from using only labor or material standard costs to allocate full cost and toward capturing the actual costs of supporting individual products, customers, and other entities.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix Sonic Marketing Plan and exerci Se S The Marketing Plan: An Introduction As a marketer, you'll need a good marketing plan to provide direction and focus for your brand, product, or company. With a detailed plan, any business will be better prepared to launch an in-novative new product or increase sales to current customers. Nonprofit organizations also use marketing plans to guide their fund-raising and outreach efforts. Even government agencies put together marketing plans for initiatives such as building public awareness of proper nutrition and stimulating area tourism. The Purpose and Content of a Marketing Plan A marketing plan has a more limited scope than a business plan, which offers a broad overview of the entire organization's mission, objectives, strategy, and resource allocation. The marketing plan documents how the organization's strategic objectives will be achieved through specific marketing strategies and tactics, with the customer as the starting point. It is also linked to the plans of other organizational departments. Suppose a marketing plan calls for selling 200,000 units annually. The production department must gear up to make that many units, finance must arrange funding to cover the expenses, human resources must be ready to hire and train staff, and so on. Without the appropriate level of organizational support and resources, no marketing plan can succeed. Although the exact length and layout vary from company to company, a marketing plan usually contains the sections described in Chapter 2. Smaller businesses may create shorter or less formal marketing plans, whereas corporations generally require highly structured marketing plans. To guide implementation effectively, every part of the plan must be described in considerable detail. Sometimes a company will post its marketing plan on an internal Web site so managers and em-ployees in different locations can consult specific sections and collaborate on additions or changes. The Role of Research To develop innovative products, successful strategies, and action programs, marketers need up-to-date information about the environment, the competition, and the selected market segments. Often, analysis of internal data is the starting point for assessing the current marketing situa-tion, supplemented by marketing intelligence and research investigating the overall market, the competition, key issues, threats, and opportunities. As the plan is put into effect, marketers use research to measure progress toward objectives and to identify areas for improvement if results fall short of projections. Finally, marketing research helps marketers learn more about their customers' requirements, expectations, perceptions, satisfaction, and loyalty. This deeper understanding provides a foun-dation for building competitive advantage through well-informed segmenting, targeting, and positioning decisions. Thus, the marketing plan should outline what marketing research will be conducted and when, as well as how, the findings will be applied. The Role of Relationships Although the marketing plan shows how the company will establish and maintain profitable customer relationships, it also affects both internal and external relationships. First, it influences how marketing personnel work with each other and with other departments to deliver value and satisfy customers. Second, it affects how the company works with suppliers, distributors, and partners to achieve the plan's objectives. Third, it influences the company's dealings with other stakeholders, including government regulators, the media, and the community at large. All these relationships are important to the organization's success and must be considered when developing a marketing plan. A1	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A2 Appendix From Marketing Plan to Marketing Action Most companies create yearly marketing plans, though some plans cover a longer period. Marketers start planning well in advance of the implementation date to allow time for marketing research, analysis, management review, and coordination between departments. Then, after each action program begins, marketers monitor ongoing results, investigate any deviation from the projected outcome, and take corrective steps as needed. Some marketers also prepare contingency plans for implementation if certain conditions emerge. Because of inevitable and sometimes unpredictable environmental changes, marketers must be ready to update and adapt marketing plans at any time. For effective implementation and control, the marketing plan should define how progress to-ward objectives will be measured. Managers typically use budgets, schedules, and marketing met-rics for monitoring and evaluating results. With budgets, they can compare planned expenditures with actual expenditures for a given period. Schedules allow management to see when tasks were supposed to be completed and when they were actually completed. Marketing metrics track the actual outcomes of marketing programs to see whether the company is moving forward toward its objectives. Sample Marketing Plan for Sonic This section takes you inside the sample marketing plan for Sonic, a hypothetical start-up com-pany. The company's first product is the Sonic 1000, a state-of-the-art, fully loaded multimedia smart phone. Sonic will be competing with Apple, Samsung, LG, Motorola, HTC, and other well-established rivals in a crowded, fast-changing marketplace where smart phones have many communication and entertainment capabilities. The annotations explain more about what each section of the plan should contain. 1. 0 Executive Summary Sonic is preparing to launch a major new state-of-the-art multimedia smart phone, the Sonic 1000, in a mature market. We can effectively compete with many types of smart phones because our product offers a unique combination of advanced features and functionality at a very compet-itive value-added price. We are targeting specific segments in the consumer and business markets, taking advantage of the growing interest in a single powerful but affordable device with extensive communication, organization, and entertainment benefits. The primary marketing objective is to achieve first-year U. S. market share of 1 percent with unit sales of 800,000. The primary financial objectives are to achieve first-year sales revenues of $200 million, keep first-year losses to less than $40 million, and break even early in the second year. 2. 0 Situation Analysis Sonic, founded 18 months ago by two well-known entrepreneurs with telecommunications expe-rience, is about to enter the highly competitive smart-phone market. Multifunction cell phones are increasingly popular for both personal and professional use, with more than 968 million smart phones sold worldwide in 2013. Competition is increasingly intense even as technology evolves, industry consolidation continues, and pricing pressures squeeze profitability. To gain market share in this dynamic environment, Sonic must carefully target specific segments with valued features and plan for a next-generation product to keep brand momentum going. 2. 1 Market Su MMary Sonic's market consists of consumers and business users who prefer to use a powerful but affordable single device for fully functional communication, information storage and exchange, organization, and entertainment on the go. Specific segments being targeted during the first year include professionals, corporations, students, entrepreneurs, and medical users. Exhibit A. 1 shows how the Sonic 1000 addresses some of the most basic needs of targeted consumer and business segments in a cost-effective manner. The additional communication and entertainment benefits of the product just enhance its appeal to those segments. This section summarizes market opportunities, marketing strategy, and marketing and financial objec-tives for senior managers who will read and approve the marketing plan. The situation analysis describes the market, the company's capability to serve targeted segments, and the competition. Market summary includes size, needs, growth, and trends. De-scribing the targeted segments in detail provides context for marketing strategies and programs discussed later in the plan.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix A3Smart-phone purchasers can choose between models based on several different operating systems. The biggest-selling smart-phone operating system is Android. Android's smaller rivals in-clude Black Berry OS, i OS, and the Windows Phone OS. Storage capacity (hard drive or flash drive) is an expected feature, so Sonic is equipping its first product with an ultra-fast 64-gigabyte drive that can be supplemented by extra storage. Technology costs are decreasing even as capabilities are increasing, which makes value-priced models more appealing to consumers and to business users with older smart phones who want to trade up to new, high-end multifunction units. 2. 2 Strength S, Weakne SSe S, Opp Ortunitie S, and threat analy Si S Sonic has several powerful strengths on which to build, but our major weakness is lack of brand aware-ness and image. The major opportunity is demand for multifunction communication, organiza-tion, and entertainment devices that deliver a number of valued benefits at a lower cost. We also face the threat of ever-higher competition and downward pricing pressure. Strengths Sonic can build on three important strengths: 1. Innovative product —The Sonic 1000 offers a combination of features that are hard to find in single devices, with extensive telecommunications capabilities and highest-quality digital video/music/TV program storage/playback. 2. Security —Our smart phone uses a Linux-based operating system that is less vulnerable to hackers and other security threats that can result in stolen or corrupted data. 3. Pricing —Our product is priced lower than competing smart phones—none of which offer the same bundle of features—which gives us an edge with price-conscious customers. Weaknesses By waiting to enter the smart-phone market until considerable consolidation of competitors has occurred, Sonic has learned from the successes and mistakes of others. Nonetheless, we have two main weaknesses: 1. Lack of brand awareness —Sonic has no established brand or image, whereas Samsung, Apple, Motorola, and others have strong brand recognition. We will address this issue with aggressive promotion. 2. Heavier and thicker unit —The Sonic 1000 is slightly heavier and thicker than most compet-ing models because it incorporates so many telecommunication and multimedia features. To counteract this weakness, we will emphasize our product's benefits and value-added pricing, two compelling competitive strengths. Strengths are internal capabilities that can help the company reach its objectives. Weaknesses are internal ele-ments that may interfere with the company's ability to achieve its objectives. Targeted Segment Customer Need Corresponding Feature/Beneﬁt Professionals (consumer market) Students (consumer market) Corporate users (business market) Entrepreneurs (business market) Medical users (business market)IStay in touch while on the go IRecord information while on the go IPerform many functions without carrying multiple gadgets IExpress style and individuality IInput and access critical data on the go IUse for proprietary tasks IOrganize and access contacts, schedule details IUpdate, access, and exchange medical records IWireless e-mail to conveniently send and receive messages from anywhere; cell phone capability for voice communication from anywhere IVoice recognition for no-hands recording ICompatible with numerous applications and peripherals for convenient, cost-effective functionality ICase wardrobe of different colors and patterns allows users to make a fashion statement ICompatible with widely available software ICustomizable to ﬁt diverse corporate tasks and networks INo-hands, wireless access to calendar and address book to easily check appointments and connect with contacts INo-hands, wireless recording and exchange of information to reduce paperwork and increase productivity\| Exh. A. 1 \| Needs and Corresponding Features/Benefits of Sonic Smart Phone	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A4 Appendix This section summarizes the main features of the company's various products. Opportunities Sonic can take advantage of two major market opportunities: 1. Increasing demand for state-of-the-art multimedia devices with a full array of communication functions —The market for cutting-edge multimedia, multifunction devices is growing rapidly. Smart phones are already commonplace in public, work, and educational settings; in fact, us-ers who bought entry-level models are now trading up. 2. Lower technology costs —Better technology is now available at a lower cost than ever before. Thus, Sonic can incorporate advanced features at a value-added price that allows for reason-able profits. Threats We face three main threats at the introduction of the Sonic 1000: 1. Increased competition —More companies are offering devices with some but not all of the fea-tures and benefits provided by the Sonic 1000. Therefore, Sonic's marketing communications must stress our clear differentiation and value-added pricing. 2. Downward pressure on pricing —Increased competition and market share strategies are push-ing smart-phone prices down. Still, our objective of breaking even with second-year sales of the original model is realistic, given the lower margins in the smart-phone market. 3. Compressed product life cycle —Smart phones are reaching the maturity stage of their life cycle more quickly than earlier technology products. Because of this compressed life cycle, we plan to introduce an even greater-enhanced media-oriented second product during the year fol-lowing the Sonic 1000's launch. 2. 3 C OMpetiti On The emergence of well-designed multifunction smart phones, including the Apple i Phone, has increased competitive pressure. Competitors are continually adding features and sharpening price points. Key competitors: Apple: The leader in smart-phone market share, Apple takes pride in being forward thinking, innovative, and consumer-centric. Its latest i Phone 5s features an impressively thin and light-weight metallic design, fingerprint identity sensor, dual LED flash, and CPU power up to two times faster than the previous generation. Samsung : A strong competitor in the smart-phone industry, Samsung ranks as a top 10 global brand and has plans to reach $400 billion in revenue by 2020. The Galaxy S5 features a whop-ping 16-megapixel camera and the first-ever built-in heart rate monitor. LG: Founded in 1958, LG Electronics strives to be a worldwide leader in the digital market and in 2014 ranked third in total smart-phone subscribers, behind Apple and Samsung. Its G2 smart phone features a large 5. 2-inch full HD IPS display and ergonomically positioned rear key control on the back. Motorola : Motorola pioneered the mobile communications industry and invented the first mobile phone in 1973. Today, the company prides itself on creating value with comfortable, approachable, and powerful devices. The Moto X is first smart phone to be designed, engi-neered, and assembled entirely in the United States. HTC : Founded in 1997, HTC is a relatively new competitor to the industry but still ranks fifth in smart-phone market share. HTC built its reputation on providing high-quality products that garnered recommendations and referrals from both retailers and consumers. Its HTC One (M8) smart phone comes with a 5. 0-inch full HD 1080p display and is curved to fit in the palm of the hand. Despite strong competition, Sonic can carve out a definitive image and gain recognition among targeted segments. Our appealing combination of state-of-the-art features and low price is a critical point of differentiation for competitive advantage. Our second product will be even more media-oriented to appeal to segments where we will have strong brand recognition. Exhibit A. 2 shows a sample of competitive products and prices. 2. 4 pr Odu Ct Offering S The Sonic 1000 offers the following standard features: Voice recognition for hands-free operation Full array of apps Complete organization functions, including linked calendar, address book, synchronization Opportunities are areas of buyer need or potential interest in which the company might perform profit-ably. Threats are challenges posed by an unfavorable trend or development that could lead to lower sales and profits. This section identifies key competitors, describes their market positions, and provides an overview of their strategies.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix A5 Digital music/video/television recording, wireless downloading, and instant playback Wireless Web and e-mail, text messaging, instant messaging Four-inch high-quality color touch screen Ultra-fast 64-gigabyte drive and expansion slots Integrated 12-megapixel camera with flash and photo editing/sharing tools First-year sales revenues are projected to be $200 million, based on sales of 800,000 of the Sonic 1000 model at a wholesale price of $250 each. Our second-year product will be the Sonic All Media 2000, stressing enhanced multimedia communication, networking, and entertainment functions. The Sonic All Media 2000 will include Sonic 1000 features plus additional features such as: Built-in media beaming to share music, video, and television files with other devices Webcam for instant video capture and uploading to popular video Web sites Voice-command access to popular social networking Web sites 2. 5 di Stributi On Sonic-branded products will be distributed through a network of retailers in the top 50 U. S. markets. Among the most important channel partners being contacted are: Office supply superstores. Office Depot and Staples will all carry Sonic products in stores, in catalogs, and online. Computer stores. Independent computer retailers will carry Sonic products. Electronics specialty stores. Best Buy will feature Sonic smart phones in its stores, online, and in its media advertising. Online retailers. Amazon. com will carry Sonic smart phones and, for a promotional fee, will give Sonic prominent placement on its homepage during the introduction. Distribution will initially be restricted to the United States, with appropriate sales promotion support. Later, we plan to expand into Canada and beyond. 3. 0 Marketing Strategy 3. 1 Obje Ctive S We have set aggressive but achievable objectives for the first and second years of market entry. First-Y ear Objectives. We are aiming for a 1 percent share of the U. S. smart-phone market through unit sales volume of 800,000. Second-Y ear Objectives. Our second-year objective is to achieve break-even on the Sonic 1000 and launch our second model. 3. 2 target Market S Sonic's strategy is based on a positioning of product differentiation. Our primary consumer target for the Sonic 1000 is middle-to upper-income professionals who need one fully loaded device to coordinate their busy schedules, stay in touch with family and Distribution explains each channel for the company's products and mentions new developments and trends. Objectives should be defined in specific terms so management can measure progress and take correc-tive action to stay on track. All marketing strategies start with segmentation, targeting, and posi-tioning. \| Exh. A. 2 \| Selected Smart-Phone Products and Pricing Apple i Phone 5s Samsung Galaxy S5 LG G2Motorola Moto X HTC One (M8) Built-in Storage 64 GB 32 GB, micro SD up to 128 GB32 GB 16 GB 32 GB, micro SD up to 128 GB Display 4" IPS LCD 5. 1" Super AMOLED 5. 2" IPS LCD 4. 7" AMOLED 5. 0" IPS LCD Camera 8. 0 MP 16 MP 13 MP 10 MP 4 MP Price $399. 99 $199. 99 $399. 99 $399. 99 $199. 99	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A6 Appendixcolleagues, and be entertained on the go. Our secondary consumer target is high school, college, and graduate students who want a multimedia, dual-mode device. This segment can be described demographically by age (16-30) and education status. Our Sonic All Media 2000 will be aimed at teens and twentysomethings who want a device with features to support social networking and heavier, more extensive entertainment media consumption. The primary business target for the Sonic 1000 is mid-to large-sized corporations that want to help their managers and employees stay in touch and input or access critical data when out of the office. This segment consists of companies with more than $25 million in annual sales and more than 100 employees. A secondary target is entrepreneurs and small business owners. Also we will target medical users who want to update or access patients' medical records. Each of the marketing-mix strategies conveys Sonic's differentiation to these target market segments. 3. 3 p OSiti Oning Using product differentiation, we are positioning the Sonic smart phone as the most versatile, convenient, value-added model for personal and professional use. Our market-ing will focus on the value-priced multiple communication, entertainment, and information capa-bilities differentiating the Sonic 1000. 3. 4 Strategie S Product The Sonic 1000, including all the features described in the earlier Product Offerings sec-tion and more, will be sold with a one-year warranty. We will introduce the Sonic All Media 2000 during the following year, after we have established our Sonic brand. The brand and logo (Sonic's distinctive yellow thunderbolt) will be displayed on our products and packaging as well as in all marketing campaigns. Pricing The Sonic 1000 will be introduced at a $250 wholesale price and a $300 estimated retail price per unit. We expect to lower the price of this model when we expand the product line by launching the Sonic All Media 2000, to be priced at $350 wholesale per unit. These prices re-flect a strategy of (1) attracting desirable channel partners and (2) taking share from established competitors. Distribution Our channel strategy is to use selective distribution, marketing Sonic smart phones through well-known stores and online retailers. During the first year, we will add channel part-ners until we have coverage in all major U. S. markets and the product is included in the major electronics catalogs and Web sites. We will also investigate distribution through cell-phone outlets maintained by major carriers such as Verizon Wireless. In support of channel partners, we will pro-vide demonstration products, detailed specification handouts, and full-color photos and displays featuring the product. Finally, we plan to arrange special payment terms for retailers that place volume orders. Marketing Communications By integrating all messages in all media, we will reinforce the brand name and the main points of product differentiation. Research about media consumption patterns will help our advertising agency choose appropriate media and timing to reach prospects before and during product introduction. Thereafter, advertising will appear on a pulsing basis to maintain brand awareness and communicate various differentiation messages. The agency will also coordinate public relations efforts to build the Sonic brand and support the differentiation message. To generate buzz, we will host a user-generated video contest on our Web site. To attract, retain, and motivate channel partners for a push strategy, we will use trade sales promotions and personal selling. Until the Sonic brand has been established, our communications will encourage purchases through channel partners rather than from our Web site. 3. 5 Marketing Mix The Sonic 1000 will be introduced in February. Here are summaries of action programs we will use during the first six months to achieve our stated objectives. January. We will launch a $200,000 trade sales promotion campaign and participate in major industry trade shows to educate dealers and generate channel support for the prod-uct launch in February. Also, we will create buzz by providing samples to selected product reviewers, opinion leaders, influential bloggers, and celebrities. Our training staff will work Positioning identifies the brand, benefits, points-of-difference, and points-of-parity for the product or line. Product strategy includes deci-sions about product mix and lines, brands, packaging and labeling, and warranties. Pricing strategy covers decisions about setting initial prices and adapting prices in response to opportunities and competitive chal-lenges. Distribution strategy includes se-lection and management of chan-nel relationships to deliver value to customers. Marketing communications strategy covers all efforts to com-municate to target audiences and channel members. The marketing mix includes tactics and programs that support prod-uct, pricing, distribution, and mar-keting communications strategy.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix A7with retail sales personnel at major chains to explain the Sonic 1000's features, benefits, and advantages. February. We will start an integrated print/radio/Internet/social media campaign targeting professionals and consumers. The campaign will show how many functions the Sonic smart phone can perform and emphasize the convenience of a single, powerful handheld device. This multimedia campaign will be supported by point-of-sale signage as well as online-only ads and video tours. March. As the multimedia advertising campaign continues, we will add consumer sales pro-motions such as a contest in which consumers post videos to our Web site, showing how they use the Sonic in creative and unusual ways. We will also distribute new point-of-purchase displays to support our retailers. April. We will hold a trade sales contest offering prizes for the salesperson and retail organi-zation that sell the most Sonic smart phones during the four-week period. May. We plan to roll out a new national advertising campaign this month. The radio ads will feature celebrity voices telling their Sonic smart phones to perform functions such as initiat-ing a phone call, sending an e-mail, playing a song or video, and so on. The stylized print and online ads will feature avatars of these celebrities holding their Sonic smart phones. We plan to repeat this theme for next year's product launch. June. Our radio campaign will add a new voice-over tagline promoting the Sonic 1000 as a graduation gift. We will exhibit at the semiannual electronics trade show and provide retail-ers with new competitive comparison handouts as a sales aid. In addition, we will analyze the results of customer satisfaction research for use in future campaigns and product development efforts. 3. 6 Marketing re Sear Ch Using research, we will identify specific features and benefits our target market segments value. Feedback from market tests, surveys, and focus groups will help us develop and fine-tune the Sonic All Media 2000. We are also measuring and analyzing custom-ers' attitudes toward competing brands and products. Brand awareness research will help us de-termine the effectiveness and efficiency of our messages and media. Finally, we will use customer satisfaction studies to gauge market reaction. 4. 0 Financials Total first-year sales revenue for the Sonic 1000 is projected at $200 million, with an average wholesale price of $250 per unit and variable cost per unit of $150 for unit sales volume of 800,000. We anticipate a first-year loss of as much as $40 million. Break-even calculations indi-cate that the Sonic 1000 will become profitable after the sales volume exceeds 267,500 during the product's second year. Our break-even analysis assumes per-unit wholesale revenue of $250 per unit, variable cost of $150 per unit, and estimated first-year fixed costs of $26,750,000. With these assumptions, the break-even calculation is: 26,750,000 $250-$150 =267,500 units 5. 0 Controls Controls are being established to cover implementation and the organization of our marketing activities. 5. 1 i Mple Mentati On We are planning tight control measures to closely monitor quality and customer service satisfaction. This will enable us to react very quickly in correcting any prob-lems that may occur. Other early warning signals that will be monitored for signs of deviation from the plan include monthly sales (by segment and channel) and monthly expenses. 5. 2 Marketing Organizati On Sonic's chief marketing officer, Jane Melody, holds overall responsibility for all of the company's marketing activities. Exhibit A. 3 shows the struc-ture of the eight-person marketing organization. Sonic has hired Worldwide Marketing to handle national sales campaigns, digital, trade and consumer sales promotions, and public relations efforts. Programs should coordinate with the resources and activities of other departments that contribute to customer value for each product. This section shows how marketing research will support the develop-ment, implementation, and evalu-ation of marketing strategies and programs. Financials include budgets and forecasts to plan for marketing expenditures, scheduling, and operations. Controls help management measure results and identify any problems or performance variations that need corrective action. The marketing department may be organized by function, as in this sample, or by geography, product, customer, or some combination of these.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A8 Appendix Sonic Marketing Plan Chapter Assignments Chapter 2: Developing Marketing Strategies and Plans As an assistant to Jane Melody, Sonic's chief marketing officer, you've been assigned to draft a mission statement for top management's review. 1 This should cover the competitive spheres within which the firm will operate and your recommendation of an appropriate generic com-petitive strategy. Using your knowledge of marketing, the information you have about Sonic, and library or Internet resources, answer the following questions. What should Sonic's mission be? In what competitive spheres (industry, products and applications, competence, market- segment, vertical, and geographic) should Sonic operate? Which of Porter's generic competitive strategies would you recommend Sonic follow in for-mulating overall strategy? As your instructor directs, enter your answers and supporting information in a written market-ing plan to document your ideas. Chapter 3: Collecting Information and Forecasting Demand Jane Melody asks you to scan Sonic's external environment for early warning signals of new op-portunities and emerging threats that could affect the success of the Sonic 1000 smart phone. Using Internet or library sources (or both), locate information to answer three questions about key areas of the macroenvironment. What demographic changes are likely to affect Sonic's targeted segments? What economic trends might influence buyer behavior in Sonic's targeted segments? How might the rapid pace of technological change alter Sonic's competitive situation? Enter your answers about Sonic's environment in the appropriate sections of a written market-ing plan to record your comments. Jane Melod y, Chief Marketing Ofﬁcer Amelia Howard, Advertising Manager Ron Hall, Promotion Manager Tony Calella, Sales Manager Tiffany White, Regional Sales Viktor Chenkov, Regional Sales Carlos Dunn, Advertising Analyst Kate Mc Connell, Promotion Analyst\| Exh. A. 3 \| Sonic's Marketing Organization	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix A9Chapter 4: Conducting Market Research Y our next task is to consider how marketing research can help Sonic support its marketing strat-egy. Jane Melody also asks you how Sonic can measure results after the marketing plan is imple-mented. She wants you to answer the following three questions. What surveys, focus groups, observation, behavioral data, or experiments will Sonic need to support its marketing strategy? Be specific about the questions or issues that Sonic needs to resolve using marketing research. Where can you find suitable secondary data about total demand for smart phones over the next two years? Identify at least two sources (online or offline), describe what you plan to draw from each source, and indicate how the data would be useful for Sonic's marketing planning. Recommend three specific marketing metrics for Sonic to apply in determining marketing ef-fectiveness and efficiency. Enter this information in the marketing plan you've been writing to document your responses. Chapter 5: Creating Long-Term Loyalty Relationships Sonic has decided to focus on total customer satisfaction as a way of encouraging brand loyalty in a highly competitive marketplace. With this in mind, you've been assigned to analyze three spe-cific issues as you continue working on Sonic's marketing plan. How (and how often) should Sonic monitor customer satisfaction? Would you recommend that Sonic use the Net Promoter method? Explain your reasoning. Which customer touch points should Sonic pay particularly close attention to, and why? Consider your answers in the context of Sonic's current situation and the objectives it has set. Then enter your latest decisions in the written marketing plan. Chapter 6: Analyzing Consumer Markets Y ou're responsible for researching and analyzing the consumer market for Sonic's smart-phone product. Look again at the data you've already entered about the company's current situation and macroenvironment, especially the market being targeted. Now answer these questions about the market and buyer behavior. What cultural, social, and personal factors are likely to most influence consumer purchasing of smart phones? What research tools would help you better understand the effect on buyer attitudes and behavior? Which aspects of consumer behavior should Sonic's marketing plan emphasize, and why? What marketing activities should Sonic plan to coincide with each stage of the consumer buy-ing process? After you've analyzed these aspects of consumer behavior, consider the implications for Sonic's marketing efforts to support the launch of its smart phone. Finally, document your findings and conclusions in the written marketing plan. Chapter 7: Analyzing Business Markets Y ou've been learning more about the business market for Sonic's smart phone. Jane Melody has defined this market as mid-to large-sized corporations that want their employees to stay in touch and be able to input or access data from any location. Respond to the following three questions based on your knowledge of Sonic's current situation and business-to-business marketing. What types of businesses appear to fit Melody's market definition? How can you research the number of employees and find other data about these types of businesses? What type of purchase would a Sonic smart phone represent for these businesses? Who would participate in and influence this type of purchase? Would demand for smart phones among corporate buyers tend to be inelastic? What are the implications for Sonic's marketing plan?	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A10 Appendix Y our answers to these questions will affect how Sonic plans marketing activities for the business segments to be targeted. Take a few minutes to note your ideas in the written marketing plan. Chapter 8: Tapping into Global Markets As Jane Melody's assistant, you're researching how to market the Sonic 1000 smart-phone product outside the United States within a year. Y ou've been asked to answer the following questions about Sonic's use of global marketing. As a start-up company, should Sonic use indirect or direct exporting, licensing, joint ventures, or direct investment to enter the Canadian market next year? To enter other markets? Explain your answers. If Sonic starts marketing its smart phone in other countries, which of the international prod-uct strategies is most appropriate? Why? Although some components are made in Asia, Sonic's smart phones will be assembled in Mexico through a contractual arrangement with a local factory. How are country-of-origin perceptions likely to affect your marketing recommendations? Think about how these global marketing issues fit into Sonic's overall marketing strategy. Now document your ideas in the marketing plan you've been writing. Chapter 9: Identifying Market Segments and Targets Identifying suitable market segments and selecting targets are critical to the success of any mar-keting plan. As Jane Melody's assistant, you're responsible for market segmentation and targeting. Look back at the market information, buyer behavior data, and competitive details you previously gathered as you answer the following questions. Which variables should Sonic use to segment its consumer and business markets? How can Sonic evaluate the attractiveness of each identified segment? Should Sonic market to one consumer segment and one business segment or target more than one in each market? Why? Should Sonic pursue full-market coverage, market specialization, product specialization, se-lective specialization, or single-segment concentration? Why? Next, consider how your decisions about segmentation and targeting will affect Sonic's market-ing efforts. Depending on your instructor's directions, summarize your conclusions in the written marketing plan. Chapter 10: Crafting the Brand Positioning As before, you're working with Jane Melody on Sonic's marketing plan for launching a new smart phone. Now you're focusing on Sonic's brand positioning by answering three specific questions. In a sentence or two, what is an appropriate brand positioning for the Sonic 1000 smart phone? Create a perceptual map to diagram points-of-parity and points-of-difference between Sonic and its competitors. Are there any opportunities based on your findings? How can Sonic create differentiation from competitors using emotional branding? Document your ideas in the written marketing plan. Note any additional research you may need to determine how to proceed after the Sonic 1000 has been launched. Chapter 11: Creating Brand Equity Sonic is a new brand with no prior brand associations, which presents a number of marketing opportunities and challenges. Jane Melody has given you responsibility for making recommenda-tions about three brand equity issues that are important to Sonic's marketing plan.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix A11 What brand elements would be most useful for differentiating the Sonic brand from compet-ing brands? How can Sonic sum up its brand promise for the new smart phone? Should Sonic add a brand for its second product or retain the Sonic name? Be sure your brand ideas are appropriate in light of what you've learned about your targeted segments and the competition. Then add this information to your written marketing plan. Chapter 12: Addressing Competition and Driving Growth Knowing that the smart-phone market is likely to remain highly competitive, Jane Melody wants you to look ahead at how Sonic can develop new products outside the smart-phone market. Review the competitive situation and the market situation before you continue working on the Sonic marketing plan. List three new-product ideas that build on Sonic's strengths and the needs of its various target segments. What criteria should Sonic use to screen these ideas? Develop the most promising idea into a product concept, and explain how Sonic can test this concept. What particular dimensions must be tested? Assume that the most promising idea tests well. Now develop a marketing strategy for intro-ducing it, including a description of the target market; the product positioning; the estimated sales, profit, and market share goals for the first year; your channel strategy; and the mar-keting budget you will recommend for this new-product introduction. If possible, estimate Sonic's costs and conduct a break-even analysis. Document all the details of your new-product development ideas in the written marketing plan. Chapter 13: Setting Product Strategy Introducing a new product entails a variety of decisions about product strategy, including differ-entiation, ingredient branding, packaging, labeling, warranty, and guarantee. Y our next task is to answer the following questions about Sonic's product strategy. Which aspect of product differentiation would be most valuable in setting Sonic apart from its competitors, and why? Should Sonic use ingredient branding to tout the Linux-based operating system that it says makes its smart phone more secure than smart phones based on some other operating systems? How can Sonic use packaging and labeling to support its brand image and help its channel partners sell the smart-phone product more effectively? Once you've answered these questions, incorporate your ideas into the marketing plan you've been writing. Chapter 14: Designing and Managing Services Y ou're planning customer support services for Sonic's new smart-phone product. Review what you know about your target market and its needs; also think about what Sonic's competitors are offering. Then respond to these three questions about designing and managing services. What support services are buyers of smart-phone products likely to want and need? How can Sonic manage gaps between perceived service and expected service to satisfy customers? What postsale service arrangements must Sonic make, and how would you expect these to af-fect customer satisfaction? Consider how your service strategy will support Sonic's overall marketing efforts. Summarize your recommendations in the written marketing plan to document your ideas.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A12 Appendix Chapter 15: Introducing New Market Offerings Sonic is a new entrant in an established industry characterized by competitors with relatively high brand identity and strong market positions. Use research and your knowledge of how to deal with competitors to consider three issues that will affect the company's ability to successfully introduce its first product: What factors will you use to determine Sonic's strategic group? Should Sonic select a class of competitor to attack on the basis of strength versus weakness, closeness versus distance, or good versus bad? Why is this appropriate in the smart-phone market? As a start-up company, what competitive strategy would be most effective as Sonic introduces its first product? Take time to analyze how Sonic's competitive strategy will affect its marketing strategy and tac-tics. Now summarize your ideas in the written marketing plan. Chapter 16: Developing Pricing Strategies and Programs Y ou're in charge of pricing Sonic's product for its launch early next year. Review the SWOT analy-sis you previously prepared as well as Sonic's competitive environment, targeting strategy, and product positioning. Now continue working on your marketing plan by responding to the follow-ing questions. What should Sonic's primary pricing objective be? Explain your reasoning. Are smart-phone customers likely to be price sensitive? What are the implications for your pricing decisions? What price adaptations (such as discounts, allowances, and promotional pricing) should Sonic include in its marketing plan? Make notes about your answers to these questions and then document the information in the written marketing plan. Chapter 17: Designing and Managing Integrated Marketing Channels At Sonic, you have been asked to develop a marketing channel system for the new Sonic 1000 smart phone. Based on what you know about designing and managing integrated marketing channels, answer the three questions that follow. Do you agree with Jane Melody's decision to use a push strategy for the new product? Explain your reasoning. How many channel levels are appropriate for Sonic's targeted consumer and business segments? In determining the number of channel members, should you use exclusive, selective, or inten-sive distribution? Why? Be sure your marketing channel ideas support the product positioning and are consistent with the goals that have been set. Record your recommendations in the written marketing plan. Chapter 18: Managing Retailing, Wholesaling, and Logistics At this point, you need to make more specific decisions about managing the marketing interme-diaries for Sonic's first product. Formulate your ideas by answering the following questions. What types of retailers would be most appropriate for distributing Sonic's smart phone? What are the advantages and disadvantages of selling through these types of retailers?	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Appendix A13 What role should wholesalers play in Sonic's distribution strategy? Why? What market-logistics issues must Sonic consider for the launch of its first smart phone? Summarize your decisions about retailing, wholesaling, and logistics in the marketing plan you've been writing. Chapter 19: Designing and Managing Integrated Marketing Communications Jane Melody has assigned you to plan integrated marketing communications for Sonic's new-product introduction. Review the data, decisions, and strategies you previously documented in your marketing plan before you answer the next three questions. What communications objectives are appropriate for Sonic's initial campaign? How can Sonic use personal communications channels to influence its target audience? Which communication tools would you recommend using after Sonic's initial product has been in the market for six months? Why? Confirm that your marketing communications plans make sense in light of Sonic's over-all marketing efforts. Now, as your instructor directs, summarize your thoughts in the written marketing plan. Chapter 20: Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations Mass communications will play a key role in Sonic's product introduction. After reviewing your earlier decisions and thinking about the current situation (especially your competitive circum-stances), respond to the following questions to continue planning Sonic's marketing communica-tions strategy. Once Sonic begins to use consumer advertising, what goals would be appropriate? Should Sonic continue consumer and trade sales promotion after the new product has been in the market for six months? Explain your reasoning. Jane Melody wants you to recommend an event sponsorship possibility that would be appro-priate for the new-product campaign. What type of event would you suggest, and what objec-tives would you set for the sponsorship? Record your ideas about mass communications in the marketing plan you've been writing. Chapter 21: Managing Digital Communications: Online, Social Media, and Mobile Digital communications strategies will be essential to Sonic's marketing plan as brand awareness can be generated quickly through online channels, social media, and word of mouth. Jane Melody is especially interested in your answers to the following questions. How should Sonic use word of mouth to generate brand awareness and encourage potential buyers to visit retailers to see the new smart phone in person? Which social media platforms and networks should Sonic pursue based on their target audi-ences? Explain your reasoning. Is mobile marketing a viable strategy for Sonic's smart phone? Why or why not? Consider your overall marketing objectives as you compile your answers. Document your ideas in your marketing plan.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
A14 Appendix Chapter 22: Managing Personal Communications: Direct and Database Marketing and Personal Selling Sonic needs a strategy for managing personal communications during its new-product launch. This is the time to look at direct marketing, database marketing, and personal selling. Answer these three questions as you consider Sonic's personal communications strategy. Which forms of direct marketing are appropriate for Sonic, given its objectives, mass commu-nications arrangements, and channel decisions? Should Sonic use database marketing to identify and cultivate prospects? What are the oppor-tunities and potential downsides of this approach? Does Sonic need a direct sales force or can it sell through agents and other outside representatives? Look back at earlier decisions and ideas before you document your comments about personal communications in your written marketing plan. Chapter 23: Managing a Holistic Marketing Organization for the Long Run With the rest of the marketing plan in place, you're ready to make recommendations about how to manage Sonic's marketing activities. Here are some specific questions Jane Melody wants you to consider. How can Sonic drive customer-focused marketing and strategic innovation throughout the organization? What role should social responsibility play in Sonic's marketing? How can Sonic evaluate its marketing? Suggest several specific steps the company should take. To complete your written marketing plan, enter your answers to these questions. Finally, draft the executive summary of the plan's highlights.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E1 15. http://thomsonreuters. com/about/, accessed October 1, 2012. 16. Jena Mc Gregor, Matthew Boyle, and Peter Burrows, “Your New Customer: The State,” Business Week, March 23 and 30, 2009, p. 66. 17. Nikolaus Franke, Peter Keinz, and Christoph J. Steger, “Testing the Value of Customization: When Do Customers Really Prefer Products Tailored to Their Preferences?” Journal of Marketing 73 (September 2009), pp. 103-21. 18. Sean Corcoran, “Defining Earned, Owned and Paid Media,” Forrester Blogs, December 16, 2009. For an empirical examination, see Andrew T. Stephen and Jeff Galak, “The Effects of Traditional and Social Earned Media on Sales: A Study of a Microlending Marketplace,” Journal of Marketing Research 49 (October 2012), pp. 624-39. 19. Jim Edwards, “How Chipotle's Business Model Depends on NEVER Running TV Ads,” Business Insider, March 16, 2012; Dan Klamm, “How Chipotle Uses Social Media to Cultivate a Better World,” Spredfast, March 21, 2012; Danielle Sacks, “For Exploding All the Rules; Chipotle: The World's 50 Most Innovative Companies in 2012,” Fast Company, October 2012; Leslie Patton, “Chipotle, Growth Slowing, Looks at Fast Food Future,” Bloomberg Business Week, October 25, 2012. 20. “Three Screen Report: Media Consumption and Multi-tasking Continue to Increase across TV, Internet and Mobile,” Nielsen Wire, December 18, 2009; Felix Gillette, “For Bravo, One Screen Isn't Enough,” Bloomberg Business Week, November 8, 2010; “Global Online Consumers and Multi-Screen Media: Today and Tomorrow,” A Nielsen Report, May 2012. 21. Jonathan D. Rockoff and Joann S. Lublin, “J&J Recruits Bayer Executive, Wall Street Journal, September 14, 2012. 22. Jessi Hempel, “Is Pinterest the Next Facebook?,” Fortune, April 9, 2012, pp. 109-14; “Can Ben Silberman Turn Pinterest into the World's Greatest Shopfront?,” Fast Company, September 2012; Pui-Wing Tam, “Pinterest Raises $100 Million with $1. 5 Billion Valuation,” Wall Street Journal, May 17, 2012; “Pinterest Holds Major Promise for Brands,” www. warc. com, October 18, 2012; Laura Schlereth, “Marketers' Interest in Pinterest,” Marketing News, April 30, 2012, p. 8. 23. Geoffrey Precourt, “Engaging with Media and Markets: Unilever's Prowl for Experiential Improvement,” WARC Events Report: 4A's Transformation, March 2011; “Facebook Hits 1bn Users,” www. warc. com, October 5, 2012; “African Consumers Get Online,” www. warc. com, October 5, 2012. 24. “Digital Focus Vital for Brands,” www. warc. com, January 30, 2012. 25. Jessi Hempel, “Don Draper Goes to the Data Center,” Fortune, July 23, 2012. 26. “P&G Uses Real-Time Approach,” www. warc. com, October 15, 2012; “Procter & Gamble Taps New Tech Trends,” www. warc. com, September 19, 2012; Quentin Hardy, “The Matrix of Soap,” Forbes, August 22, 2011. For broader discussion, see David Kiron, Pamela Kirk Prentice, and Renee Boucher Ferguson, “Innovating with Analytics,” MIT Sloan Management Review, Fall 2012, pp. 47-52. 27. David Kirkpatrick, “Social Power and the Coming Corporate Revolution,” Forbes, September 26, 2011. 28. David Kiron, Doug Palmer, Anh Nguyen Phillips and Nina Kruschwitz, “What Managers Really Think about Social Business,” Sloan Management Review, Summer 2012, pp. 51-60. 29. Alex Knapp, “Hair Extensions,” Forbes, April 20, 2012, p. 60. 30. Peter Mansell, “Pharma Sales and the Digital Rep,” Eye for Pharma, May 28, 2012. 31. Yuval Atsmon, Peter Child, Richard Dobbs, and Laxman Narasimhan, “Winning the $30 Trillion Decathalon: Going for Gold in Emerging Marketing Markets,” Mc Kinsey Quarterly, August 2012. 32. “Brands Must Serve New Consumers,” www. warc. com, October 22, 2012. 33. “Multicultural Shoppers Attract U. S. Brands,” www. warc. com, October 8, 2012. Chapter 1 1. “'Captain Planet,' The HBR Interview: Unilever CEO Paul Polman,” Harvard Business Review, June 2012; “Unilever Reframes Marketing,” February 8, 2012, www. warc. com; “Unilever Gets Back to Basics,” www. warc. com, September 11, 2012; “Unilever Confident on China,” www. warc. com, September 17, 2012; Geoffrey Precourt, “Engaging with Media and Markets: Unilever's Prowl for Experiential Improvement,” WARC Events Report: 4A's Transformation, March 2011; “Unilever Targets Russia,” www. warc. com, October 4, 2012; “Unilever Adopts 'Reverse Engineering,'” www. warc. com, October 1, 2012; “Unilever Seeks New Way Forward,” www. warc. com, October 23, 2012; “Unilever Prioritises Emerging Markets,” www. warc. com, October 31, 2012. 2. Philip Kotler, “Marketing: The Underappreciated Workhorse,” Market Leader Quarter 2 (2009), pp. 8-10. 3. Marc de Swan Arons and Frank van den Driest, The Global Brand CEO: Building the Ultimate Marketing Machine (New York: Airstream, 2010). 4. Peter C. Verhoef and Peter S. H. Leeflang, “Understanding the Marketing Department's Influence within the Firm,” Journal of Marketing 73 (March 2009), pp. 14-37; Pravin Nath and Vijay Mahajan, “Marketing in the C-Suite: A Study of Chief Marketing Officer Power in Firm's Top Management Teams,” Journal of Marketing, 75 (January 2012), pp. 60-77; Christian Schulze, Bernd Skiera, and Thorsten Weisel, “Linking Customer and Financial Metrics to Shareholder Value: The Leverage Effect in Customer-Based Valuation,” Journal of Marketing, 76 (March 2012), pp. 17-32. 5. “How We See It: Three Senior Executives on the Future of Marketing,” Mc Kinsey Quarterly, July 2011; “American Express Open: Small Business Saturday,” Jay Chiat Strategic Excellence Awards: Gold 2012, www. warc. com, accessed November 5, 2012; John Tozzi, “Black Friday's Younger Cousin Grows Up,” Bloomberg Businessweek, December 3, 2012, pp. 54-55; Christine Birker, “Am Ex's Small Business Saturday a Big Marketing Hit,” Marketing News, January 2013, p. 4. 6. Alex Webb, “BMW Courts Bloggers for $100 Million Online Boost: Cars,” www. bloomberg. com, June 11, 2012. 7. Geoffrey Precourt, “How Corning Broke the Rules in Online Video— and Won,” www. warc. com, July 2012. 8. American Marketing Association, “Definition of Marketing,” www. marketingpower. com/About AMA/ Pages/Definitionof Marketing. aspx, 2007; Lisa Keefe, “Marketing Defined,” Marketing News, January 15, 2008, pp. 28-29. 9. Robert F. Lusch and Frederick E. Webster Jr., “A Stakeholder-Unifying, Cocreation Philosophy for Marketing,” Journal of Macromarketing 31,no. 2, 2011, 129-34. See also Robert F. Lusch and Frederick E. Webster Jr., “Elevating Marketing: Marketing Is Dead! Long Live Marketing!,” Journal of Academy of Marketing Science 41 (January 2013), pp. 389-99. 10. Peter Drucker, Management: Tasks, Responsibilities, Practices (New York: Harper and Row, 1973), pp. 64-65. 11. Lisa Mataloni and Andrew Hodge, “Gross Domestic Product: First Quarter 2012 (Second Estimate),” Bureau of Economic Analysis, May 31, 2012. 12. Irving J. Rein, Philip Kotler, Michael Hamlin, and Martin Stoller, High Visibility, 3rd ed. (New York: Mc Graw-Hill, 2006). 13. Philip Kotler, Christer Asplund, Irving Rein, and Donald H. Haider, Marketing Places in Europe: Attracting Investments, Industries, Residents, and Visitors to European Cities, Communities, Regions, and Nations (London: Financial Times Prentice Hall, 1999); Philip Kotler, Irving J. Rein, and Donald Haider, Marketing Places: Attracting Investment, Industry, and Tourism to Cities, States, and Nations (New York: Free Press, 1993). 14. Emily Glazer and Melissa Korn, “Marketing Pros: Big Brands on Campus,” Wall Street Journal, August 5, 2012. Endnotes	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E2 Endnotes 55. Rachel Dodes, “Twitter Goes to the Movies,” Wall Street Journal, August 3, 2012; Dave Roos, “How Movie Marketing Works,” www. howstuffworks. com, September 25, 2008; Ryan Mc Kee, “The 7 Best Viral Marketing Campaigns in Movie History,” www. moviefone. com, June 7, 2011; Mallory Russell, “13 Really Strange Movie Marketing Campaigns,” www. businessinsider. com, February 12, 2012. 56. Theodore Levitt, “Marketing Myopia,” Harvard Business Review, July-August 1960, p. 50. 57. “1100100 and Counting,” The Economist, June 11, 2011; Spencer Ante, “As Economy Cools, IBM Furthers Focus on Marketers,” Wall Street Journal, July 17, 2012. 58. “Case Study: Promote Iceland,” www. warc. com, 2012; “How to Use a Volcanic Eruption to Your Advantage in Marketing,” ICCA Best Marketing Award Entry 2010; Marc Springate and George Bryant, “Promote Iceland: Inspired by Iceland,” www. warc. com, 2012. 59. For a discussion of the conditions when consumers are most likely to prefer fair-trade products, see Katherine White, Rhiannon Mac Donnell, and John H. Ellard, “Belief in a Just World: Consumer Intentions and Behaviors Toward Ethical Products,” Journal of Marketing 76 (January 2012), pp. 103-18. 60. “Many Shoppers Support Regulation,” www. warc. com, July 10, 2012. 61. E. Jerome Mc Carthy and William D. Perreault, Basic Marketing: A Global-Managerial Approach, 14th ed. (Homewood, IL: Mc Graw-Hill/ Irwin, 2002). Chapter 2 1. Ben Worthen and Shara Tibken, “H-P to Book $8 Billion Charge,” Wall Street Journal, August 8, 2012; Ben Worthen, “H-P Tries On a Sleeker Look,” Wall Street Journal, September 17, 2012; Ben Worthen, “H-P, Dell Struggle as Buyers Shun PCs,” Wall Street Journal, August 22, 2012; Aaron Ricadela, “Why Hewlett-Packard Impulse Buy Didn't Pay Off,” Bloomberg Businessweek, December 3, 2012, pp. 35-36. 2. Nirmalya Kumar, Marketing as Strategy: The CEO's Agenda for Driving Growth and Innovation (Boston: Harvard Business School Press, 2004). 3. Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance (New York: Free Press, 1985). 4. For an academic treatment of benchmarking, see Douglas W. Vorhies and Neil A. Morgan, “Benchmarking Marketing Capabilities for Sustained Competitive Advantage,” Journal of Marketing 69 (January 2005), pp. 80-94. 5. Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for Business Revolution (New York: Harper Business, 1993). 6. Ibid. ; Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams: Creating the High-Performance Organization (Boston: Harvard Business School Press, 1993). Matias G. Enz and Douglas M. Lambert, “Using Cross-Functional, Cross-Firm Teams to Co-Create Value: The Role of Financial Measures,” Industrial Marketing Management, 41 (April 2012), pp. 495-507. 7. “Ford Targets 30% Water Reduction per Vehicle,” Manufacturing Close-Up, January 10, 2012. 8. Agneta Larsson, Mats Johansson, Fredrik Bååth, and Sanna Neselius, “Reducing Throughput Time in a Service Organization by Introducing Cross-Functional Teams,” Production Planning & Control 23 (July 2012), pp. 571-80. 9. George S. Day, “Closing the Marketing Capabilities Gap,” Journal of Marketing 75 (July 2011), p. 183-95. 10. George S. Day and Paul J. H. Schoemaker, Peripheral Vision: Detecting the Weak Signals That Will Make or Break Your Company (Cambridge, MA: Harvard Business School Press, 2006); Paul J. H. Schoemaker and George S. Day, “How to Make Sense of Weak Signals,” MIT Sloan Management Review (Spring 2009), pp. 81-89. 11. “Peabody Energy Announces Global Business Realignment,” www. bizjournals. com, March 7, 2012. 34. Vijay Govindarajan and Chris Trimble, Reverse Innovation: Create Far from Home, Win Everywhere (Boston: Harvard Business School Publishing, 2012). 35. Rajendra Sisodia, David Wolfe, and Jagdish Sheth, Firms of Endearment: How World-Class Companies Profit from Passion (Upper Saddle River, NJ: Wharton School Publishing, 2007). 36. Jeffrey Hollender and Stephen Fenichell, What Matters Most (New York: Basic Books, 2004), p. 168. But CSR efforts may not work well for all types of brands, e. g., luxury brands; see Carlos J. Torelli, Alokparna Basu Monga, and Andrew M. Kaikati, “Doing Poorly by Doing Good: Corporate Social Responsibility and Brand Concepts,” Journal of Consumer Research 38 (February 2012), pp. 948-63. 37. “Older Consumers Go Social in Germany,” www. warc. com, September 10, 2012; “Digital Media Booms in Germany,” www. warc. com, October 26, 2012; “German Firms See Social Payback,” www. warc. com, November 2, 2012; “German Web Users Willing to Spend More,” www. warc. com, November 15, 2012; “Tablet Uptake Rises in Germany,” www. warc. com, November 20, 212, “Mobile Web Gains Ground in Germany,” www. warc. com, November 23, 2012; “German Firms Focus on Social Media,” www. warc. com, December 11, 2012. 38. Dana Garrett, “Progressive Settles with Accident Victim's Family after Tale Went Viral,” www. money. cnn. com, August 17, 2012; Erik Holm, “On Twitter, Over 1,000 Claim They've Already Dropped Progressive,” Wall Street Journal, August 20, 2012; Brian Patrick Eha, “Progressive Robo-Tweets Spark Social Media Crisis,” www. money. cnn. com, August 14, 2012. 39. “'Showrooming Is Not a Worry for Retailers,” www. warc. com, October 8, 2012. 40. “Smartphones Shape Habits in Europe,” www. warc. com, October 8, 2012. 41. Allen Tsai, “A Second Chance for Sprint and Dan Hesse,” www. mobiledia. com, October 18, 2012. 42. Gina Trapini, “What Business Card? Just Scan My QR Code,” Fast Company, March 17, 2010; for a description of alternative technology, see Jason Feifer, “To Catch a Customer,” Fast Company, February 2012, p. 36. 43. Greg Stuart, “Why Consumers Hate Advertising and What They Are Doing About It,” Market Research Report, Vizu Answers, September 2008. 44. “New Directions: Consumer Goods Companies Honea Cross-Channel Approach to Consumer Marketing,” The Economist Intelligence Unit Special Report, February 2012. 45. Bruce Horovitz, “In Trend toward Vanity Food, It's Getting Personal,” USA Today, August 9, 2006; J. P. Gownder, “Why Large-Scale Product Customization Is Finally Viable for Business,” www. mashable. com, April 13, 2011. 46. http://info. cvscaremark. com/our-company/ cvs-caremark-facts, accessed February 16, 2014. 47. Antonio Gonsalves, “Dell Makes $3 Million from Twitter-Related Sales,” Information Week, June 12, 2009; Lionel Menchaca, “Expanding Connections with Customers through Social Media,” www. Direct2Dell. com, December 8, 2009. 48. Mark Schaefer, “The 10 Best Corporate Blogs in the World,” www. businessesgrow. com, January 5, 2011; Roger Yu, “More Companies Quit Blogging, Go with Facebook Instead,” USA Today, April 20, 2012 49. David Kirkpatrick, “Social Power and the Coming Corporate Revolution,” Forbes, September 26, 2011. 50. “Intranet Case Study: GM's my Socrates,” www. communitelligence. com, accessed February 16, 2014. 51. David Kirkpatrick, “Social Power and the Coming Corporate Revolution,” Forbes, September 26, 2011. 52. Byron Acohido, “Social-Media Tools Can Boost Productivity,” USA Today, August 12, 2012. 53. “Privatisation in the 21st Century: Recent Experiences of OECD Countries,” white paper, Organisation for Economic Co-operation and Development, January 2009, p. 10. 54. “Hindustan Unilever Empowers Staff,” www. warc. com, July 19, 2012.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E3 38. “VIBE Announces Partnership with Hoop It Up,” Business Wire, March 14, 2011 39. Kerry Capell, “Vodafone: Embracing Open Source with Open Arms,” Business Week, April 20, 2009, pp. 52-53; “Call the Carabiniere,” The Economist, May 16, 2009, p. 75; Vodafone Annual Report, www. vodfone. com, March 31, 2012. 40. Sonya Misquitta and Cecilie Rohwedder, “Kraft Covets Cadbury's Know-How in India,” Wall Street Journal, September 10, 2009; Scott Moeller, “Case Study: Kraft's Takeover of Cadbury,” Financial Times, January 9, 2012. 41. Robin Cooper and Robert S. Kalpan, “Profit Priorities from Activity-Based Costing,” Harvard Business Review, May-June 1991, pp. 130-135. 42. See Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy into Action (Boston: Harvard Business School Press, 1996) as a tool for monitoring stakeholder satisfaction. 43. Thomas J. Peters and Robert H. Waterman Jr., In Search of Excellence: Lessons from America's Best-Run Companies (New York: Harper and Row, 1982), pp. 9-12. 44. John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: Free Press, 1992). 45. An excellent hands-on guide to developing a marketing plan can be found with Alexander Chernev, The Marketing Plan Handbook (Chicago, IL: Cerebellum Press, 2011), on which some of the discussion in this section is built. See also Marian Burk Wood, The Marketing Plan: A Handbook, 4th ed. (Upper Saddle River, NJ: Pearson, 2011); Tim Calkins, Breakthrough Marketing Plans: How to Stop Wasting Time and Start Driving Growth (New York: Palgrave Mac Millan, 2008). 46. Donald R. Lehmann and Russell S. Winer, Product Management, 3rd ed. (Boston: Mc Graw-Hill/Irwin, 2001). Chapter 3 1. David Welch, “Campbell Looks Way Beyond the Tomato,” Bloomberg Business Week, August 13, 2012; Candice Choi, “Campbell Soup Tries to Reinvent Itself,” Huffington Post, September 7, 2012; Karl Greenberg, “Campbell's Go Soups Add Zing for Millennial Palates,” Marketing Daily, November 13, 2012; Craig Torres and Anthony Field, “Campbell's Quest for Productivity,” Bloomberg Business Week, November 29, 2012; Jenna Goudreau, “Kicking the Can,” Forbes, December 24, 2012, pp. 46-51. 2. Susan Warren, “Pillow Talk: Stackers Outnumber Plumpers; Don't Mention Drool,” Wall Street Journal, January 8, 1998. 3. Dan Buckley, “Sweet Teeth Serve Irish Well in Chocoholics League,” Irish Examiner, June 27, 2012; “Health Statistics: Tobacco: Cigarette Consumption (Most Recent) by Country,” www. nationmaster. com, accessed November 7, 2012; “Global Beer Consumption by Country in 2010,” Kirin Institute of Food and Lifestyle Report 33 (December 21, 2011); “Per Capita Wine Consumption by Country,” 2010, Trade Data and Analysis, www. wineinstitute. org. 4. Ronald D. Michman, Edward M. Mazze, and Alan J. Greco, Lifestyle Marketing: Reaching the New American Consumer (Westport: Praeger, 2008); Scarlett Lindeman, “Jell-O Love: A Guide to Mormon Cuisine,” The Atlantic, March 24, 2010; Julie Zeveloff, “These Cities Love Ice Cream the Most,” Business Insider, July 20, 2012; Jim Farber, “New York is the King of Country,” Daily News, August 9, 2012; “About Seattle,” www. depts. washington. edu/uwsp/tsa/seattle. html, accessed February 7, 2014. 5. William Holstein, “The Dot Com within Ford,” Business Week, January 30, 2000. 6. For some thought-provoking academic perspectives on the challenges of Big Data, see George S. Day, “Closing the Marketing Capabilities Gap,” Journal of Marketing 75 (July 2011), pp. 183-95. 7. Leonard M. Fuld, “Staying a Step Ahead of the Rest,” Chief Executive 218 (June 2006), p. 32. 8. “Spies, Lies & KPMG,” Business Week, February 26, 2007. 12. Kana Inagaki and Juro Osawa, “Panasonic Beats a Retreat as Green Energy Bets Flop,” Wall Street Journal, October 31, 2012; “Panasonic to Close Czech LCD Panel Plant,” Industry Week, October 31, 2012; Jonathan Soble, “Panasonic Warns of Second $10bn Loss,” Financial Times, November 1, 2012; Daisuke Wakabayashi, “Panasonic Returns to Profit,” Wall Street Journal, July 31, 2012. 13. Peter Drucker, Management: Tasks, Responsibilities and Practices (New York: Harper and Row, 1973), chapter 7. 14. James R. Hagerty, “Office Furniture in the Age of Smartphones,” Wall Street Journal, August 7, 2012. 15. Kawasaki also humorously suggests checking out comic strip character Dilbert's mission statement generator first if one has to be developed by the organization: Dilbert. com. 16. www. americanapparel. net/aboutus/verticalint/, accessed October 20, 2012. 17. Peter Freedman, “The Age of the Hollow Company,” Times Online, April 25, 2004; www. metro. lu/about/metro_facts, accessed October 20, 2012. 18. This section is based on Robert M. Grant, Contemporary Strategy Analysis, 8th ed. (New York: John Wiley & Sons, 2013), chapter 5. 19. Diane Mermigas, “ESPN Could Be Digital Sports Nirvana,” www. mediapost. com, January 14, 2011; www. worldofespn. com, accessed February 20, 2014. 20. “Merck: Acquisitions & Divestments,” www. merckgroup. com, October 23, 2010. 21. Jesse Eisinger, “The Marriage from Hell,” Condé Nast Portfolio, February 2008, pp. 84-88, 132. 22. Peter Svensson, “Sprint's Nextel to Be Shut Off as Early as June 2013,” www. huffingtonpost. com, May 29, 2012. 23. Susan Carey, “United's CEO Apologizes for Service Woes,” Wall Street Journal, July 26, 2012; Drake Bennett, “Marriage at 30,000 Feet,” Bloomberg Business Week, February 6, 2012; Becky Quick, “A Sticky (Notes) Problem: Mergers and Consumers,” Fortune, October 8, 2012, p. 75. 24. Curious George (Movie), www. rottentomatoes. com; The Adventures of Curious George, www. universalstudioshollywood. com; Curious George (TV Show), www. pbskids. org; all accessed October 20, 2012. 25. “AIG to Divest Runoff Businesses,” Zacks Equity Research Analyst Blog, www. zacks. com, June 28, 2012. 26. Beth Snyder Bulik, “Customer Service Playing Bigger Role as Marketing Tool,” Advertising Age, November 7, 2011. 27. Reckitt Benckiser (RB) New Product Review, Invention & New Product Exposition, www. inpex. com, accessed October 20, 2012. 28. “About Krka,” www. krka. si, accessed October 20, 2012. 29. Paul J. H. Shoemaker, “Scenario Planning: A Tool for Strategic Thinking,” Sloan Management Review (Winter 1995), pp. 25-40. 30. Ronald Grover, “Hollywood Ponders a Post-DVD Future, Business Week, March 2, 2009, p. 56; Brooks Barnes, “Movie Studios See a Threat in Growth of Redbox,” New York Times, September 7, 2009; Ben Fritz, “Warner's Approach to Video Games Is Paying Off,” Los Angeles Times, October 18, 2011; Dan Sabbagh, “Hollywood in Turmoil as DVD Sales Drop and Downloads Steal the Show,” www. guardian. co. uk, May 4, 2011. 31. Philip Kotler, Kotler on Marketing (New York: Free Press, 1999). 32. Ibid. 33. Phaedra Hise, “Was It Time to Go Downmarket?” Inc., September 2006, p. 47; Patrick J. Sauer, “Returning to Its Roots,” Inc., November 2007; www. loanbright. com, accessed February 20, 2014. 34. Dominic Dodd and Ken Favaro, “Managing the Right Tension,” Harvard Business Review, December 2006, pp. 62-74. 35. Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980), chapter 2. 36. Michael E. Porter, “What Is Strategy?” Harvard Business Review, November-December 1996, pp. 61-78. 37. “Member Airlines, Travel the World with the Star Alliance Network,” www. staralliance. com, accessed October 20, 2012.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E4 Endnotes 34. Susan Donaldson James, “Gay Americans Make Up 4 Percent of Population,” www. abcnews. go. com, April 8, 2011. 35. Lucia Moses, “Data Point: Modern Families,” Adweek, August 20, 2012. 36. Nanette Byrnes, “Secrets of the Male Shopper,” Business Week, September 4, 2006, p. 44. 37. For a data-rich examination of the post-recession consumer, see John Gerzema and Michael D'Antonio, Spend Shrift: How the Post-Crisis Values Revolution Is Changing the Way We Buy, Sell and Live. (San Francisco: Jossey-Bass, 2011). 38. Elisabeth Sullivan, “The Age of Prudence,” Marketing News, April 15, 2009, pp. 8-11; Steve Hamm, “The New Age of Frugality,” Business Week, October 20, 2008, pp. 55-60; Jessica Deckler, “Never Pay Retail Again,” CNNMoney. com, May 30, 2008. 39. Richard K. Miller and Kelli Washington, Consumer Behavior 2011, Richard K. Miller & Associates, chapter 11, pp. 63-74. 40. Michael Barnett, “They're Shopping, but Not As We Know It,” Marketing Week, June 14, 2012. 41. Peter Wise, “Austerity Set to Increase Inequality in Portugal,” Financial Times, December, 2011. 42. Julie Schlosser, “Infosys U.,” Fortune, March 20, 2006, pp. 41-42; “Q1 Earnings: Five Things to Watch Out For from Infosys-TCS Double Header,” Economic Times, July 12, 2012. 43. “Clearing House Suit Chronology,” Associated Press, January 26, 2001; Paul Wenske, “You Too Could Lose $19,000!” Kansas City Star, October 31, 1999. 44. Laura Zinn, “Teens: Here Comes the Biggest Wave Yet,” Business Week, April 11, 2004, pp. 76-86. 45. Chris Taylor (ed. ), “Go Green. Get Rich. ” Business 2. 0, January/ February 2007, pp. 68-79. 46. Philip Kotler, “Reinventing Marketing to Manage the Environmental Imperative,” Journal of Marketing 75 (July 2011), pp. 132-35; Subhabrata Bobby Banerjee, Easwar S. Iyer, and Rajiv K Kashyap, “Corporate Enviromentalism: Antecedents and Influence of Industry Type,” Journal of Marketing 67 (April 2003), pp. 106-22. 47. Apple quarterly press releases, culminating in “Apple Reports Fourth Quarter Results,” www. apple. com, October 25, 2012. 48. David Di Salvo, “10 Big Science and Technology Advances to Watch,” Forbes, July 29, 2011. 49. Allison Lim, “The U. S Is Still No. 1 in R&D Spending, but ...,” www. nbcnews. com, August 17, 2012; Martin Grueber and Tim Studt, R&D, December 16, 2011. 50. www. fda. gov/About FDA, accessed February 7, 2014; Henry I. Miller, “The FDA's Imprudent Caution,” Policy Review, June/July 2010, pp. 73-85; John A. Vernon and Joseph H. Golec, “The Case for Less, not More, US FDA Regulation,” Pharmaeconomics 2011 29, no. 8, pp. 637-40. 51. Schumpter: Beyond Economics, “Businesspeople Need to Think Harder about Political Risk,” February 12, 2011. 52. See Dorothy Cohen, Legal Issues in Marketing Decision Making (Cincinnati: South-Western, 1995). 53. Paul Ohm, “Don't Build a Database of Ruin,” HBR Blog Network, August 23, 2012. 54. Mark Sullivan, “Data Snatchers! The Booming Market for Your Online Identity,” PC World, June 26, 2012. 55. Conference Summary, “Excelling in Today's Multimedia World,” Economist Conferences' Fourth Annual Marketing Roundtable, Landor, March 2006. 56. For a good discussion and illustration, see Roger J. Best, Market-Based Management, 6th ed. (Upper Saddle River, NJ: Prentice Hall, 2013). 57. For further discussion, see Gary L. Lilien, Philip Kotler, and K. Sridhar Moorthy, Marketing Models (Upper Saddle River, NJ: Prentice Hall, 1992); Gary L. Lilien, “Bridging the Academic-Practitioner Divide in Marketing Decision Models,” Journal of Marketing 75 (July 2011), pp. 196-210. 9. Jennifer Esty, “Those Wacky Customers!” Fast Company, January 2004, p. 40. 10. Helen Coster, “Shopping Cart Psychology,” Forbes, September 7, 2009, pp. 64-65. 11. Sara Steindorf, “Shoppers Spy on Those Who Serve,” Christian Science Monitor, May 28, 2002; Edward F. Mc Quarrie, Customer Visits: Building a Better Market Focus, 3rd ed. (Newbury Park, CA: Sage Press, 2008). 12. “Customer Service Is Key: Sav On Convenience Stores Score Exceptionally High on Mystery Shop Reviews for Its Customer Service Skills,” Convenience Store Decisions, June 6, 2012. 13. Heather Green, “It Takes a Web Village,” Business Week, September 4, 2006, p. 66. 14. www. claritas. com/sitereports/default. jsp, accessed November 7, 2012. 15. www. attensity. com/products/, accessed February 5, 2014. 16. “More Younger Homemakers Rate Their Cooking Skills as Very Good Than Do Older Age Groups, Reports NPD,” www. npd. com, November 29, 2011. 17. www. nielsen-online. com/products_buzz. jsp?section=pro_buzz#1, accessed February 7, 2014. 18. Alex Wright, “Mining the Web for Feelings, Not Facts,” New York Times, August 24, 2009; Sarah E. Needleman, “For Companies, a Tweet in Time Can Avert PR Mess, Wall Street Journal, August 3, 2009, p. B6. 19. See Bad Fads Museum, www. badfads. com, for examples of fads and collectibles through the years. 20. Katy Mc Launghlin, “Macaroni Grill's Order: Cut Calories, Keep Customers,” Wall Street Journal, September 16, 2009, p. B6. 21. John Naisbitt and Patricia Aburdene, Megatrends 2000 (New York: Avon Books, 1990). 22. World POPClock Projection, U. S. Census Bureau, www. census. gov, 2011; Statistical Abstract of the United States 2011, U. S. Census Bureau. 23. See Donella H. Meadows, Dennis L. Meadows, and Jorgen Randers, Beyond Limits (White River Junction, VT: Chelsea Green, 1993) for some commentary; see also Matt Rosenberg, “If The World Were a Village ...,” www. geography. about. com, August 19, 2011. 24. “World Development Indicators Database,” World Bank, http://site_ resources. worldbank. org/DATASTATISTICS/Resources/POP. pdf, September 15, 2009; “World Population Growth,” www. worldbank. org/depweb/english/beyond/beyondco/beg_03. pdf. 25. For an academic examination of some relevant consumer behavior issues, see Kelly D. Martin and Ronald Paul Hill, “Life Satisfaction, Self-Determination, and Consumption Adequacy at the Bottom of the Pyramid,” Journal of Consumer Research 38 (April 2012), pp. 1155-68. 26. “Facts and Statistics,” U. S. Census Bureau, November 30, 2011. 27. Christine Birker, “The Census and the New American Consumer, Marketing News, May 15, 2011. 28. Queena Sook Kim, “Fisher-Price Reaches for Hispanics,” Wall Street Journal, November 1, 2004. 29. “Census: Asian-Indian Population Explodes across U. S.,” www. newamericamedia. org, May 13, 2011; Dan Ouellette, “Spice Market,” Adweek, May 12, 2008; 30. Mark R. Forehand and Rohit Deshpandé, “What We See Makes Us Who We Are: Priming Ethnic Self-Awareness and Advertising Response,” Journal of Marketing Research 38 (August 2001), pp. 336-48. 31. The Central Intelligence Agency's World Factbook, www. cia. gov/ library/publications/the-world-factbook, June 25, 2012. 32. www. census. gov/newsroom/releases/archives/facts_for_features_ special_editions/cb11-ff15. html; Richard Pérez-Peña, “U. S. Bachelor Degree Rate Passes Milestone,” www. nytimes. com, February 23, 2012. 33. Sabrina Tavernise, “Married Couples Are No Longer a Majority, Census Finds,” The New York Times, May 26, 2011; D'Vera Cohn, Jeffrey Passel, Wendy Wang and Gretchen Livingston, “Barely Half of U. S. Adults Are Married—A Record Low,” www. pewsocialtrends. org, December 14, 2011.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E5Bennett, and Judy Drennan, “Capturing Affective Experiences Using the SMS Experience Sampling (SMS-ES) Method,” International Journal of Market Research 53, no. 4 (2011), pp. 479-506. 19. Ashley Lutz and Matt Townsend, “Big Brother Has Arrived at a Store Near You, Bloomberg Businessweek, December 19, 2011. 20. For a detailed review of some relevant academic work, see Eric J. Arnould and Amber Epp, “Deep Engagement with Consumer Experience,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006). For a range of academic discussion, see the following special issue: “Can Ethnography Uncover Richer Consumer Insights?” Journal of Advertising Research 46 (September 2006). For some practical tips, see Richard Durante and Michael Feehan, “Leverage Ethnography to Improve Strategic Decision Making,” Marketing Research (Winter 2005). 21. Eric J. Arnould and Linda L. Price, “Market-Oriented Ethnography Revisited,” Journal of Advertising Research 46 (September 2006), pp. 251-62; Eric J. Arnould and Melanie Wallendorf, “Market-Oriented Ethnography: Interpretation Building and Marketing Strategy Formulation,” Journal of Marketing Research 31 (November 1994), pp. 484-504. 22. Michael V. Copeland, “Intel's Cultural Anthropologist,” Fortune, September 27, 2010. 23. Helen Coster, “Shopping Cart Psychology,” Forbes, September 7, 2009, pp. 64-65. 24. “Smith & Nephew Launches ALLEVYN Life,” www. smith-nephew. com, July 20, 2012. 25. Richard J. Harrington and Anthony K. Tjan, “Transforming Strategy One Customer at a Time,” Harvard Business Review, March 2008, pp. 62-72; Stanley Reed, “The Rise of a Financial Data Powerhouse,” Business Week, May 15, 2007; Stanley Reed, “Media Giant or Media Muddle?” Business Week, May 1, 2008. 26. Piet Levy, “In with the Old, in Spite of the New,” Marketing News, May 30, 2009, p. 19. 27. William Grimes, “When Businesses Can't Stop Asking, 'How Am I Doing,'” New York Times, March 16, 2012. 28. Catherine Marshall and Gretchen B. Rossman, Designing Qualitative Research, 4th ed. (Thousand Oaks, CA: Sage Publications, 2006); Bruce L. Berg, Qualitative Research Methods for the Social Sciences, 6th ed. (Boston: Allyn & Bacon, 2006); Norman K. Denzin and Yvonna S. Lincoln, eds., The Sage Handbook of Qualitative Research, 3rd ed. (Thousand Oaks, CA: Sage Publications, 2005); Linda Tischler, “Every Move You Make,” Fast Company, April 2004, pp. 73-75. 29. Paula Andruss, “Keeping Both Eyes on Quality,” Marketing News, September 15, 2008, pp. 22-23. 30. Evan Ramstead, “Big Brother, Now at the Mall,” Wall Street Journal, October 8, 2012; Natasha Singer, “Face Recognition Makes the Leap From Sci-Fi,” The New York Times, November 13, 2011; Emily Glazer, “The Eyes Have It: Marketers Now Track Shoppers' Retinas,” Wall Street Journal, July 12, 2012; Lessley Anderson, “A Night on the Town with Scene Tap,” The Verve, May 29, 2012; Kashmir Hill, “Scene Tap Wants to One Day Tell You the Weights, Heights, Races and Income Levels of the Crowd at Every Bar,” www. forbes. com, September 25, 2012. 31. Laurie Burkitt, “Battle for the Brain,” Forbes, November 16, 2009, pp. 76-77. 32. Emily Steel, “Does Shopping Stress You Out Too Much?,” Wall Street Journal, November 23, 2011. For an academic application of some of these techniques, see Thales Teixeira, Michel Wedel, and Rik Pieters, “Emotion-Induced Engagement in Internet Video Advertisements,” Journal of Marketing Research 49 (April 2012), pp. 144-59. 33. For a comprehensive and informative review of the topic, see Hilke Plassmann, Thomas Zoëga Ramsøy, and Milica Milosavljevic, “Branding the Brain: A Critical Review and Outlook,” J ournal of Consumer Psychology 22 (2012), pp. 18-36, as well as other articles in that special issue. 34. Jon Evans, “In Five Years, Most Africans Will Have Smart Phones,” www. techcrunch. com, June 9, 2012. 58. www. naics. com, accessed February 7, 2010; www. census. gov/epcd/ naics02, December 9, 2010. 59. Stanley F. Slater and Eric M. Olson, “Mix and Match,” Marketing Management, July-August 2006, pp. 32-37; Brian Sternthal and Alice M. Tybout, “Segmentation and Targeting,” Dawn Iacobucci, ed., Kellogg on Marketing (New York: John Wiley & Sons, 2001), pp. 3-30. 60. Stephanie Clifford, “Measuring the Results of an Ad Right Down to the City Block,” New York Times, August 5, 2009. 61. For an excellent overview of market forecasting, see Scott Armstrong, ed., Principles of Forecasting: A Handbook for Researchers and Practitioners (Norwell, MA: Kluwer Academic Publishers, 2001) and his Web site: www. forecastingprinciples. com; also see Roger J. Best, “An Experiment in Delphi Estimation in Marketing Decision Making,” Journal of Marketing Research 11 (November 1974), pp. 447-52; Norman Dalkey and Olaf Helmer, “An Experimental Application of the Delphi Method to the Use of Experts,” Management Science, April 1963, pp. 458-67. Chapter 4 1. “Twitter Buzz Informs TV Ads,” www. warc. com, October 24, 2012; Josh Lowensohn, “Samsung Slams i Phone 5 Linegoers in New Attack Ad,” CNET News, September 19, 2012; Salvador Rodriguez, “Samsung Pokes Fun at People Waiting in Line for i Phone 5,” Los Angeles Times, September 19, 2012. 2. www. marketingpower. com/About AMA, accessed February 16, 2014. 3. See Robert Schieffer, Ten Key Customer Insights: Unlocking the Mind of the Market (Mason, OH: Thomson, 2005) for a comprehensive, in-depth discussion of how to generate customer insights to drive business results. 4. David Kiley, “Walmart Is Out to Change Its Story with New Ads,” Bloomberg Businessweek, September 13, 2007. 5. Jessica Shambora, “Wanted: Fearless Marketing Execs,” Fortune, August 15, 2011, p. 27. 6. Ellen Byron, “Wash Away Bad Hair Days,” Wall Street Journal, June 30, 2010. 7. Natalie Zmuda, “Tropicana Line's Sales Plunge 20% Post-Rebranding,” Advertising Age, April 2, 2009. 8. “2012 Global Market Research Report,” Esomar, accessed February 16, 2014. 9. www. pgjobs. com, accessed February 16, 2014. 10. www. innovationchallenge. com, accessed February 16, 2014. 11. Christine Birkner, “High Impact Research on a Small-Business Budget,” Marketing News, May 30, 2011. 12. Scott Martin, “Custom Research Easier in Digital Era,” USA Today, August 28, 2012. For an interesting academic application, see Rex Yuxing Du and Wagner Kamakura, “Quantitative Trendspotting,” Journal of Marketing Research 49 (August 2012), pp. 514-36. 13. Stephanie L. Gruner, “Spies Like Us,” Inc., August 1, 1998; Darren Dahl, “10 Tips on How to Research Your Competition,” Inc., May 11, 2011. 14. Michael Fielding, “Special Delivery: UPS Conducts Surveys to Help Customers Export to China,” Marketing News, February 1, 2007, pp. 13-14. 15. Brad Smith, “Figure Out the Customer,” Bloomberg Business Week, April 12, 2012. 16. Adapted from Arthur Shapiro, “Let's Redefine Market Research,” Brandweek, June 21, 2004, p. 20; Kevin Ohannessian, “Star Wars: Thirty Years of Success,” Fast Company, May 29, 2007. 17. Ned Levi, “What's the Future for U. S. Airline Inflight Entertainment?,” www. consumertraveler. com, April 9, 2012. 18. Fiona Blades, “Real-time Experience Tracking Gets Closer to the Truth,” International Journal of Market Research 54, no. 2 (2012), pp. 283-85; Emma K. Macdonald, Hugh N. Wilson and Umut Konus, “Better Consumer Insight—in Real Time,” Harvard Business Review, September 2012, pp. 102-108; Lynda Andrews, Rebekah Russell	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E6 Endnotes Goes Local,” Adweek, February 14, 2011; Charlie White, “Music Services Compared,” www. mashable. com, February 13, 2013. 2. For discussion of some of the issues involved, see Glen Urban, Don't Just Relate—Advocate (Upper Saddle River, NJ: Pearson Education Wharton School Publishing, 2005). 3. “Customer Reviews Drive 196% Increase in Paid Search Revenue for Office Depot,” Bazaarvoice, September 15, 2008. 4. Steven Burke, “Dell's vs. HP's Value,” CRN, May 15, 2006, p. 46; David Kirkpatrick, “Dell in the Penalty Box,” Fortune, September 18, 2006, p. 70. 5. 2012—US Mid-Year Rankings, www. brandindex. com. 6. Irwin P. Levin and Richard D. Johnson, “Estimating Price-Quality Tradeoffs Using Comparative Judgments,” Journal of Consumer Research 11 (June 1984), pp. 593-600. Customer-perceived value can be measured as a difference or as a ratio. If total customer value is $20,000 and total customer cost is $16,000, then the customer-perceived value is $4,000 (measured as a difference) or 1. 25 (measured as a ratio). Ratios that are used to compare offers are often called value-price ratios. 7. Alex Taylor, “Caterpillar: Big Trucks, Big Sales, Big Attitude,” Fortune, August 20, 2007, pp. 48-53; Tim Kelly, “Squash the Caterpillar,” Forbes, April 21, 2008, pp. 136-41; Jeff Borden, “Eat My Dust,” Marketing News, February 1, 2008, pp. 20-22; Geoff Colvin, “Caterpillar Is Absolutely Crushing It,” Fortune, May 23, 2011, pp. 136-44; Jon Birger, “10 Best Stocks for 2012,” Fortune, December 26, 2011, pp. 100-7; Simon Montlake, “Cat Scammed,” Forbes, March 4, 2013, pp. 36-38. 8. For an interesting approach to assess customer product perceptions and market structure online, see Thomas Y. Lee and Eric T. Bradlow, “Automated Marketing Research Using Online Customer Reviews,” Journal of Marketing Research 48 (October 2011), pp. 881-94. 9. Gary Hamel, “Strategy as Revolution,” Harvard Business Review, July-August 1996, pp. 69-82. 10. Vikas Mittal, Eugene W. Anderson, Akin Sayrak, and Pandu Tadilamalla, “Dual Emphasis and the Long-Term Financial Impact of Customer Satisfaction,” Marketing Science 24 (Fall 2005), pp. 544-55. 11. Michael Tsiros, Vikas Mittal, and William T. Ross Jr., “The Role of Attributions in Customer Satisfaction: A Reexamination,” Journal of Consumer Research 31 (September 2004), pp. 476-83. For a succinct review, see Richard L. Oliver, “Customer Satisfaction Research,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006), pp. 569-87; for in-depth discussion, see Richard L. Oliver, Satisfaction: A Behavioral Perspective on the Consumer (Armonk, NY: M. E. Sharpe, 2010). 12. For some provocative analysis and discussion, see Praveen K. Kopalle and Donald R. Lehmann, “Setting Quality Expectations when Entering a Market: What Should the Promise Be?,” Marketing Science 25 (January-February 2006), pp. 8-24; Susan Fournier and David Glenmick, “Rediscovering Satisfaction,” Journal of Marketing 63 (October 1999), pp. 5-23. 13. Jennifer Aaker, Susan Fournier, and S. Adam Brasel, “When Good Brands Do Bad,” Journal of Consumer Research 31 (June 2004), pp. 1-16; Pankaj Aggrawal, “The Effects of Brand Relationship Norms on Consumer Attitudes and Behavior,” Journal of Consumer Research 31 (June 2004), pp. 87-101; Florian Stahl, Mark Heitmann, Donald R. Lehmann, and Scott A. Neslin, “The Impact of Brand Equity on Customer Acquisition, Retention, and Profit Margin,” Journal of Marketing 76 (July 2012), pp. 44-63. 14. Vikas Mittal, William T. Ross and Patrick M. Baldasare, “The Asymmetric Impact of Negative and Positive Attribute-Level Performance on Overall Satisfaction and Repurchase Intentions,” Journal of Marketing 62 (January 1998), pp. 333-347. 15. For an interesting analysis of the effects of different types of expectations, see William Boulding, Ajay Kalra, and Richard Staelin, “The Quality Double Whammy,” Marketing Science 18 (April 1999), pp. 463-84. 16. Neil A. Morgan, Eugene W. Anderson, and Vikas Mittal, “Understanding Firms' Customer Satisfaction Information Usage,” Journal of Marketing 69 (July 2005), pp. 131-51. 35. Bradley Johnson, “Forget Phone and Mail: Online's the Best Place to Administer Surveys,” Advertising Age, July 17, 2006, p. 23. 36. Emily Steel, “The New Focus Groups: Online Networks Proprietary Panels Help Consumer Companies Shape Products, Ads,” Wall Street Journal, January 14, 2008. 37. Scott Martin, “Custom Research Easier in Digital Era,” USA TODAY, August 28, 2012. 38. Neil Swidey, “Cambridge's Bluefin Labs Decodes Social Media Chatter,” Boston Globe, November 25, 2012. 39. For an interesting examination of consumer candidness, see David Gal and Derek D. Rucker, “Answering the Unasked Question: Response Substitution in Consumer Surveys,” Journal of Marketing Research 48 (February 2011), pp. 185-95. 40. Jon Brodkin, “119 Million Americans Lack Broadband Internet, FCC Reports,” www. arstechnica. com, August 21, 2012. 41. Deborah L. Vence, “Global Consistency: Leave It to the Experts,” Marketing News, April 28, 2003, p. 37. For some scaling issues, see Bart de Langhe, Stefano Puntoni, Daniel Fernandes, and Stijn M. J. Van Osselaer, “The Anchor Contraction Effect in International Marketing Research,” Journal of Marketing Research 48 (April 2011), pp. 366-80. 42. Kevin J. Clancy and Peter C. Krieg, Counterintuitive Marketing: How Great Results Come from Uncommon Sense (New York: Free Press, 2000). 43. The Advertising Research Foundation, www. thearf. org/assets/ ogilvy-09, accessed February 16, 2014. 44. John D. C. Little, “Decision Support Systems for Marketing Managers,” Journal of Marketing 43 (Summer 1979), p. 11. 45. Marketing News can be found at www. marketingpower. com. 46. Karen V. Beaman, Gregory R. Guy, and Donald E. Sexton, “Managing and Measuring Return on Marketing Investment,” The Conference Board Research Report R-1435-08-RR, 2008. 47. Paul Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein, Marketing Metrics: 50+ Metrics Every Executive Should Master (Upper Saddle River, NJ: Pearson Education, 2006); John Davis, Magic Numbers for Consumer Marketing: Key Measures to Evaluate Marketing Success (Singapore: John Wiley & Sons, 2005). 48. Elisabeth Sullivan, “Measure Up,” Marketing News, May 30, 2009, pp. 8-11. 49. Michael Krauss, “Which Metrics Matter Most?” Marketing News, February 28, 2009, p. 20. 50. Tim Ambler, Marketing and the Bottom Line: The New Methods of Corporate Wealth, 2nd ed. (London: Pearson Education, 2003). 51. Kusum L. Ailawadi, Donald R. Lehmann, and Scott A. Neslin, “Revenue Premium as an Outcome Measure of Brand Equity,” Journal of Marketing 67 (October 2003), pp. 1-17. 52. Tim Ambler, Marketing and the Bottom Line: The New Methods of Corporate Wealth, 2nd ed. (London: Pearson Education, 2003). 53. Gerard J. Tellis, “Modeling Marketing Mix,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006). 54. David J. Reibstein, “Connect the Dots,” CMO Magazine, May 2005. 55. For insightful discussion of the design and implementation of marketing dashboards, see Koen Pauwels, It's Not the Size of the Data, It's How You Use It: Smarter Marketing with Analytics and Dashboards (New York: AMACOM: 2014) and consult the resources at www. marketdashboards. com. 56. Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996). Chapter 5 1. Seth Fiegerman, “Pandora Now Has 200 Million Registered Users,” www. mashable. com, April 9, 2013; Drake Baer, “What You Can Learn from Pandora's Near-Death Experience,” Fast Company, April 4, 2013; Tyler Gray, “Pandora Pulls Back the Curtain on Its Magic Music Machine,” Fast Company, January 21, 2011; Rob Medich, “Pandora	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E7 30. Don Pepper and Martha Rogers, “Return on Customer: How Marketing Creates Value,” Marketing Review St. Gallen 28 (June 2011), pp. 14-19. 31. Werner J. Reinartz and V. Kumar, “The Impact of Customer Relationship Characteristics on Profitable Lifetime Duration,” Journal of Marketing 67 (January 2003), pp. 77-99; Werner J. Reinartz and V. Kumar, “On the Profitability of Long-Life Customers in a Noncontractual Setting: An Empirical Investigation and Implications for Marketing,” Journal of Marketing 64 (October 2000), pp. 17-35. 32. Rakesh Niraj, Mahendra Gupta, and Chakravarthi Narasimhan, “Customer Profitability in a Supply Chain,” Journal of Marketing 65 (July 2001), pp. 1-16. 33. Thomas M. Petro, “Profitability: The Fifth 'P' of Marketing,” Bank Marketing, September 1990, pp. 48-52; “Who Are Your Best Customers?,” Bank Marketing, October 1990, pp. 48-52. 34. “Easier Than ABC,” Economist, October 25, 2003, p. 56; Robert S. Kaplan and Steven R. Anderson, Time-Driven Activity Based Costing (Boston MA: Harvard Business School Press, 2007); “Activity-Based Accounting” Economist, June 29, 2009. See also Morten Holm, V. Kumar, and Carsten Rohde, “Measuring Customer Profitability in Complex Environments: An Interdisciplinary Contingency Framework,” Journal of the Academy of Marketing Science 40 (May 2012) pp. 387-401. 35. V. Kumar, “Customer Lifetime Value,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006), pp. 602-27; Sunil Gupta, Donald R. Lehmann, and Jennifer Ames Stuart, “Valuing Customers,” Journal of Marketing Research 61 (February 2004), pp. 7-18; Rajkumar Venkatesan and V. Kumar, “A Customer Lifetime Value Framework for Customer Selection and Resource Allocation Strategy,” Journal of Marketing 68 (October 2004), pp. 106-25. 36. V. Kumar, “Profitable Relationships,” Marketing Research 18 (Fall 2006), pp. 41-46. 37. For some recent analysis and discussion, see Michael Haenlein, Andreas M. Kaplan, and Detlef Schoder, “Valuing the Real Option of Abandoning Unprofitable Customers when Calculating Customer Lifetime Value,” Journal of Marketing 70 (July 2006), pp. 5-20; Teck-Hua Ho, Young-Hoon Park, and Yong-Pin Zhou, “Incorporating Satisfaction into Customer Value Analysis: Optimal Investment in Lifetime Value,” Marketing Science 25 (May-June 2006), pp. 260-77; and Peter S. Fader, Bruce G. S. Hardie, and Ka Lok Lee, “RFM and CLV: Using Iso-Value Curves for Customer Base Analysis,” Journal of Marketing Research 62 (November 2005), pp. 415-30; V. Kumar, Rajkumar Venkatesan, Tim Bohling, and Denise Beckmann, “The Power of CLV: Managing Customer Lifetime Value at IBM,” Marketing Science 27 (2008), pp. 585-99. 38. Louis Columbus, “Lessons Learned in Las Vegas: Loyalty Programs Pay,” CRM Buyer, July 29, 2005; Oskar Garcia, “Harrah's Broadens Customer Loyalty Program; Monitors Customer Behavior,” Associated Press, September 27, 2008; Dan Butcher, “Harrah's Casino Chain Runs Mobile Coupon Pilot,” Mobile Marketer, November 19, 2008; Michael Bush, “Why Harrah's Loyalty Effort Is Industry's Gold Standard,” Advertising Age, October 5, 2009, p. 8; Emily Steel, “Marketers Find Web Chat Can Be Inspiring,” Wall Street Journal, November 23, 2009; Liz Benston, “MGM Mirage, Harrah's Finding Revenue in Rewards Programs,” Las Vegas Sun, May 10, 2010; Karl Taro Greenfield, “How to Survive in Vegas,” Bloomberg Businessweek, August 9, 2010, pp. 70-75. 39. Michael Lewis, “Customer Acquisition Promotions and Customer Asset Value,” Journal of Marketing Research 63 (May 2006), pp. 195-203; see also Romana Khan, Michael Lewis, and Vishal Singh, “Dynamic Customer Management and the Value of One-to-One Marketing,” Marketing Science 28 (November-December 2009), pp. 1063-79. 40. V. Kumar and Bharath Rajan, “The Perils of Social Coupon Campaigns,” MIT Sloan Management Review 53 (Summer 2012), pp. 13-14; Karen E. Klein, “Small Businesses See Red over Daily Deals,” Bloomberg Businessweek, December 3, 2012, pp. 53-54. 41. Hamish Pringle and Peter Field, “Why Customer Loyalty Isn't as Valuable as You Think,” Advertising Age, March 23, 2009, p. 22. 42. Werner Reinartz, Jacquelyn S. Thomas, and V. Kumar, “Balancing Acquisition and Retention Resources to Maximize Customer Profitability,” Journal of Marketing 69 (January 2005), pp. 63-79. 17. Although for moderating factors, see Kathleen Seiders, Glenn B. Voss, Dhruv Grewal, and Andrea L. Godfrey, “Do Satisfied Customers Buy More? Examining Moderating Influences in a Retailing Context,” Journal of Marketing 69 (October 2005), pp. 26-43. 18. See, for example, Christian Homburg, Nicole Koschate, and Wayne D. Hoyer, “Do Satisfied Customers Really Pay More? A Study of the Relationship between Customer Satisfaction and Willingness to Pay,” Journal of Marketing 69 (April 2005), pp. 84-96. 19. Thomas O. Jones and W. Earl Sasser Jr., “Why Satisfied Customers Defect,” Harvard Business Review, November-December 1995, pp. 88-99. 20. Companies should also note that managers and salespeople can manipulate customer satisfaction ratings. They can be especially nice to customers just before the survey. They can also try to exclude unhappy customers. Another danger is that if customers know the company will go out of its way to please them, some may express high dissatisfaction in order to receive more concessions. 21. Timothy L. Keiningham, Lerzan Aksoy, Alexander Buoye, and Bruce Cooil, “Customer Loyalty Isn't Enough. Grow Your Share of Wallet,” Harvard Business Review, October 2011, pp. 29-31. 22. Eugene W. Anderson and Claes Fornell, “Foundations of the American Customer Satisfaction Index,” Total Quality Management 11 (September 2000), pp. S869-82; Claes Fornell, Michael D. Johnson, Eugene W. Anderson, Jaaesung Cha, and Barbara Everitt Bryant, “The American Customer Satisfaction Index: Nature, Purpose, and Findings,” Journal of Marketing 60 (October 1996), pp. 7-18. 23. For a thorough and insightful review, see Vikas Mittal and Carly Frenna, “Customer Satisfaction: A Strategic Review and Guidelines for Managers,” Fast Forward Series, (Cambridge, MA: Marketing Science Institute, 2010). See also Claes Fornell, Sunil Mithas, Forrest V. Morgeson III, and M. S. Krishnan, “Customer Satisfaction and Stock Prices: High Returns, Low Risk,” Journal of Marketing 70 (January 2006), pp. 3-14. See also Thomas S. Gruca and Lopo L. Rego, “Customer Satisfaction, Cash Flow, and Shareholder Value,” Journal of Marketing 69 (July 2005), pp. 115-30; Eugene W. Anderson, Claes Fornell, and Sanal K. Mazvancheryl, “Customer Satisfaction and Shareholder Value,” Journal of Marketing 68 (October 2004), pp. 172-85. 24. For an empirical comparison of different methods to measure customer satisfaction, see Neil A. Morgan and Lopo Leotto Rego, “The Value of Different Customer Satisfaction and Loyalty Metrics in Predicting Business Performance,” Marketing Science 25 (September-October 2006), pp. 426-39. 25. James C. Ward and Amy L. Ostrom, “Complaining to the Masses: The Role of Protest Framing in Customer-Created Complaint Sites,” Journal of Consumer Research 33 (September 2006), pp. 220-30; Kim Hart, “Angry Customers Use Web to Shame Firms,” Washington Post, July 5, 2006. 26. “Basic Concepts,” ASQ, www. asq. org/glossary/q. html, January 16, 2014. For a thorough conceptual discussion, see Peter N. Golder, Debanjan Mitra, and Christine Moorman, “What Is Quality? An Integrative Framework of Processes and States,” Journal of Marketing 76 (July 2012), pp. 1-23. 27. For influential, classic research, see Robert D. Buzzell and Bradley T. Gale, “Quality Is King,” The PIMS Principles: Linking Strategy to Performance (New York: Free Press, 1987), pp. 103-34. (PIMS stands for Profit Impact of Market Strategy. ) 28. British Airways, www. britishairways. com. 29. Lerzan Aksoy, Timothy L. Keiningham, and Terry G. Vavra, “Nearly Everything You Know about Loyalty Is Wrong,” Marketing News, October 1, 2005, pp. 20-21; Timothy L. Keiningham, Terry G. Vavra, Lerzan Aksoy, and Henri Wallard, Loyalty Myths (Hoboken, NJ: John Wiley & Sons, 2005).	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E8 Endnotes M. Muniz Jr. and Hope Jensen Schau, “Religiosity in the Abandoned Apple Newton Brand Community,” Journal of Consumer Research 31 (2005), pp. 412-32; Robert Kozinets, “Utopian Enterprise: Articulating the Meanings of Star Trek 's Culture of Consumption,” Journal of Consumer Research 28 (June 2001), pp. 67-87; John W. Schouten and James H. Mc Alexander, “Subcultures of Consumption: An Ethnography of New Bikers,” Journal of Consumer Research 22 (June 1995), pp. 43-61. 62. Albert M. Muniz Jr. and Thomas C. O'Guinn, “Brand Community,” Journal of Consumer Research 27 (March 2001), pp. 412-32. 63. Susan Fournier and Lara Lee, “The Seven Deadly Sins of Brand Community 'Management,'” Marketing Science Institute Special Report 08-208, 2008; see also Mark Bubula, “The Myth about Brand Communities,” Admap, November 2012. 64. Harley-Davidson USA, www. hog. com, accessed May 20, 2014; Joseph Weber, “Harley Just Keeps on Cruisin',” Business Week, November 6, 2006, pp. 71-72; Robert Klara, “Tweeters of the Pack,” Adweek, March 5, 2012, p. 12; “Harley Davidson Tackles Stereotypes in New Advertising Campaign,” PRNewswire, March 1, 2012; Raine Devries, “Harley-Davidson Embraces Social Media to Tackle Stereotypes,” www. examiner. com, March 1, 2012; Robert Klara, “A Whole Different Hog,” Adweek, July 23, 2012, p. 40. 65. Christina Chaey, “How to Create Community,” Fast Company, February 2012, p. 16. 66. http://growyourbiz. kodak. com/growyourbiz/, accessed May 20, 2014. 67. www. pb. com/social/user-forums-and-user-groups/index. shtml. 68. Puneet Manchanda, Grant Packard, and Adithya Pattabhiramaiah, “Social Dollars: The Economic Impact of Consumer Participation in a Firm-Sponsored Online Community,” working paper, January 2012, University of Michigan. 69. Scott A. Thompson and Rajiv K. Sinha, “Brand Communities and New Product Adoption: The Influence and Limits of Oppositional Loyalty,” Journal of Marketing 72 (November 2008), pp. 65-80. 70. Susan Fournier and Lara Lee, “Getting Brand Communities Right,” Harvard Business Review, April 2009, pp. 105-11. 71. Mavis T. Adjei, Charles H. Noble, and Stephanie M. Noble, “Enhancing Relationships with Customers through Online Brand Communities,” MIT Sloan Management Review, Summer 2012, pp. 22-24. 72. Jacquelyn S. Thomas, Robert C. Blattberg, and Edward J. Fox, “Recapturing Lost Customers,” Journal of Marketing Research 61 (February 2004), pp. 31-45. 73. Werner Reinartz and V. Kumar, “The Impact of Customer Relationship Characteristics on Profitable Lifetime Duration,” Journal of Marketing 67 (January 2003), pp. 77-99; Werner Reinartz and V. Kumar, “The Mismanagement of Customer Loyalty,” Harvard Business Review, July 2002, pp. 86-97. 74. For a comprehensive set of articles from a variety of perspectives on brand relationships, see Deborah J. Mac Innis, C. Whan Park, and Joseph R. Preister, eds., Handbook of Brand Relationships (Armonk, NY: M. E. Sharpe, 2009). 75. For a study of the processes involved, see Werner Reinartz, Manfred Kraft, and Wayne D. Hoyer, “The Customer Relationship Management Process: Its Measurement and Impact on Performance,” Journal of Marketing Research 61 (August 2004), pp. 293-305. For a thorough examination of the practical issues involved, see Peter Fader, Customer Centricity: Focus on the Right Customers for Strategic Advantage (Philadelphia, PA: Wharton Digital Press, 2012). 76. Peter C. Verhoef and Katherine N. Lemon, “Customer Value Management: Optimizing the Value of the Customer's Base,” Fast Forward Series (Cambridge, MA: Marketing Science Institute, 2011). 77. Nora A. Aufreiter, David Elzinga, and Jonathan W. Gordon, “Better Branding,” The Mc Kinsey Quarterly 4 (2003), pp. 29-39. 78. Joe Light, “With Customer Service, Real Person Trumps Text,” Wall Street Journal, April 25, 2011. See also Wagner A. Kamakura, Vikas Mittal, Fernando de Rosa, and Jose Afonso Mazzon “Assessing the Service-Profit Chain,” Marketing Science 21 (Summer 2002), pp. 294-317. 43. “Service Invention to Increase Retention,” CMO Council, August 3, 2009, www. cmocouncil. org. 44. Frederick F. Reichheld, “Learning from Customer Defections,” Harvard Business Review, March-April 1996, pp. 56-69. 45. Frederick F. Reichheld, Loyalty Rules (Boston: Harvard Business School Press, 2001); Frederick F. Reichheld, The Loyalty Effect (Boston: Harvard Business School Press, 1996). 46. Michael D. Johnson and Fred Selnes, “Diversifying Your Customer Portfolio,” MIT Sloan Management Review 46 (Spring 2005), pp. 11-14; Crina O. Tarasi, Ruth N. Bolton, Michael D. Hutt, and Beth A. Walker, “Balancing Risk and Return in a Customer Portfolio,” Journal of Marketing 75 (May 2011), pp. 1-17. 47. Wendy Liu and David Gal, “Bringing Us Together or Driving Us Apart: The Effect of Soliciting Consumer Input on Consumers' Propensity to Transact with an Organization,” Journal of Consumer Research 38 (August 2011), pp. 242-59. 48. Tom Ostenon, Customer Share Marketing (Upper Saddle River, NJ: Prentice Hall, 2002); Alan W. H. Grant and Leonard A. Schlesinger, “Realize Your Customer's Full Profit Potential,” Harvard Business Review, September-October 1995, pp. 59-72. 49. Denish Shah and V. Kumar, “The Dark Side of Cross-Selling,” Harvard Business Review, December 2012, pp. 21-23; Denish Shah, V. Kumar, Yingge Qu, and Sylia Chen, “Unprofitable Cross-buying: Evidence from Consumer and Business Markets,” Journal of Marketing 76 (May 2012), pp. 78-95. 50. Gail Mc Govern and Youngme Moon, “Companies and the Customers Who Hate Them,” Harvard Business Review, June 2007, pp. 78-84. 51. Elisabeth A. Sullivan, “Just Say No,” Marketing News, April 15, 2008, p. 17. 52. Sunil Gupta and Carl F. Mela, “What Is a Free Customer Worth,” Harvard Business Review, November 2008, pp. 102-9. 53. Leonard L. Berry and A. Parasuraman, Marketing Services: Computing through Quality (New York: Free Press, 1991), pp. 136-42. For an academic examination in a business-to-business context, see Robert W. Palmatier, Srinath Gopalakrishna, and Mark B. Houston, “Returns on Business-to-Business Relationship Marketing Investments: Strategies for Leveraging Profits,” Marketing Science 25 (September-October 2006), pp. 477-93. See also Irit Nitzan and Barak Libai, “Social Effects on Customer Retention,” Journal of Marketing 75 (November 2011), pp. 24-38. 54. Adam M. Grant, “How Customers Can Rally Troops,” Harvard Business Review, June 2011, pp. 96-103. 55. Frederick F. Reichheld, “Learning from Customer Defections,” Harvard Business Review, March 3, 2009, pp. 56-69. 56. Mike White and Teresa Siles, e-mail message, July 14, 2008. 57. Ben Mc Connell and Jackie Huba, “Learning to Leverage the Lunatic Fringe,” Point, July-August 2006, pp. 14-15; Michael Krauss, “Work to Convert Customers into Evangelists,” Marketing News, December 15, 2006, p. 6; “Ask Maxine Clark,” Inc., July 1, 2008; “How Maxine Clark Built Build-a-Bear,” Fortune, March 19, 2012. 58. Utpal M. Dholakia, “How Consumer Self-Determination Influences Relational Marketing Outcomes: Evidence from Longitudinal Field Studies,” Journal of Marketing Research 43 (February 2006), pp. 109-20. 59. Joseph C. Nunes and Xavier Drèze, “Feeling Superior: The Impact of Loyalty Program Structure on Consumers' Perception of Status,” Journal of Consumer Research 35 (April 2009), pp. 890-905; Joseph C. Nunes and Xavier Drèze, “Your Loyalty Program Is Betraying You,” Harvard Business Review, April 2006, pp. 124-31. 60. Peter Burrows, “Apple vs. Google,” Business Week, January 25, 2010, pp. 28-34. 61. James H. Mc Alexander, John W. Schouten, and Harold F. Koenig, “Building Brand Community,” Journal of Marketing 66 (January 2002), pp. 38-54. For some notable examinations of brand communities, see René Algesheimer, Uptal M. Dholakia, and Andreas Herrmann, “The Social Influence of Brand Community: Evidence from European Car Clubs,” Journal of Marketing 69 (July 2005), pp. 19-34; Albert	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E9Firm Value and What Can Firms Do? The Case of Media Critics and Professional Movie Reviews,” Journal of Marketing 75 (September 2011), pp. 116-34. 97. Candice Choi, “Bloggers Serve Up Opinions,” Associated Press, March 23, 2008. 98. Elisabeth Sullivan, “Consider Your Source,” Marketing News, February 15, 2008, pp. 16-19; Mylene Mangalindan, “Web Stores Tap Product Reviews,” Wall Street Journal, September 11, 2007; Jonah Berger, Alan T. Sorensen, and Scott J. Rasmussen, “Positive Effects of Negative Publicity: When Negative Reviews Increase Sales,” Marketing Science 29, no. 5 (2010), pp. 815-27; Venessa Wong, “How to Cope with a Terrible Review,” Bloomberg Businessweek, November 16, 2012. 99. Piyush Sharma, Roger Marshall, Peter Alan Reday, and Woon Bong Na, “Complainers vs. Non-Complainers: A Multi-National Investigation of Individual and Situational Influences on Customer Complaint Behaviour,” Journal of Marketing Management 26 (February 2010), pp. 163-80. 100. Stephen S. Tax and Stephen W. Brown, “Recovering and Learning from Service Failure,” Sloan Management Review 40 (Fall 1998), pp. 75-88. 101. Andrew Mc Mains, “Airline Lost Your Luggage? Tell It to Twitter,” Adweek, February 20, 2012, p. 12. 102. Christian Homburg and Andreas Fürst, “How Organizational Complaint Handling Drives Customer Loyalty: An Analysis of the Mechanistic and the Organic Approach,” Journal of Marketing 69 (July 2005), pp. 95-114. 103. Philip Kotler, Kotler on Marketing (New York: Free Press, 1999), pp. 21-22; Jochen Wirtz, “How to Deal with Customer Shakedowns,” Harvard Business Review, April 2011, p. 24. 104. Lea Dunn and Darren W. Dahl, “Self-threat and Product Failure: How Internal Attributions of Blame Impact Consumer Complaining Behavior,” Journal of Marketing Research 49 (October 2012), pp. 670-81. 105. Julie Jargon, Emily Steel, and Joann S. Lublin, “Taco Bell Makes Spicy Retort to Suit,” Wall Street Journal, January 31, 2011. 106. Felix Gillette, “It's Getting Tougher to Bully Brands,” Bloomberg Businessweek, August 6, 2012, pp. 20-22. Chapter 6 1. Seth Stevenson, “Like Cardboard,” Slate, January 11, 2010; Ashley M. Heher, “Domino's Comes Clean with New Pizza Ads,” Associated Press, January 11, 2010; Bob Garfield, “Domino's Does Itself a Disservice by Coming Clean about Its Pizza,” Advertising Age, January 11, 2010; Domino's Pizza, www. pizzaturnaround. com, accessed May 20, 2014; Anna-Louise Jackson and Anthony Feld, “Domino's 'Brutally Honest' Ads Offset Slow Consumer Spending,” Bloomberg Businessweek, October 17, 2011; Mark Brandau, “A Look behind Domino's Marketing Strategies,” Nation's Restaurant News, January 13, 2012. 2. Michael R. Solomon, Consumer Behavior: Buying, Having, and Being, 10th ed. (Upper Saddle River, NJ: Prentice Hall, 2013). 3. Leon G. Schiffman and Leslie Lazar Kanuk, Consumer Behavior, 10th ed. (Upper Saddle River, NJ: Prentice Hall, 2010). 4. For some classic perspectives, see Richard P. Coleman, “The Continuing Significance of Social Class to Marketing,” Journal of Consumer Research 10 (December 1983), pp. 265-80; Richard P. Coleman and Lee P. Rainwater, Social Standing in America: New Dimension of Class (New York: Basic Books, 1978). 5. Leon G. Schiffman and Leslie Lazar Kanuk, Consumer Behavior, 10th ed. (Upper Saddle River, NJ: Prentice Hall, 2010). 6. Michael Trusov, Anand Bodapati, and Randolph E. Bucklin, “Determining Influential Users in Internet Social Networks,” Journal of Marketing Research 47 (August 2010), pp. 643-58. 7. Jacqueline Johnson Brown, Peter M. Reingen, and Everett M. Rogers, Diffusion of Innovations, 4th ed. (New York: Free Press, 1995); Peter 79. Nancy Trejos, “British Airways Gets More Personal,” USA Today, July 8, 2012; “Know Your Customers: Case Studies from BA, The Guardian, and Milka,” Marketing Week, July 11, 2012; Tim Hume, “BA Googles Passengers: Friendlier Flights or Invasion of Privacy,” www. cnn. com, August 22, 2012; Kashmir Hill, “British Airways Won't Be Google Image Stalking You Unless You're a V. I. P.,” Forbes, July 9, 2012; Alex Williams, “British Airways Borders on Creepy With 'Know Me' Google Identity Check,” www. techcrunch. com, July 5, 2012. See also Robert Mc Garvey, “Mind Readers,” Executive Travel Magazine, November/ December 2012, pp. 60-65. 80. Joann Muller, “The Bespoke Auto: BMW's Push for Made-to-Order Cars,” Forbes, September 27, 2010. 81. Jennifer Cirillo, “Custom Made,” Beverage World, June 2012, pp. 14-15. 82. Seth Godin, Permission Marketing: Turning Strangers into Friends, and Friends into Customers (New York: Simon & Schuster, 1999). See also Susan Fournier, Susan Dobscha, and David Mick, “Preventing the Premature Death of Relationship Marketing,” Harvard Business Review, January-February 1998, pp. 42-51. 83. Rob Walker, “Amateur Hour, Web Style,” Fast Company, October 2007, p. 87. 84. Doc Searls, “The Customer as a God,” Wall Street Journal, July 20, 2012. 85. Martin Mende, Ruth N. Bolton, and Mary Jo Bitner, “Decoding Customer-Firm Relationships: How Attachment Styles Help Explain Customers' Preferences for Closeness, Repurchase Intentions, and Changes in Relationship Breadth,” Journal of Marketing Research 50 (February 2013), pp. 125-42. 86. Carolyn Heller Baird and Gautam Parasnis, From Social Media to Social CRM, (Somers, NY: IBM Corporation, 2011). 87. Christine Birkner, “How I Do It: Christine Birkner,” Marketing News, September 15, 2011, p. 46. For some behavioral perspectives on recommendations and reviews, see Min Zhao and Jinhong Xie, “Effects of Social and Temporal Distance on Consumers' Responses to Peer Recommendations,” Journal of Marketing Research 48 (May 2011), pp. 486-96 and Rebecca Walker Naylor, Cait Poynor Lamberton, and David A. Norton, “Seeing Ourselves in Others: Reviewer Ambiguity, Egocentric Anchoring, and Persuasion,” Journal of Marketing Research 48 (May 2011), pp. 617-31. 88. Amy Farley, “Hotel Handbook,” Travel + Leisure, June 2012, p. 168; “Wyndham Worldwide's CEO Discusses Q1 2012 Results—Earnings Call Transcript,” www. seekingalpha. com, April 25, 2012. 89. “300 Million People View Trip Advisor Content on Sites Other than Trip Advisor Each Month,” PRNewswire, December 13, 2012; “Trip Advisor,” www. crunchbase. com, January 2, 2013; “Trip Advisor,” www. wikipedia. com, January 2, 2013; Josh Constine, “Lost among Its 60 Million Travel Tips? Trip Advisor Highlights Reviews by Friends of Friends,” www. techcrunch. com, April 11, 2012; Josh Constine, “Trip Advisor Aims to Beat Yelp with Social, Revives Restaurant 'Local Picks' Facebook App,” www. techcrunch. com, June 20, 2012; Jordan Crook, “Trip Advisor Acquires Wanderfly to Continue Social Travel Push,” www. techcrunch. com, October 2, 2012. 90. Jonah Bloom, “The New Realities of a Low Trust Marketing World,” Advertising Age, February 13, 2006. 91. Mylene Mangalindan, “New Marketing Style: Clicks and Mortar,” Wall Street Journal, December 21, 2007, p. B5. 92. Shrihari Sridhar and Raj Srinivasan, “Social Influence Effect in Online Product Ratings,” Journal of Marketing 76 (September 2012), pp. 70-88. 93. Shelley Banjo, “Firms Take Online Reviews to Heart,” Wall Street Journal, July 29, 2012. 94. Noah Davis, “Leading the Conversation,” Fast Company, July/August 2012, p. 33-37. 95. Ron Lieber, “At Angie's List, the Reviews Are Real (So Is Angie),” New York Times, March 2, 2012. 96. Nick Wingfield, “High Scores Matter to Game Makers, Too,” Wall Street Journal, September 20, 2007, p. B1; see also Yubo Chen, Yong Liu and Jurui Zhang, “When Do Third-Party Product Reviews Affect	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E10 Endnotes 23. Brooks Barnes, “Disney Looking into Cradle for Customers,” New York Times, February 6, 2011; Lisa Yorgey Lester, “Expectant Parents: Tap into the Baby Boom,” Target Marketing, September 2008; Melanie Linder and Lisa La Motta, “How to Market to the Modern Mom,” Forbes, January 8, 2009. 24. Stephanie Clifford, “Even Marked Up, Luxury Goods Fly Off Shelves,” The New York Times, August 3, 2011; “Recession, Reschmession: Let Them Eat Cake, Buy Prada,” www. cmn. com, March 19, 2012; “Gucci Performance Withstands Recession,” The New York Times, November 9, 2009. 25. Harold H. Kassarjian and Mary Jane Sheffet, “Personality and Consumer Behavior: An Update,” Harold H. Kassarjian and Thomas S. Robertson, eds., Perspectives in Consumer Behavior (Glenview, IL: Scott Foresman, 1981), pp. 160-80. 26. Jennifer Aaker, “Dimensions of Measuring Brand Personality,” Journal of Marketing Research 34 (August 1997), pp. 347-56. 27. Jennifer L. Aaker, Veronica Benet-Martinez, and Jordi Garolera, “Consumption Symbols as Carriers of Culture: A Study of Japanese and Spanish Brand Personality Constructs,” Journal of Personality and Social Psychology 81 (March 2001), pp. 492-508. 28. Yongjun Sung and Spencer F. Tinkham, “Brand Personality Structures in the United States and Korea: Common and Culture-Specific Factors,” Journal of Consumer Psychology 15 (December 2005), pp. 334-50. 29. Lucia Malär, Harley Krohmer, Wayne D. Hoyer, and Bettina Nyffenegger, “Emotional Brand Attachment and Brand Personality: The Relative Importance of the Actual and the Ideal Self,” Journal of Marketing 75 (July 2011), pp. 35-52. 30. Timothy R. Graeff, “Image Congruence Effects on Product Evaluations: The Role of Self-Monitoring and Public/Private Consumption,” Psychology & Marketing 13 (August 1996), pp. 481-99. 31. Jennifer L. Aaker, “The Malleable Self: The Role of Self-Expression in Persuasion,” Journal of Marketing Research 36 (February 1999), pp. 45-57. 32. Chip Conley, The Rebel Rules (New York: Fireside, 2001); Tom Osborne, “What Is Your Band Personality,” Viget Inspire, www. viget. com, February 2, 2009; Alice Z. Cuneo, “Magazines as Muses: Hotelier Finds Inspiration in Titles Such as Wired,” Advertising Age, November 6, 2006, p. 10. 33. Kavita Daswani, “Multitasking BB Skin Creams Becoming Popular in U. S.,” Los Angeles Times, July 15, 2012. 34. Anne D'Innocenzio, “Frugal Times: Hamburger Helper, Kool-Aid in Advertising Limelight,” Associated Press, Seattle Times, April 29, 2009; Julie Jargon, “Velveeta Shows Its Sizzle against Hamburger Helper,” Wall Street Journal, December 29, 2011. 35. Thomas J. Reynolds and Jerry C. Olson, Understanding Consumer Decision-Making: The Means-Ends Approach to Marketing and Advertising (Mahwah, NJ: Lawrence Erlbaum, 2001); Brian Wansink, “Using Laddering to Understand and Leverage a Brand's Equity,” Qualitative Market Research 6 (2003). 36. Ernest Dichter, Handbook of Consumer Motivations (New York: Mc Graw-Hill, 1964). 37. “Retail Therapy: How Ernest Dichter, an Acolyte of Sigmund Freud, Revolutionised Marketing,” The Economist, December 17, 2011. 38. Clotaire Rapaille, “Marketing to the Reptilian Brain,” Forbes, July 3, 2006; Clotaire Rapaille, The Culture Code (New York: Broadway Books, 2007); Douglas Gantebein, “How Boeing Put the Dream in Dreamliner,” Air and Space, September 2007; Tom Otley, “The Boeing Dreamliner: A Sneak Preview,” Business Traveller, June 3, 2009. 39. Abraham Maslow, Motivation and Personality (New York: Harper & Row, 1954), pp. 80-106. For an interesting business application, see Chip Conley, Peak: How Great Companies Get Their Mojo from Maslow (San Francisco: Jossey Bass 2007). 40. See Frederick Herzberg, Work and the Nature of Man (Cleveland: William Collins, 1966); Thierry and Koopman-Iwema, “Motivation and Satisfaction,” P. J. D. Drenth, H. Thierry, P. J. Willems, and C. J. de H. Riengen and Jerome B. Kernan, “Analysis of Referral Networks in Marketing: Methods and Illustration,” Journal of Marketing Research 23 (November 1986), pp. 37-78; Laura J. Kornish and Qiuping Li, “Optimal Referral Bonuses with Asymmetric Information: Firm-Offered and Interpersonal Incentives,” Marketing Science 29 (January-February 2010), pp. 108-21. 8. Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference (Boston: Little, Brown & Company, 2000). 9. Terry Mc Dermott, “Criticism of Gladwell Reaches Tipping Point,” Columbia Journalism Review, November 17, 2009; Clive Thompson, “Is the Tipping Point Toast?,” Fast Company, February 1, 2008; Duncan Watts, Six Degrees: The Science of a Connected Age (New York: W. W. Norton, 2003). 10. Douglas Atkin, The Culting of Brands: When Customers Become True Believers (New York: Penguin, 2004); Marian Salzman, Ira Matathia, and Ann O'Reilly, Buzz: Harness the Power of Influence and Create Demand (New York: Wiley, 2003). 11. Bob Greenberg, “A Platform for Life,” Adweek NEXT, September 14, 2009, p. 38. 12. Natasha Singer, “Secret E-Scores Chart Consumers' Buying Power,” New York Times, August 18, 2012; Erin Griffin, “A Million Little Klouts,” Adweek, December 12, 2011, p. 18; Jon Swartz, “Klout Says Scoring Parameters Enhanced,” USA Today, August 15, 2012. 13. Ed Keller, “How Influence Works,” Admap, December 2012. 14. Dave Balter and John Butman, “Clutter Cutter,” Marketing Management (July-August 2006), pp. 49-50; “Is There a Reliable Way to Measure Word-of-Mouth Marketing?,” Marketing NPV 3 (2006), pp. 3-9; Michael Trusov, Randolph E. Bucklin, and Koen Pauwels, “Effects of Word-of-Mouth versus Traditional Marketing: Findings from an Internet Social Networking Site,” Journal of Marketing 73 (September 2009), pp. 90-102. 15. Elizabeth S. Moore, William L. Wilkie, and Richard J. Lutz, “Passing the Torch: Intergenerational Influences as a Source of Brand Equity,” Journal of Marketing 66 (April 2002), pp. 17-37. 16. Kay M. Palan and Robert E. Wilkes, “Adolescent-Parent Interaction in Family Decision Making,” Journal of Consumer Research 24 (March 1997), pp. 159-69; Sharon E. Beatty and Salil Talpade, “Adolescent Influence in Family Decision Making: A Replication with Extension,” Journal of Consumer Research 21 (September 1994), pp. 332-41. 17. Scott I. Rick, Deborah A. Small, and Eli J. Finkel, “Fatal (Fiscal) Attraction: Spendthrifts and Tightwads in Marriage,” Journal of Marketing Research 48 (April 2011), pp. 228-37. 18. Valentyna Melnyk, Stijn M. J. van Osselaer, and Tammo H. A. Bijmolt, “Are Women More Loyal Customers than Men? Gender Differences in Loyalty to Firms and Individual Service Providers,” Journal of Marketing 73 (July 2009), pp. 82-96. 19. “Youth Pulse: The Definitive Study of Today's Youth Generation,” Harris Interactive, www. harrisinteractive. com, January 29, 2010. 20. Deborah Roedder John, “Consumer Socialization of Children: A Retrospective Look at Twenty-Five Years of Research,” Journal of Consumer Research 26 (December 1999), pp. 183-213; Lan Nguyen Chaplin and Deborah Roedder John, “The Development of Self-Brand Connections in Children and Adolescents,” Journal of Consumer Research 32 (June 2005), pp. 119-29; Lan Nguyen Chaplin and Deborah Roedder John, “Growing Up in a Material World: Age Differences in Materialism in Children and Adolescents,” Journal of Consumer Research 34 (December 2007), pp. 480-93; Lan Nguyen Chaplin and Tina M. Lowrey, “The Development of Consumer-Based Consumption Constellations in Children,” Journal of Consumer Research 36 (February 2010), pp. 757-77. 21. “Families and Living Arrangements,” U. S. Census Bureau, www. census. gov/population/www/ socdemo/hh-fam. html, January 29, 2010; “U. S. Census Bureau Reports Men and Women Wait Longer to Marry,” Newsroom, www. census. gov, November 10, 2010. 22. Rex Y. Du and Wagner A. Kamakura, “Household Life Cycles and Lifestyles in the United States,” Journal of Marketing Research 48 (February 2006), pp. 121-32.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E11 53. For a comprehensive treatment of how consumers make purchase decisions in the modern marketing environment, see Todd Powers, Dorothy Advincula, Manila S. Austin, Stacy Graiko, and Jasper Snyder, “Digital and Social Media in the Purchase Decision Process: A Special Report from the Advertising Research Foundation,” Journal of Advertising Research, December 2012, pp. 479-89. 54. Ellen Byron, “In-Store Sales Begin at Home,” Wall Street Journal, April 25, 2011; Lauren Coleman-Lochner, “Social Networking Takes Center Stage at P&G,” Bloomberg Businessweek, March 29, 2012; Giselle Tsirulnik, “P&G's Cover Girl Targets Women with Mobile Ads for Lash Blast Mascara,” Mobile Marketer, September 2, 2009; Jack Neff, “Cover Girl: An America's Hottest Brands Study,” Advertising Age, November 16, 2009. 55. For a recent academic examination, see Gerald Häubl, Benedict G. C. Dellaert, and Bas Donkers, “Tunnel Vision: Local Behavioral Influences on Consumer Decisions in Product Search,” Marketing Science 29 (May-June 2012), pp. 438-55. 56. Geoffrey Precourt, “How Unilever Uses Online Data to Map the Path to Purchase,” www. warc. com, April 2012. 57. Janet Schwartz, Mary Frances Luce, and Dan Ariely, “Are Consumers Too Trusting? The Effects of Relationships with Expert Advisers,” Journal of Marketing Research 48 (Special Issue 2011), pp. S163-S174. 58. Min Ding, John R. Hauser, Songting Dong, Daria Dzyabura, Zhilin Yang, Chenting Su, and Steven Gaskin, “Unstructured Direct Elicitation of Decision Rules,” Journal of Marketing Research 48 (February 2011), pp. 116-27; Michaela Draganska and Daniel Klapper, “Choice Set Heterogeneity and the Role of Advertising: An Analysis with Micro and Macro Data,” Journal of Marketing Research 48 (August 2011), pp. 653-69; John R. Hauser, Olivier Toubia, Theodoros Evgeniou, Rene Befurt, and Daria Dzyabura, “Disjunctions of Conjunctions, Cognitive Simplicity and Consideration Sets,” Journal of Marketing Research 47 (June 2010), pp. 485-96; Erjen Van Nierop, Bart Bronnenberg, Richard Paap, Michel Wedel, and Philip Hans Franses, “Retrieving Unobserved Consideration Sets from Household Panel Data,” Journal of Marketing Research 47 (February 2010), pp. 63-74. For some behavioral perspectives, see Jeffrey R. Parker and Rom Y. Schrift, “Rejectable Choice Sets: How Seemingly Irrelevant No-Choice Options Affect Consumer Decision Processes,” Journal of Marketing Research 48 (October 2011), pp. 840-54. 59. Benedict G. C. Dellaert and Gerald Häubl, “Searching in Choice Mode: Consumer Decision Processes in Product Search with Recommendations,” Journal of Marketing Research 49 (April 2012), pp. 277-88. See also Jun B. Kim, Paulo Albuquerque, and Bart J. Bronnenberg, “Mapping Online Consumer Search,” Journal of Marketing Research 48 (February 2011), pp. 13-27. 60. Paul E. Green and Yoram Wind, Multiattribute Decisions in Marketing: A Measurement Approach (Hinsdale, IL: Dryden, 1973), chapter 2; Richard J. Lutz, “The Role of Attitude Theory in Marketing,” H. Kassarjian and T. Robertson, eds., Perspectives in Consumer Behavior (Lebanon, IN: Scott Foresman, 1981), pp. 317-39. 61. This expectancy-value model was originally developed by Martin Fishbein, “Attitudes and Prediction of Behavior,” Martin Fishbein, ed., Readings in Attitude Theory and Measurement (New York: John Wiley & Sons, 1967), pp. 477-92; for a critical review, see Paul W. Miniard and Joel B. Cohen, “An Examination of the Fishbein-Ajzen Behavioral-Intentions Model's Concepts and Measures,” Journal of Experimental Social Psychology (May 1981), pp. 309-39. 62. Michael R. Solomon, Consumer Behavior: Buying, Having, and Being, 10th ed. (Upper Saddle River, NJ: Prentice Hall, 2013). 63. For an advanced measurement technique to assess consumers use of decision heuristics, see Daria Dzyabura and John R. Hauser, “Active Machine Learning for Consideration Heuristics,” Marketing Science 30 (September-October 2011), pp. 801-19. 64. Richard H. Thaler and Cass R. Sunstein, Nudge: Improving Decisions about Health, Wealth, and Happiness (New York: Penguin, 2009); Michael Krauss, “A Nudge in the Right Direction,” Marketing News, March 30, 2009, p. 20. Wolff, eds., A Handbook of Work and Organizational Psychology (East Sussex, UK: Psychology Press, 1984), pp. 141-42. 41. Bernard Berelson and Gary A. Steiner, Human Behavior: An Inventory of Scientific Findings (New York: Harcourt Brace Jovanovich, 1964), p. 88. 42. Florida's Chris Janiszewski has conducted fascinating research looking at preconscious processing effects. See Chris Janiszewski, “Preattentive Mere Exposure Effects,” Journal of Consumer Research 20 (December 1993), pp. 376-92, as well as some of his earlier and subsequent research. For more foundational perspectives, see also John A. Bargh and Tanya L. Chartrand, “The Unbearable Automaticity of Being,” American Psychologist 54 (1999), pp. 462-79; and Gráinne M. Fitzsimons, Tanya L. Chartrand, and Gavan J. Fitzsimons, “Automatic Effects of Brand Exposure on Motivated Behavior: How Apple Makes You 'Think Different,'” Journal of Consumer Research 35 (June 2008), pp. 21-35, as well as the research programs of both authors. 43. See Timothy E. Moore, “Subliminal Advertising: What You See Is What You Get,” Journal of Marketing 46 (Spring 1982), pp. 38-47 for an early classic discussion; and Andrew B. Aylesworth, Ronald C. Goodstein, and Ajay Kalra, “Effect of Archetypal Embeds on Feelings: An Indirect Route to Affecting Attitudes?,” Journal of Advertising 28 (Fall 1999), pp. 73-81 for additional discussion. 44. Jonah Lerner, “The Buzz on Buzz,” Wall Street Journal, October 16, 2010. 45. Jack Neff, “Creativity Marks This Spot: K-C Thrives in Tiny Neenah,” Advertising Age, June 6, 2011; “U by Kotex Creates a Social Movement,” Adweek, November 22, 2011. 46. Ed Keller, “Showing Emotion Is the New Black,' www. mediabizbloggers. com, October 6, 2011; Jonah Berger and Katherine L. Milkman, “What Makes Online Content Viral?,” Journal of Marketing Research 49 (April 2012), pp. 192-205. 47. Jason Feifer, “Axe's Highly Scientific, Typically Outrageous and Totally Irresistible Selling of Lust,” Fast Company, September 2012, pp. 104-9; Bruce Horovitz, “Axe Showerpool Promo Raises Eyebrows,” USA Today, September 17, 2012; “Axe Turns Up the Heat to Marketing to Young Men,” ABC News Radio, March 25, 2011; Martin Lindstrom, “Can a Commercial Be Too Sexy for Its Own Good? Ask Axe,” The Atlantic, October 2011. 48. Scott Berinato, “The Demographics of Cool,” Harvard Business Review, December 2011, pp. 136-37; Steve Stoute, The Tanning of America: How Hip-Hop Created a Culture That Rewrote the Rules of the New Economy (New York: Gotham, 2012). 49. For additional discussion, see John G. Lynch Jr. and Thomas K. Srull, “Memory and Attentional Factors in Consumer Choice: Concepts and Research Methods,” Journal of Consumer Research 9 (June 1982), pp. 18-36; and Joseph W. Alba, J. Wesley Hutchinson, and John G. Lynch Jr., “Memory and Decision Making,” Harold H. Kassarjian and Thomas S. Robertson, eds., Handbook of Consumer Theory and Research (Englewood Cliffs, NJ: Prentice Hall, 1992), pp. 1-49. 50. Leonard M. Lodish, Magid Abraham, Stuart Kalmenson, Jeanne Livelsberger, Beth Lubetkin, Bruce Richardson, and Mary Ellen Stevens, “How T. V. Advertising Works: A Meta-Analysis of 389 Real World Split Cable T. V. Advertising Experiments,” Journal of Marketing Research 32 (May 1995), pp. 125-39. 51. Malcolm Faulds, “Five Tips for Driving Word-of-Mouth—No Matter What Your Product Is,” Advertising Age, November 28, 2011, p. 17; Jonah Berger and Eric M. Schwartz, “What Drives Immediate and Ongoing Word of Mouth?,” Journal of Marketing Research 48 (October 2011), pp. 869-80. 52. Marketing scholars have developed several models of the consumer buying process through the years. See Mary Frances Luce, James R. Bettman, and John W. Payne, Emotional Decisions: Tradeoff Difficulty and Coping in Consumer Choice (Chicago: University of Chicago Press, 2001); James F. Engel, Roger D. Blackwell, and Paul W. Miniard, Consumer Behavior, 8th ed. (Fort Worth, TX: Dryden, 1994); and John A. Howard and Jagdish N. Sheth, The Theory of Buyer Behavior (New York: John Wiley & Sons, 1969).	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E12 Endnotes 78. Mario Pandelaere, Barbara Briers, and Christophe Lembregts, “How to Make a 29% Increase Look Bigger: The Unit Effect in Option Comparisons,” Journal of Consumer Research 38 (August 2011), pp. 308-22. 79. Mark Scott, “A Stairway to Marketing Heaven,” Bloomberg Business Week, October 30, 2009. p. 17. 80. See Richard H. Thaler, “Mental Accounting and Consumer Choice,” Marketing Science 4 (Summer 1985), pp. 199-214 for a seminal piece; and Richard Thaler, “Mental Accounting Matters,” Journal of Behavioral Decision Making 12 (September 1999), pp. 183-206 for additional perspectives. For some diverse applications of the theory, see Robin L. Soster, Ashwani Monga, and William O. Bearden, “Tracking Costs of Time and Money: How Accounting Periods Affect Mental Accounting,” Journal of Consumer Research 37 (December 2010), pp. 712-21; Jonathan Levav and A. Peter Mc Graw, “Emotional Accounting: How Feelings about Money Influence Consumer Choice,” Journal of Marketing Research 46 (February 2009), pp. 66-80; John Godek and Kyle B. Murray, “The Effect of Spikes in the Price of Gasoline on Behavioral Intentions: A Mental Accounting Explanation,” Journal of Behavioral Decision Making 25 (July 2012), pp. 295-302. 81. Gary L. Gastineau and Mark P. Kritzman, Dictionary of Financial Risk Management, 3rd ed. (New York: John Wiley & Sons, 1999). 82. Example adapted from Daniel Kahneman and Amos Tversky, “Prospect Theory: An Analysis of Decision under Risk,” Econometrica 47 (March 1979), pp. 263-91. 83. For some recent academic research, see Abigail B. Sussman and Adam L. Alter, “The Exception Is the Rule: Underestimating and Overspending on Exceptional Expenses,” Journal of Consumer Research 39 (December 2012), pp. 800-14. Chapter 7 1. Ian Simpson, “Number of U. S. Business Fell in 2010: Census Bureau,” www. reuters. com, June 26, 2012. 2. Quentin Hardy, “Chambers Challenged,” Forbes, March 14, 2011, pp. 30-32; Rich Karlgaard, “Cisco's Disruptive (and Cooler) Rival,” Forbes, July 18, 2011, p. 21; Rich Karlgaard, “Driving Change: Cisco's Chambers,” Forbes, February 13, 2012; “Charlie Rose Talks to Cisco's John Chambers,” Bloomberg Businessweek, April 23, 2012, p. 41. 3. For a comprehensive review of the topic, see James C. Anderson and James A. Narus, Business Market Management: Understanding, Creating, and Delivering Value, 3rd ed. (Upper Saddle River, NJ: Prentice Hall, 2009); and Gary L. Lilien and Rajdeep Grewal, eds., Handbook of Business-to-Business Marketing (Northampton, MA: Edward Elgar Publishing, 2012). 4. Frederick E. Webster Jr. and Yoram Wind, Organizational Buying Behavior (Upper Saddle River, NJ: Prentice Hall, 1972), p. 2; for a review of some academic literature on the topic, see Håkan Håkansson and Ivan Snehota, “Marketing in Business Markets,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage Publications, 2002), pp. 513-26; Mark Glynn and Arch Woodside, eds., Business-to-Business Brand Management: Theory, Research, and Executive Case Study Exercises in Advances in Business Marketing & Purchasing series, volume 15 (Bingley, UK: Emerald Group Publishing, 2009). 5. Shoe Material, www. bata. com, accessed May 20, 2014. See also www. shoeguide. org/Shoe_Anatomy, accessed May 20, 2014. 6. Philip Kotler and Waldemar Pfoertsch, B2B Brand Management (Berlin, Germany: Springer, 2006). 7. Anita Raghavan, “No More Excuses,” Forbes, April 27, 2009, pp. 121-22; Richard Weiss and Benedikt Kammel, “How Siemens Got Its Geist Back,” Bloomberg Businessweek, January 31, 2011, pp. 18-20; Piet Levy, “The Right Answer,” Marketing News, September 15, 2011, pp. 19-22. 8. Fred Wiersema, “The B2B Agenda: The Current State of B2B Marketing and a Look Ahead,” Institute for the Study of Business Markets, http://isbm. smeal. psu. edu, accessed February 20, 2014. 65. Martin Fishbein, “Attitudes and Prediction of Behavior,” M. Fishbein, ed., Readings in Attitude Theory and Measurement (New York: John Wiley & Sons, 1967), pp. 477-92. 66. For a fascinating examination of the use of Consumer Reports, see Uri Simonsohn, “Lessons from an 'Oops' at Consumer Reports : Consumers Follow Experts and Ignore Invalid Information,” Journal of Marketing Research 48 (February 2011), pp. 1-12. 67. Tom Long, “'Ted' Least Expected Hero of the Summer,” The Detroit News, August 11, 2012; Ben Fritz, “'Ted' Marketing Campaign Balances Raunch with Heart,” Los Angeles Times, June 22, 2012; Rachel Dodes, “Twitter Goes to the Movies,” Wall Street Journal, August 3, 2012. 68. Margaret C. Campbell and Ronald C. Goodstein, “The Moderating Effect of Perceived Risk on Consumers' Evaluations of Product Incongruity: Preference for the Norm,” Journal of Consumer Research 28 (December 2001), pp. 439-49; Grahame R. Dowling, “Perceived Risk,” Peter E. Earl and Simon Kemp, eds., The Elgar Companion to Consumer Research and Economic Psychology (Cheltenham, UK: Edward Elgar, 1999), pp. 419-24; James R. Bettman, “Perceived Risk and Its Components: A Model and Empirical Test,” Journal of Marketing Research 10 (May 1973). 69. Richard L. Oliver, “Customer Satisfaction Research,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006), pp. 569-87. 70. Albert O. Hirschman, Exit, Voice, and Loyalty (Cambridge, MA: Harvard University Press, 1970). 71. John D. Cripps, “Heuristics and Biases in Timing the Replacement of Durable Products,” Journal of Consumer Research 21 (September 1994), pp. 304-18. 72. Andrea Rothman and Susanna Ray, “Final Destination: The Cotswolds,” Bloomberg Businessweek, March 5, 2012, pp. 24-25; Ben Paytner, “From Trash to Cash,” Fast Company, February 2009, p. 44. 73. Richard E. Petty, Communication and Persuasion: Central and Peripheral Routes to Attitude Change (New York: Springer-Verlag, 1986); Richard E. Petty and John T. Cacioppo, Attitudes and Persuasion: Classic and Contemporary Approaches (New York: Mc Graw-Hill, 1981). 74. For an overview of some issues involved, see James R. Bettman, Mary Frances Luce, and John W. Payne, “Constructive Consumer Choice Processes,” Journal of Consumer Research 25 (December 1998), pp. 187-217; and Itamar Simonson, “Getting Closer to Your Customers by Understanding How They Make Choices,” California Management Review 35 (Summer 1993), pp. 68-84. For examples of some classic studies in this area, see some of the following: Rom Y. Schrift, Oded Netzer, and Ran Kivetz, “Complicating Choice,” Journal of Marketing Research 48 (April 2011), pp. 308-26; Dan Ariely and Ziv Carmon, “Gestalt Characteristics of Experiences: The Defining Features of Summarized Events,” Journal of Behavioral Decision Making 13 (April 2000), pp. 191-201; Ravi Dhar and Klaus Wertenbroch, “Consumer Choice between Hedonic and Utilitarian Goods,” Journal of Marketing Research 37 (February 2000), pp. 60-71; Itamar Simonson and Amos Tversky, “Choice in Context: Tradeoff Contrast and Extremeness Aversion,” Journal of Marketing Research 29 (August 1992), pp. 281-95; Itamar Simonson, “The Effects of Purchase Quantity and Timing on Variety-Seeking Behavior,” Journal of Marketing Research 27 (May 1990), pp. 150-62. 75. Leon Schiffman and Leslie Kanuk, Consumer Behavior, 10th ed. (Upper Saddle River, NJ: Prentice Hall, 2010); Wayne D. Hoyer, Deborah J. Mac Innis, and Rik Pieters, Consumer Behavior, 6th ed. (Mason, OH: South-Western College Publishing, 2013). 76. For a detailed review of the practical significance of consumer decision making, see Itamar Simonson, “Get Close to Your Customers by Understanding How They Make Their Choices,” California Management Review 35 (Summer 1993), pp. 78-79. 77. For some recent research investigations of framing effects, see Eesha Sharma and Adam L. Alter, “Financial Deprivation Prompts Consumers to Seek Scarce Goods,” Journal of Consumer Research 39 (October 2012), pp. 545-60.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E13 29. “Best Practices of the Best-Run Sales Organizations: Sales Opportunity Blueprinting,” SAP, http://download. sap. com, February 6, 2010. 30. Cliff Hocker, “The Critical Link: The 40 Best Companies for Diversity,” Black Enterprise, July 2012; “About Mc Donald's: Supplier Diversity,” www. aboutmcdonalds. com, accessed February 14, 2013. 31. Patrick J. Robinson, Charles W. Faris, and Yoram Wind, Industrial Buying and Creative Marketing (Boston, MA: Allyn & Bacon, 1967). 32. Geri Smith, “Hard Times Ease for a Cement King,” Business Week, November 9, 2009, p. 28; Nicole Skibola, “CEMEX Blazes the Social Innovation Trail,” Forbes, November 12, 2010. 33. Ritchie Bros Auctioneers, www. rbauction. com, accessed May 20, 2014. 34. “2009-10 B2B Marketing Benchmark Report,” Marketing Sherpa, www. sherpastore. com, February 6, 2010. 35. Allison Enright, “It Takes a Committee to Buy into B-to-B,” Marketing News, February 15, 2006, pp. 12-13. 36. Daniel J. Flint, Robert B. Woodruff, and Sarah Fisher Gardial, “Exploring the Phenomenon of Customers' Desired Value Change in a Business-to-Business Context,” Journal of Marketing 66 (October 2002), pp. 102-17. 37. Ruth N. Bolton and Matthew B. Myers, “Price-Based Global Market Segmentation for Services,” Journal of Marketing 67 (July 2003), pp. 108-28. 38. Wolfgang Ulaga and Werner Reinartz, “Hybrid Offerings: How Manufacturing Firms Combine Goods and Services Successfully,” Journal of Marketing 75 (November 2011), pp. 5-23. 39. Wolfgang Ulaga and Andreas Eggert, “Value-Based Differentiation in Business Relationships: Gaining and Sustaining Key Supplier Status,” Journal of Marketing 70 (January 2006), pp. 119-36. 40. Christopher Palmeri, “Serving Two (Station) Masters,” Business Week, July 24, 2006, p. 46. 41. David Kiley, “Small Print Jobs for Peanuts,” Business Week, July 17, 2006, p. 58. 42. Nirmalya Kumar, Marketing as Strategy: Understanding the CEO's Agenda for Driving Growth and Innovation (Boston: Harvard Business School Press, 2004). 43. Ibid. 44. See www. lincolnelectric. com/knowledge/custsolutions/gcr. asp, accessed February 22, 2014; William Atkinson, “Now That's Value Added,” Purchasing, December 11, 2003, p. 26; James A. Narus and James C. Anderson, “Turn Your Industrial Distributors into Partners,” Harvard Business Review, March-April 1986, pp. 66-71. 45. “Case Study: Automotive Vendor Managed Inventory, Plexco (Australia),” www. marciajedd. com, accessed February 22, 2014. 46. Maria Jobin, “Bringing a Brand to Life: Driving Preference Across Cultures,” talk given in Lugano, Switzerland, December 6, 2012. 47. Britt Dionne, “Behind the Scenes with Net App,” The Hub, July/ August 2009; “Close-up with Jay Kidd, CMO, Net App,” Bto B Magazine, January 20, 2010; Piet Levy, “It's Alive! Alive!” Marketing News, April 30, 2009, p. 8; Ben Burrowes, “Net App Rides on Social Media Success,” www. marketing-interactive. com, December 14, 2009; Caroline Donnelly, “Net App Hails Mid-Market Success,” www. channelweb. co. uk, March 24, 2011. 48. Michael Krauss, “Warriors of the Heart,” Marketing News, February 1, 2006, p. 7; Brian Hindo, “Emerson Electric's Innovation Metrics,” Business Week, June 5, 2008; Kate Maddox, “Bto B's Best Marketers: Kathy Button Bell,” B to B, October 11, 2010. 49. Bob Lamons, “Branding, B-to-B Style,” Sales and Marketing Management 157 (September 2005), pp. 46-50; David A. Kaplan, “No. 1 SAS,” in “The 100 Best Companies to Work For,” Fortune, February 8, 2010, pp. 56-64; “Study Shows SAS Dominates Global Advanced Analytics Market,” Reuters, July 9, 2012. 50. Elisabeth Sullivan, “A Worthwhile Investment,” Marketing News, December 30, 2009, p. 10. 9. Susan Avery, Purchasing 135 (November 2, 2006), p. 36; “PPG Honors Seven Excellent Suppliers,” www. ppg. com, July 11, 2012. 10. Michael Collins, “Breaking into the Big Leagues,” American Demographics, January 1996, p. 24. 11. Patrick J. Robinson, Charles W. Faris, and Yoram Wind, Industrial Buying and Creative Marketing (Boston: Allyn & Bacon, 1967). 12. Michele D. Bunn, “Taxonomy of Buying Decision Approaches,” Journal of Marketing 57 (January 1993), pp. 38-56. 13. Ashlee Vance, “EMC Wants R-E-S-P-E-C-T,” Bloomberg Business Week, January 24, 2011, pp. 33-34; Justin Kern, “EMC Kicks Up Content Management with Update, Acquisition,” Information Management, May 22, 2012. 14. Sheridan Prasso, “Oracle's Bold Moves,” Fortune, April 11, 2011, p. 27; Adam Lashinsky, “The Enforcer,” Fortune, September 28, 2009, pp. 117-24; Steve Hamm, “Oracle Faces Its Toughest Deal Yet,” Business Week, May 4, 2009, p. 24; Steve Hamm and Aaron Ricadela, “Oracle Has Customers over a Barrel,” Business Week, September 21, 2009, pp. 52-55. 15. Jeffrey E. Lewin and Naveen Donthu, “The Influence of Purchase Situation on Buying Center Structure and Involvement: A Select Meta-Analysis of Organizational Buying Behavior Research,” Journal of Business Research 58 (October 2005), pp. 1381-90; R. Venkatesh and Ajay K. Kohli, “Influence Strategies in Buying Centers,” Journal of Marketing 59 (October 1995), pp. 71-82. 16. Frederic E. Webster and Yoram Wind, Organizational Buying Behavior (Upper Saddle River, NJ: Prentice Hall, 1972), p. 6. 17. James C. Anderson and James A. Narus, Business Market Management: Understanding, Creating, and Delivering Value, 3rd ed. (Upper Saddle River, NJ: Prentice Hall, 2009); Frederick E. Webster Jr. and Yoram Wind, “A General Model for Understanding Organizational Buying Behavior,” Journal of Marketing 36 (April 1972), pp. 12-19. 18. Allison Enright, “It Takes a Committee to Buy into B-to-B,” Marketing News, February 15, 2006, pp. 12-13. 19. Frederick E. Webster Jr. and Kevin Lane Keller, “A Roadmap for Branding in Industrial Markets,” Journal of Brand Management 11 (May 2004), pp. 388-402. 20. Scott Ward and Frederick E. Webster Jr., “Organizational Buying Behavior,” Tom Robertson and Hal Kassarjian, eds., Handbook of Consumer Behavior (Upper Saddle River, NJ: Prentice Hall, 1991), chapter 12, pp. 419-58. 21. Bob Donath, “Emotions Play Key Role in Biz Brand Appeal,” Marketing News, June 1, 2006, p. 7. 22. Piet Levy, “Reeling in the Hungry Fish,” Marketing News, May 30, 2009, p. 6; Stephen Baker, Timken Plots a Rust Belt Resurgence,” Business Week, October 15, 2009; Matt Mc Clellan, “Rolling Along,” Smart Business Akron/Canton, October 2008; Robert Wang, “Timken Co. Had Record Revenue in 2011,” www. cantonrep. com, January 26, 2012; “Strong Energy Market to Propel Timken,” Metal Bulletin Daily, January 27, 2012, p. 64. 23. Frederic E. Webster and Yoram Wind, Organizational Buying Behavior (Saddle River, NJ: Prentice Hall, 1972), p. 6. 24. Victoria Barret, “SAP Gets a Pit Bull,” Forbes, February 13, 2012, pp. 38-40. 25. Michael Fielding, “Shift the Focus,” Marketing News, September 1, 2006, pp. 18-20. 26. James C. Anderson and Marc Wouters, “What You Can Learn from Your Customer's Customer,” MIT Sloan Management Review, Winter 2013, pp. 75-82. 27. James C. Anderson, James A. Narus, and Wouter van Rossum, “Customer Value Proposition in Business Markets,” Harvard Business Review, March 2006, pp. 2-10; James C. Anderson, “From Understanding to Managing Customer Value in Business Markets,” H. Håkansson, D. Harrison, and A. Waluszewski, eds., Rethinking Marketing: New Marketing Tools (London: John Wiley & Sons, 2004), pp. 137-59. 28. “Case Studies: Rio Tinto,” Quadrem, www. quadrem. com, February 6, 2010.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E14 Endnotespp. 80-93; Buvik and John, “When Does Vertical Coordination Improve Industrial Purchasing Relationships?,” pp. 52-64. 70. Corine S. Noordhoff, Kyriakos Kyriakopoulos, Christine Moorman, Pieter Pauwels, and Benedict G. C. Dellaert, “The Bright Side and Dark Side of Embedded Ties in Business-to-Business Innovation,” Journal of Marketing 75 (September 2011), pp. 34-52. 71. Akesel I. Rokkan, Jan B. Heide, and Kenneth H. Wathne, “Specific Investment in Marketing Relationships: Expropriation and Bonding Effects,” Journal of Marketing Research 40 (May 2003), pp. 210-24. 72. Kenneth H. Wathne and Jan B. Heide, “Relationship Governance in a Supply Chain Network,” Journal of Marketing 68 (January 2004), pp. 73-89; Douglas Bowman and Das Narayandas, “Linking Customer Management Effort to Customer Profitability in Business Markets,” Journal of Marketing Research 61 (November 2004), pp. 433-47; Mrinal Ghosh and George John, “Governance Value Analysis and Marketing Strategy,” Journal of Marketing 63 (Special Issue, 1999), pp. 131-45. 73. Janet Bercovitz, Sandy D. Jap, and Jackson Nickerson, “The Antecedents and Performance Implications of Cooperative Exchange Norms,” Organization Science 17, no. 6 (2006), pp. 724-40; Sandy Jap, “Pie Expansion Effects: Collaboration Processes in Buyer-Seller Relationships,” Journal of Marketing Research 36 (November 1999), pp. 461-75. 74. Buvik and John, “When Does Vertical Coordination Improve Industrial Purchasing Relationships?,” pp. 52-64. 75. Kenneth H. Wathne and Jan B. Heide, “Opportunism in Interfirm Relationships: Forms, Outcomes, and Solutions,” Journal of Marketing 64 (October 2000), pp. 36-51. 76. Mark Vandenbosch and Stephen Sapp, “Opportunism Knocks,” MIT Sloan Management Review, October 1, 2010. 77. Mark B. Houston and Shane A. Johnson, “Buyer-Supplier Contracts versus Joint Ventures: Determinants and Consequences of Transaction Structure,” Journal of Marketing Research 37 (February 2000), pp. 1-15. 78. Aksel I. Rokkan, Jan B. Heide, and Kenneth H. Wathne, “Specific Investment in Marketing Relationships: Expropriation and Bonding Effects,” Journal of Marketing Research 40 (May 2003), pp. 210-24. 79. Paul King, “Purchasing: Keener Competition Requires Thinking Outside the Box,” Nation's Restaurant News, August 18, 2003, p. 87; www. aramark. com, accessed May 20, 2014. 80. Peter Burrows, “Investors Fret as Cisco Scales Back Forecasts,” Bloomberg Businessweek, November 22, 2010, pp. 49-50. 81. “The Next Battle,” Bloomberg Government Insider, Fall 2011, www. bgov. com. 82. Jeanne Sahedi, “Cutting Washington Could Hit Main Street,” www. money. cnn. com, July 23, 2012. 83. Elizabeth Woyke, “The Other Motorola,” Forbes, November 7, 2011, pp. 52-54. 84. Bill Gormley, “The U. S. Government Can Be Your Lifelong Customer,” Washington Business Journal, January 23, 2009; Chris Warren, “How to Sell to Uncle Sam,” BNET Crash Course, www. bnet. com, February 6, 2010. 85. Matthew Swibel and Janet Novack, “The Scariest Customer,” Forbes, November 10, 2003, pp. 96-97. 86. Laura M. Litvan, “Selling to Uncle Sam: New, Easier Rules,” Nation's Business (March 1995), pp. 46-48. 87. Gormley, “The U. S. Government Can Be Your Lifelong Customer. ” Chapter 8 1. Alex Taylor III, “Hyundai Smokes the Competition,” Fortune, January 18, 2010, pp. 62-71; Moon Ihlwan and David Kiley, “Hyundai Gains with Marketing Blitz, Business Week, September 17, 2009; Christoph Rauwald, “Hyundai Tracks Silver Arrow through Europe's 'Green Hell,'” www. bloomberg. com, February 13, 2013; Henry Foy and 51. Josh Bernoff, “Why B-to-B Ought to Love Social Media,” Marketing News, April 15, 2009, p. 20; Elisabeth Sullivan, “A Long Slog,” Marketing News, February 28, 2009, pp. 15-18. 52. Elisabeth Sullivan, “One to One,” Marketing News, May 15, 2009, pp. 10-12. 53. Christine Birkner, “10 Minutes with Kirsten Watson,” Marketing News, January 2013, pp. 52-58. 54. Christine Birkner, “Success by Association,” Marketing News, April 30, 2012, pp. 14-18; Geoffrey Precourt, “How Xerox Tapped Unlikely B2B Emotions,” Advertising Week, September 2009. 55. Elizabeth Woyke, “A Sexier Office Phone,” Forbes, September 13, 2010, pp. 42-43. 56. Ashlee Vance, “EMC Wants R-E-S-P-E-C-T,” Bloomberg Businessweek, January 24, 2011, pp. 33-34. 57. “Per Ardua,” The Economist, February 5, 2011; “Rolls-Royce Celebrates 50th Anniversary of Power by the Hour,” October 30, 2012, www. rolls-royce. com. 58. Kevin Kelleher, “Will Adobe's New Cloud Strategy Pay Off?,” Fortune, December 24, 2012, pp. 29-33. 59. “Ready, Set, Grow,” The Economist, March 5, 2011, p. 72. 60. For foundational material, see Lloyd M. Rinehart, James A. Eckert, Robert B. Handfield, Thomas J. Page Jr., and Thomas Atkin, “An Assessment of Buyer-Seller Relationships,” Journal of Business Logistics 25 (2004), pp. 25-62; F. Robert Dwyer, Paul Schurr, and Sejo Oh, “Developing Buyer-Supplier Relationships,” Journal of Marketing 51 (April 1987), pp. 11-28. For an important caveat, see Christopher P. Blocker, Mark B. Houston, and Daniel J. Flint, “Unpacking What a 'Relationship' Means to Commercial Buyers: How the Relationship Metaphor Creates Tension and Obscures Experience,” Journal of Consumer Research 38 (February 2012), pp. 886-908. 61. Arnt Buvik and George John, “When Does Vertical Coordination Improve Industrial Purchasing Relationships?,” Journal of Marketing 64 (October 2000), pp. 52-64. 62. Das Narayandas, “Building Loyalty in Business Markets,” Harvard Business Review, September 2005, pp. 131-39; V. Kumar, S. Sriram, Anita Luo, and Pradeep K. Chintagunta, “Assessing the Effect of Marketing Investments in a Business Marketing Context,” Marketing Science 30 (September-October 2011), pp. 924-40; Anita Luo and V. Kumar, “Recovering Hidden Buyer-Seller Relationship States to Measure the Return on Marketing Investment in Business-to-Business Markets,” Journal of Marketing Research 50 (February 2013), pp. 143-60. 63. Michal Lev-Ram, “Inside SAP's Radical Makeover,” Fortune, April 9, 2012. 64. Das Narayandas and V. Kasturi Rangan, “Building and Sustaining Buyer-Seller Relationships in Mature Industrial Markets,” Journal of Marketing 68 (July 2004), pp. 63-77. 65. Robert W. Palmatier, Rajiv P. Dant, Dhruv Grewal, and Kenneth R. Evans, “Factors Influencing the Effectiveness of Relationship Marketing: A Meta-Analysis,” Journal of Marketing 70 (October 2006), pp. 136-53; Jean L. Johnson, Ravipreet S. Sohli, and Rajdeep Grewal, “The Role of Relational Knowledge Stores in Interfirm Partnering,” Journal of Marketing 68 (July 2004), pp. 21-36; Fred Selnes and James Sallis, “Promoting Relationship Learning,” Journal of Marketing 67 (July 2003), pp. 80-95. 66. Joseph P. Cannon and William D. Perreault Jr., “Buyer-Seller Relationships in Business Markets,” Journal of Marketing Research 36 (November 1999), pp. 439-60. 67. Jan B. Heide and Kenneth H. Wahne, “Friends, Businesspeople, and Relationship Roles: A Conceptual Framework and Research Agenda,” Journal of Marketing 70 (July 2006), pp. 90-103. 68. Joseph P. Cannon and William D. Perreault Jr., “Buyer-Seller Relationships in Business Markets,” Journal of Marketing Research 36 (November 1999), pp. 439-60. 69. Thomas G. Noordewier, George John, and John R. Nevin, “Performance Outcomes of Purchasing Arrangements in Industrial Buyer-Vendor Arrangements,” Journal of Marketing 54 (October 1990),	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E15 20. According to the CIA World Factbook (www. cia. gov/library/ publications/the-world-factbook/ index. html), there are 34 developed countries: Andorra, Australia, Austria, Belgium, Bermuda, Canada, Denmark, Faroe Islands, Finland, France, Germany, Greece, Holy See, Iceland, Ireland, Israel, Italy, Japan, Liechtenstein, Luxembourg, Malta, Monaco, Netherlands, New Zealand, Norway, Portugal, San Marino, South Africa, Spain, Sweden, Switzerland, Turkey, United Kingdom, and United States. They note that DCs are similar to the new International Monetary Fund (IMF) term advanced economies that adds Hong Kong, South Korea, Singapore, and Taiwan but drops Malta, South Africa, and Turkey. 21. “Key Emerging Markets Offer Growth,” www. warc. com, October 24, 2012. 22. Sapna Agrawal, “Kraft Aims to Be among Top Food Firms in India,” Mint, June 30, 2010; Matthew Boyle, “In Emerging Markets, Unilever Finds a Passport to Profit,” Bloomberg Businessweek, January 3, 2013. 23. “World Population to Exceed 9 Billion by 2050,” press release, United Nations, www. un. org, March 11, 2009; “2012 World Population Data Sheet,” www. PRB. org, retrieved February 15, 2013. 24. Seth Kugel, “Marketing to Brazil's Emerging Middle Class,” Global Post, March 30, 2010; Paulo Prada, “For Brazil, It's Finally Tomorrow,” Wall Street Journal, March 29, 2010; Laura Snoad, “Breaking into Brazil,” Marketing Week, February 9, 2012; Claudia Penteado, “Rio Slums Undergo a Marketplace Makeover,” Advertising Age, June 11, 2012, p. 18; David Biller and Katerina Petroff, “In Brazil's Favelas, A Middle Class Arises,” Bloomberg Businessweek, December 24, 2012. 25. Lyubov Pronina, “Dreams of an i Pad Economy for Russia,” Bloomberg Businessweek, February 7, 2011; “A Bridge to Asia,” The Economist, September 8, 2012; Julia Ioffe, “In Russia, Facebook Is More than a Social Network,” Bloomberg Businessweek, January 3, 2011; “Facebook Aims for Russian Growth,” www. warc. com, October 8, 2012. 26. “Unfinished Journey,” The Economist, March 24, 2012; Nikhil Gulati and Rumman Ahmed, “India Has 1. 2 Billion People but Not Enough Drink Coke,” Wall Street Journal, July 13, 2012; Vijay Govindrajan and Gunjan Bagla, “Watch Out for India's Consumer Market Pitfalls,” HBR Blog Network, October 19, 2012; “The Other Asian Giant,” The Economist, August 6, 2011; Naazneen Karmali, “Rough and Ready,” Forbes, May 9, 2011; “India Brands Go Mobile,” www. warc. com, May 7, 2012. 27. “The Mystery of the Chinese Consumer,” The Economist, July 2011, pp. 59-60; Laurie Birkett, “Pepsi Co Chips Away at China,” Wall Street Journal, July 10, 2012; Tom Doctoroff, “What the Chinese Want,” Wall Street Journal, May 18, 2012; Helen H. Wang, “Five Things Starbucks Did to Get China Right,” Forbes, August 10, 2012; Julie Cruz, “Playing Catch-Up in Luxe's Promised Land,” Bloomberg Businessweek, April 16, 2012; April Rabkin, “The Tao of the Sea Turtle,” Fast Company, February 2012; Douglas A. Mc Intyre, “The Most Popular American Companies in China,” www. 247wallst. com, January 3, 2012. 28. “The Price of Freedom: A Special Report on South Africa,” Economist, June 5, 2010; Frank Aquilla, “Africa's Biggest Score: A Thriving Economy,” Business Week, June 28, 2010; “Continental Shift,” Special Advertising Section, Bloomberg Businessweek, May 23, 2011; Emma Hall, “Telecoms Vodafone, MTN Fill Banking Breach in Africa,” Advertising Age, June 11, 2012; Susan Caminiti “Africa's Moment,” Special Advertising Section, Fortune, July 23, 2012; “A Continent Goes Shopping,” The Economist, August 18, 2012; Damian Hattingh, Bill Russo, Ade Sun-Basorun, and Arend Van Wamelen, “The Rise of the African Consumer,” Mc Kinsey Quarterly, November 2012; “Nestlé Positive on Africa,” www. warc. com, December 7, 2012; “GM Takes New Approach in Africa,” www. warc. com, January 11, 2013; “Innovation Drives Mobile Use in Africa,” www. warc. com, February 22, 2103. All: CIA World Factbook, www. cia. gov. 29. Louise Lavabre, “Talking with Our Thumbs: Twitter in Indonesia,” Jakarta Post, September 22, 2010; Peter Geiling, “Will Indonesia Make It BRICI?,” Global Post, July 7, 2009; Arief Budiman, Heang Chhor, Rohit Razdan, and Ajay Sohoni, “The New Indonesian Consumer,” Hyunjoo Jin, “Hyundai's Focus on Quality Risks Emerging Market Share,” www. reuters. com, November 11, 2012. 2. Jack Schofield, “Samsung Tipped to Lead China's Mobile Phone Market,” www. ZDnet. com, July 13, 2012. 3. Alexandra Berzon, “Starwood CEO Moves to China to Grow Brand,” Wall Street Journal, June 6, 2011. 4. Michael Arndt, “Invasion of the Guatemalan Chicken,” Bloomberg Business Week, March 22 and 29, 2010, pp. 72-73; Steven Thompson, “Dallas' Pollo Campero Tests New Concept Model,” Dallas Business Journal, June 29, 2012; “Pollo Campero Opens in Lawrence, Massachusetts,” QSR Magazine, June 14, 2012. 5. Matthew Eyring, “Learning from Tata Motors' Nano Mistakes,” Harvard Business Review Blog, January 11, 2011; Mahendra Ramsinghani, “The Trouble with India's People Car,” Technology Review, December 6, 2011; Drew Guarini, “Tata Nano: $3,000 Car Coming to U. S.,” Huffington Post, October 15, 2012; Kartika Trehan, “Tata Motors Likely to Launch 800cc Nano in 2013,” Economic Times, December 26, 2012. 6. Michael E. Porter, Competitive Strategy (New York: Free Press, 1980), p. 275. 7. Trade in Services, National Bureau of Asian Research, www. nbr. org, retrieved February 15, 2013; “Understanding the WTO—Members,” www. wto. org, retrieved February 15, 2013. 8. Joshua Cooper Ramo, “Globalism Goes Backward,” Fortune, November 20, 2102, pp. 135-40. 9. For a comprehensive treatment, see Philip R. Cateora, Mary C. Gilly, and John L. Graham, International Marketing (New York: Mc Graw-Hill/ Irwin, 2009). 10. Leslie Kwoh, “Cinnabon Finds Sweet Success in Russia, Mideast,” Wall Street Journal, December 25, 2012. 11. “US Export Fact Sheet,” International Trade Administration, www. trade. gov, February 8, 2013. 12. Jan Johanson and Finn Wiedersheim-Paul, “The Internationalization of the Firm,” Journal of Management Studies 12 (October 1975), pp. 305-22. 13. Michael R. Czinkota and Ilkka A. Ronkainen, International Marketing, 9th ed. (Cincinnati, OH: South-Western Cengage Learning, 2010). 14. For a thorough review of academic research on global marketing, see Johny K. Johansson, “Global Marketing: Research on Foreign Entry, Local Marketing, Global Management,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 457-83. Also see Johny K. Johansson, Global Marketing, 5th ed. (New York: Mc Graw-Hill, 2009). For some global marketing research issues, see C. Samuel Craig and Susan P. Douglas, International Marketing Research, 3rd ed. (Chichester, UK: John Wiley & Sons, 2005). 15. Marc Gunther, “The World's New Economic Landscape,” Fortune, July 26, 2010, pp. 105-6; Sheila Shayon, “Microsoft Unleashes Global Marketing Blitz for Windows 8, New Devices,” www. brandchannel. com, October 25, 2012; Bill Rigby, “Windows 8 Sales Steady, Hit 60 Million since October Launch,” Reuters, January 8, 2013. 16. Michael J. Silverstein, Abheek Singhi, Carol Liao, and David Michael, The $10 Trillion Prize: Captivating the Newly Affluent in China and India (Boston: Harvard Business School Publishing, 2012). 17. Karen Cho, “KFC China's Recipe for Success,” Forbes India, October 28, 2009; Staying the Course: Yum! Annual Report 2012, ; Diane Brady, “KFC's Big Game of Chicken,” Bloomberg Businessweek, March 29, 2012; Drew Hinshaw, “As KFC Goes to Africa It Lacks Only One Thing: Chickens,” Wall Street Journal, February 8, 2013; Laurie Burkitt, “Yum Brands Apologizes amid Chicken Probe, Wall Street Journal, January 10, 2013. 18. Johny K. Johansson, “Global Marketing: Research on Foreign Entry, Local Marketing, Global Management,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 457-83. 19. Bernard Condon, “Babble Rouser,” Forbes, August 11, 2008, pp. 72-77; Elenoa Baselala, Digicel's New Look,” Fiji Times, November 4, 2010; “About Digicel,” www. digicel. com, accessed April 17, 2013.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E16 Endnotes 47. John Letzing, “Toshiba, Hitachi Reported Consolidating Factories,” Market Watch, www. wsj. com, May 13, 2009. 48. “Top 100 Global Franchises 2012,” www. franchisedirect. com, retrieved February 24, 2013. 49. Claudia H. Deutsch, “The Venturesome Giant,” New York Times, October 5, 2007. 50. Vikram Mahidhar, Craig Giffi, and Ajit Kambil with Ryan Alvanos, “Rethinking Emerging Market Strategies,” Deloitte Review no. 4 (2009). 51. E. J. Schultz, “SABMiller Thinks Globally, but Gets 'Intimate' Locally,” Advertising Age, October 4, 2010; Clementine Fletcher, “This Bud's for You, Emerging Markets,” Bloomberg Businessweek, October 3, 2011; Clementine Fletcher, “SABMiller Tries Selling African Home-Brew,” Bloomberg Businessweek, March 19, 2012; Michael Barnett, “Why Global Brands Must Be Part of Local Cultures,” Marketing Week, April 12, 2012; Jonathan Buck, “Master Brewer Buys a Round,” Barron's, October 20, 2012. 52. Johny K. Johansson, “Global Marketing: Research on Foreign Entry, Local Marketing, Global Management,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 457-83. 53. Patti Waldmeir, “Oreo Takes the Biscuit for Its China Reinvention,” Financial Times, 7 March 2012; Bruce Einhorn, “Want Some Milk with Your Green Tea Oreos?,” Bloomberg Businessweek, May 7, 2012; Sanette Tanaka, “What's Selling Where?: Oreo Cookies,” Wall Street Journal, August 29, 2012. 54. Gail Edmondson, “Skoda Means Quality. Really,” Business Week, October 1, 2007, p. 46. Other more popular jokes from the past include: “How do you double the value of a Skoda? Fill up the gas tank” and “What do you call a Skoda with a sunroof? A dumpster. ” 55. For some research method issues in adapting surveys to different cultures, see Martijn G. de Jong, Jan-Benedict E. M. Steenkamp, and Bernard P. Veldkamp, “A Model for the Construction of Country-Specific yet Internationally Comparable Short-Form Marketing Scales,” Marketing Science 28 (July-August 2009), pp. 674-89. 56. “Field Listing: Median Age,” CIA World Factbook, www. cia. gov, retrieved February 18, 2013. 57. Barnett, “Why Global Brands Must Be Part of Local Cultures. ” 58. Nigel Hollis, The Global Brand (New York: Palgrave Macmillan, 2008); Nigel Hollis, “Going Global? Better Think Local Instead,” Brandweek, December 1, 2008, p. 14. 59. “How People Spend Their Time Online,” www. Go-Gulf. com, February 2, 2012. 60. For some recent examples, see Ana Valenzuela, Barbara Mellers, and Judi Stebel, “Pleasurable Surprises: A Cross-Cultural Study of Consumer Responses to Unexpected Incentives,” Journal of Consumer Research 36 (February 2010), pp. 792-805; Tuba Üstüner and Douglas B. Holt, “Toward a Theory of Status Consumption in Less Industrialized Countries,” Journal of Consumer Research 37 (June 2010), pp. 37-56; Praveen K. Kopalle, Donald R. Lehmann, and John U. Farley, “Consumer Expectations and Culture: The Effect of Belief in Karma in India,” Journal of Consumer Research 37 (August 2010), pp. 251-63; Carlos J. Torelli, Aysegül Özsomer, Sergio W. Carvalho, Hean Tat Keh, and Natalia Maehle, “Brand Concepts as Representations of Human Values: Do Cultural Congruity and Compatibility Between Values Matter?,” Journal of Marketing 76 (July 2012), pp. 92-108. 61. Geert Hofstede, Culture's Consequences (Beverley Hills, CA: Sage, 1980). 62. For some organizational issues in adaptation, see Julien Cayla and Lisa Peñaloza, “Mapping the Play of Organizational Identity in Foreign Market Adaptation,” Journal of Marketing 76 (November 2012), pp. 38-54. 63. For some in-depth treatments of branding in Asia in particular, see S. Ramesh Kumar, Marketing & Branding: The Indian Scenario (Delhi: Pearson Education, 2007); Martin Roll, Asian Brand Strategy: How Asia Builds Strong Brands (New York: Palgrave Mac Millan, 2006); Paul Temporal, Branding in Asia: The Creation, Development, and Management of Asian Brands for the Global Market (Singapore: John Wiley & Sons, 2001). white paper, www. mckinsey. com, December 2012; “Branding Key in Indonesia,” www. warc. com, December 24, 2012; “L'Oréal Targets Indonesia,” www. warc. com, November 7, 2012. 30. Jagdish N. Sheth, “Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices,” Journal of Marketing 75 (July 2011), pp. 166-82; Yuval Atsmon, Peter Child, Richard Dobbs, and Laxman Narasimhan, “Winning the $30 Trillion Decathlon: Going for Gold in Emerging Markets,” Mc Kinsey Quarterly, August 2012. 31. Adapted from Vijay Mahajan, Marcos V. Pratini De Moraes, and Jerry Wind, “The Invisible Global Market,” Marketing Management (Winter 2000), pp. 31-35. See also Joseph Johnson and Gerard J. Tellis, “Drivers of Success for Market Entry into China and India,” Journal of Marketing 72 (May 2008), pp. 1-13; Tarun Khanna and Krishna G. Palepu, “Emerging Giants: Building World-Class Companies in Developing Countries,” Harvard Business Review, October 2006, pp. 60-69. 32. Bart J. Bronnenberg, Jean-Pierre Dubé, and Sanjay Dhar, “Consumer Packaged Goods in the United States: National Brands, Local Branding,” Journal of Marketing Research 44 (February 2007), pp. 4-13; Bart J. Bronnenberg, Jean-Pierre Dubé, and Sanjay Dhar, “National Brands, Local Branding: Conclusions and Future Research Opportunities,” Journal of Marketing Research 44 (February 2007), pp. 26-28; Bart J. Bronnenberg, Sanjay K. Dhar, and Jean-Pierre Dubé, “Brand History, Geography, and the Persistence of CPG Brand Shares,” Journal of Political Economy 117 (February 2009), pp. 87-115. 33. Schumpter, “Mammon's New Monarch's,” The Economist, January 5, 2013. 34. Tom Doctoroff, What Chinese Want: Culture, Communism and China's Modern Consumer (New York: Palgrave Macmillan, 2012). 35. Boyle, “In Emerging Markets, Unilever Finds a Passport to Profit. ” 36. Erik Simanis, “Reality Check at the Bottom of the Pyramid,” Harvard Business Review, June 2012, pp. 120-25. 37. Manjeet Kripalani, “Finally, Coke Gets It Right,” Business Week, February 10, 2003, p. 47; Manjeet Kripalani, “Battling for Pennies in India's Villages,” Business Week, June 10, 2002, p. 22. 38. Carlos Niezen and Julio Rodriguez, “Distribution Lessons from Mom and Pop,” Harvard Business Review, April 2008; Jose Hector Darlington, “Uniqueness of Kirana Stores Will Keep Them Relevant,” Financial Express, January 26, 2012; Sagar Malviya and Maulik Vyas, “Modern Retailing Outgrowing Kirana Stores in India,” The Economic Times, June 16, 2011. 39. Clayton M. Christensen, Stephen Wunker, and Hari Nair, “Innovation vs. Poverty,” Forbes, October 13, 2008; Nomaswazi Nkosi, “Nokia Still Top SA Choice,” Sowetan Live, August 15, 2012; Kevin Kwang, “Nokia's Grip on Asia Weakens,” www. ZDnet. com, July 10, 2012. 40. “Digital Media Leads in Emerging Markets,” www. warc. com, March 6, 2013. 41. For an award-winning analysis, see Amitava Chattopadhyay, Rajeev Batra, and Aysegul Ozsomer, The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and Building Brands (New York: Mc Graw-Hill, 2012). 42. For a thorough examination of the topic, see Nirmalya Kumar and Jan-Benedict E. M. Steenkamp, Brand Breakout: How Emerging Market Brands Will Go Global (New York: Palgrave Macmillan, 2013). 43. Beth Hirschler, “Emerging Market Companies Buy Up the World,” www. reuters. com, January 27, 2011. 44. Peter J. Williamson and Ming Zeng, “Value for Money Strategies for Recessionary Times,” Harvard Business Review, March 2009, pp. 66-74; Vikram Skula, “Business Basics at the Base of the Pyramid,” Harvard Business Review, June 2008, pp. 53-57. 45. Jenny Mero, “John Deere's Farm Team,” Fortune, April 14, 2008, pp. 119-24; ENS Economic Bureau, “John Deere India to Ramp Up Tractor Production,” New Indian Express, April 26, 2011; Bryan Gruley and Shruit Daté Singh, “Big Green Profit Machine,” Bloomberg Businessweek, July 5, 2012. 46. “Volkswagen and GAZ Sign Agreement for Contract Manufacturing in Russia,” Targeted News Service, June 14, 2011.	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Endnotes E17 82. Geoffrey Fowler, Brian Steinberg, and Aaron O. Patrick, “Globalizing Apple's Ads,” Wall Street Journal, March 1, 2007; Joan Voight, “Best Campaign of the Year: Apple 'Mac vs. PC,'” Adweek, July 17, 2007. 83. Matthew Day, “Swedish Toy Catalogue Goes Gender Neutral,” The Telegraph, November 26, 2012. 84. Ray A. Smith and Christina Binkley, “”Israel's New Year's Resolution: No Overly Thin Models,” Wall Street Journal, January 1, 2013. 85. See, for example, Haksin Chan, Lisa C. Wan, and Leo Y. M. Shin, “The Contrasting Effects of Culture on Consumer Tolerance: Interpersonal Face and Impersonal Fate,” Journal of Consumer Research 36 (August 2009), pp. 292-304. 86. Aradhna Krishna and Rohini Ahluwalia, “Language Choice in Advertising to Bilinguals: Asymmetric Effects for Multinationals versus Local Firms,” J ournal of Consumer Research 35 (December 2008), pp. 692-705. 87. Preeti Khicha, “Building Brands in Rural India,” Brandchannel, www. brandchannel. com, October 8, 2007. 88. John L. Graham, Alma T. Mintu, and Waymond Rogers, “Explorations of Negotiations Behaviors in Ten Foreign Cultures Using a Model Developed in the United States,” Management Science 40 (January 1994), pp. 72-95. 89. Price perceptions may differ too, see Lisa E. Bolton, Hean Tat Keh, and Joseph W. Alba, “How Do Price Fairness Perceptions Differ Across Culture?,” Journal of Marketing Research 47 (June 2010), pp. 564-76. 90. David Pierson, “Beijing Loves IKEA—But Not for Shopping,” Los Angeles Times, August 25, 2009; Mei Fong, “IKEA Hits Home in China: The Swedish Design Giant, Unlike Other Retailers, Slashes Prices for the Chinese,” Wall Street Journal, March 3, 2006, p. B1; Helen H. Wang, “Why Home Depot Struggles and IKEA Thrives in China?,” www. forbes. com, February 10, 2011. 91. Brian Wingfield, “U. S. Boosts Import Duties on Chinese Wind-Energy Firms,” www. bloomberg. com, December 19, 2012. 92. Christopher Weaver, Jeanne Whalen, and Benoît Faucon, “Drug Distributor Is Tied to Imports of Fake Avastin,” Wall Street Journal, March 7, 2012. 93. David Blanchard, “Just in Time—How to Fix a Leaky Supply Chain,” Industry Week, May 1, 2007. 94. Kersi D. Antia, Mark E. Bergen, Shantanu Dutta, and Robert J. Fisher, “How Does Enforcement Deter Gray Market Incidence?,” Journal of Marketing 70 (January 2006), pp. 92-106; Matthew B. Myers and David A. Griffith, “Strategies for Combating Gray Market Activity,” Business Horizons 42 (November-December 1999), pp. 2-8. 95. David Rocks and Nick Leiber, “Made in China? Not Worth the Trouble,” Bloomberg Businessweek, June 25, 2012, pp. 49-50. 96. Brian Grow, Chi-Chu Tschang, Cliff Edwards, and Brian Burnsed, “Dangerous Fakes,” Business Week, October 8, 2008; Brian Burnsed, “The Most Counterfeited Products,” Businessweek, October 8, 2008. 97. “US Seizes Counterfeit Goods Worth $1. 26 Billion in 2012,” www. worldipreview. com, January 22, 2013. 98. “Egypt Olympic Team Gets 'Fake' Nike Kit,” www. aljazeera. com, July 27, 2012; Martha C. White, “Nike Donating Outfits to Egyptian Team, Replacing Counterfeit Gear,” www. nbcnews. com, August 3, 2012. 99. Steve Hargreaves, “Counterfeit Goods Becoming More Dangerous,” www. money. cnn. com, September 27, 2012. 100. Douglas A. Mc Intyre, “The Most Popular American Companies in China,” www. 247wallst. com, January 3, 2012. 101. Eric Shine, “Faking Out the Fakers,” Business Week, June 4, 2007, pp. 76-80. 102. Deborah Kong, “Smart Tech Fights Fakes,” Business 2. 0, March 2007, p. 30. 103. David Arnold, “Seven Rules of International Distribution,” Harvard Business Review, November-December 2000, pp. 131-37; Rajdeep Grewal, Alok Kumar, Girish Mallapragada, and Amit Saini, “Marketing Channels in Foreign Markets: Control Mechanisms and the Moderating Role of Multinational 64. Michael Arnt, “Knock Knock, It's Your Big Mac,” Business Week, July 23, 2007, p. 36; Lulu Raghavan, “Lessons from the Maharaja Mac: Five Rules for Entering the Indian Market,” Landor Associates, www . landor. com, December 2007. 65. Greg Bensinger, “Amazon vs. Netflix: Streaming Battle Heats Up,” Wall Street Journal, February 1, 2013, Barry Jepson, “Amazon's International Sales Growth Slows,” Financial Times, July 27, 2012; Ingrid Lunden, “Amazon Expands Its Android Appstore to Nearly 200 Countries; It's All about Scale,” www. techcrunch. com, April 17, 2013; Ingrid Lunden, “Amazon Ramps Up Global Expansion, Opens Massive R&D Center in London,” www. techcrunch. com, July 23, 2012; Brian Stelter, “A Resurgent Netflix Beats Projections, Even Its Own,” The New York Times, January 24, 2013; Rip Empson, “With Overseas Subscribers Topping 6M, Netflix Puts a Hold on Expanding into International Markets,” www. techcrunch. com, January 23, 2013. 66. Deepa Chandrasekaran and Gerard J. Tellis, “Global Takeoff of New Products: Culture, Wealth, or Vanishing Differences?,” Marketing Science 27 (September-October 2008), pp. 844-60. 67. Leila Abboud, “Philips Widens Marketing Push in India,” Wall Street Journal, March 20, 2009; Paul Glader, “Philips's CEO Urges Local Strategies for Emerging Markets,” Wall Street Journal, August 30, 2010. 68. www. danone. com, accessed May 2014. 69. Walter J. Keegan and Mark C. Green, Global Marketing, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 2005); Warren J. Keegan, Global Marketing Management, 7th ed. (Upper Saddle River, NJ: Prentice Hall, 2002). 70. Tiffany Hsu, “Dunkin' Donuts to Return to Southland with 150 stores in 2 years,” Los Angeles Times, January 18, 2013 71. Paulo Prada and Bruce Orwall, “A Certain 'Je Ne Sais Quoi' at Disney's New Park,” Wall Street Journal, March 12, 2003. 72. Atsmon et al., “Winning the $30 Trillion Decathlon. ” 73. Anne Vander Mey, “What Ever Happened to Tang?,” Fortune, December 12, 2011. 74. Ralf van der Lans, Joseph A. Cote, Catherine A. Cole, Siew Meng Leong, Ale Smidts, Pamela W. Henderson, Christian Bluemelhuber, Paul A. Bottomley, John R. Doyle, Alexander Fedorikhin, Janakiraman Moorthy, B. Ramaseshan, and Bernd H. Schmitt, “Cross-National Logo Evaluation Analysis: An Individual-Level Approach,” Marketing Science 28 (September-October 2009), pp. 968-85. 75. F. C. (Frank) Hong, Anthony Pecotich, and Clifford J. Shultz II, “Language Constraints, Product Attributes, and Consumer Perceptions in East and Southeast Asia,” J ournal of International Marketing 10 (June 2002), pp. 29-45. 76. Marc Fetscherin, Ilan Alon, Romie Littrell, and Allan Chan, “In China? Pick Your Brand Name Carefully,” Harvard Business Review, September 2012, p. 706. See also Valentyna Melnyk, Kristina Klein, and Franziska Völckner, “The Double-Edged Sword of Foreign Brand Names for Companies from Emerging Countries,” Journal of Marketing 76 (November 2012), pp. 21-37. 77. “Why the Number Four Is Considered Unlucky in Some East Asian Cultures,” www. todayifoundout. com, January 20, 2011. 78. Thomas J. Madden, Kelly Hewett, and Martin S. Roth, “Managing Images in Different Cultures: A Cross-National Study of Color Meanings and Preferences,” Journal of International Marketing 8 (Winter 2000), pp. 90-107; Zeynep Gürhan-Canli and Durairaj Maheswaran, “Cultural Variations in Country-of-Origin Effects,” Journal of Marketing Research 37 (August 2000), pp. 309-17. 79. Mark Lasswell, “Lost in Translation,” Business 2. 0, August 2004, pp. 68-70; Richard P. Carpenter and the Globe Staff, “What They Meant to Say Was ...,” Boston Globe, August 2, 1998. 80. For an interesting distinction based on the concept of global consumer culture positioning, see Dana L. Alden, Jan-Benedict E. M. Steenkamp, and Rajeev Batra, “Brand Positioning through Advertising in Asia, North America, and Europe: The Role of Global Consumer Culture,” Journal of Marketing 63 (January 1999), pp. 75-87. 81. David A. Kaplan, “General Mills' Global Sweet Spot,” Fortune, May 23, 2011, pp. 194-201.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E18 Endnotes Chapter 9 1. E. B. Boyd, “After Linked In's IPO, What Will It Have to Do to Earn Its $4. 3 Billion Valuation,” Fast Company, May 19, 2011; Evelyn M. Rusli, “Linked In Earnings: Profit Soars, but Shares Fall on Weak Outlook,” Wall Street Journal, May 2, 2013; Sam Grobart, “Why Linked In Is Buying Newsreader App Pulse,” Bloomberg Businessweek, April 18, 2013; Alexandra Chang, “Linked In Revamps Mobile Apps to Focus on Stories, Updates,” Wired, April 18, 2013. 2. Dale Buss, “Brands in the 'Hood,” Point, December 2005, pp. 19-24. 3. By visiting the company's sponsored site, My Best Segments. com, you can enter in a zip code and discover the top five clusters for that area. Note that another leading supplier of geodemographic data is Cluster Plus (Strategic Mapping). For background, see Becky Ebenkamp, “Urban America Redefined,” Brandweek, October 6, 2003, pp. 12-13. 4. “The PRIZM's Use in Target Marketing,” www. biz Covering. com, June 8, 2012 5. Max Chafkin, “Star Power,” Fast Company, December 2012/January 2013, pp. 91-96, 126; Rolfe Winkler, “Is It Time Local Site Called for Yelp?,” Wall Street Journal, January 17, 2013; “How Yelp's Business Works,” Business Insider, March 2012; Karen Weise, “A Lie Detector Test for Online Reviews,” Bloomberg Businessweek, September 29, 2011. 6. “Youth Pulse: The Definitive Study of Today's Youth Generation,” Harris Interactive, 2009, www. harrisinteractive. com. 7. Gina Chon, “Car Makers Talk 'Bout G-G-Generations,” Wall Street Journal, May 9, 2006. 8. Cathy Lynn Grossman, “Only Just Begun to Owe,” USA Today, August 10, 2012, pp. 1B-2B. 9. Brooks Barnes and Monica M. Clark, “Tapping into the Wedding Industry to Sell Broadway Seats,” Wall Street Journal, July 3, 2006. 10. Eric Klinenberg, “The Solo Economy,” Fortune, February 6, 2012. 11. For some consumer behavior findings on gender, see Kristina M. Durante, Vladas Griskevicius, Sarah E. Hill, Carin Perilloux, and Norman P. Li, “Ovulation, Female Competition, and Product Choice: Hormonal Influences on Consumer Behavior,” Journal of Consumer Research 37 (April 2011), pp. 921-34; Valentyna Melnyk, Stijn M. J. van Osselaer, and Tammo H. A. Bijmolt, “Are Women More Loyal Customers than Men? Gender Differences in Loyalty to Firms and Individual Service Providers,” Journal of Marketing 73 (July 2009), pp. 82-96; Jane Cunningham and Philippa Roberts, “What Women Want,” Brand Strategy, December 2006-January 2007, pp. 40-41; Robert J. Fisher and Laurette Dube, “Gender Differences in Responses to Emotional Advertising: A Social Desirability Perspective,” Journal of Consumer Research 31 (March 2005), pp. 850-58. 12. Dawn Klingensmith, “Marketing Gurus Try to Read Women's Minds,” Chicago Tribune, April 19, 2006; Elisabeth Sullivan, “The Mother Lode,” Marketing News, July 15, 2008, p. 28; Claire Cain Miller, “Advertising Woman to Woman, Online,” New York Times, August 13, 2008; Eric Newman, “The Mook Industrial Complex,” Brandweek, January 14, 2008, pp. 21-24. 13. Eric Spitznagel, “It's Pinterest For Dudes!,” Bloomberg Businessweek, April 29, 2013. 14. Molly Soat, “Tide Equips Mr. Mom,” Marketing News Exclusives, January 17, 2013; Jack Neff, “Ogilvyism for New Era? Consumer Is Not a Moron. He Is Your Husband,” Advertising Age, October 17, 2011; Heather Chaet, “The Manscape,” Adweek, September 24, 2012. 15. “Gillette, Olay Co-Brand Razor,” Chain Drug Review, February 27, 2012, www. gillettevenus. com/en_US/about_venus/index. jsp, accessed May 4, 2013; Jenn Abelson, “Gillette Sharpens Its Focus on Women,” Boston Globe, January 4, 2009; A. G. Lafley, interview, “It Was a No-Brainer,” Fortune, February 21, 2005, p. 96; Naomi Aoki, “Gillette Hopes to Create a Buzz with Vibrating Women's Razor,” Boston Globe, December 17, 2004; Chris Reidy, “The Unveiling of a New Venus,” Boston Globe, November 3, 2000. Corporation Headquarters-Subsidiary Relationship,” Journal of Marketing Research 50 (June 2013), pp. 378-98. 104. Zhilin Yang, Chenting Su, and Kim-Shyan Fam, “Dealing with Institutional Distances in International Marketing Channels: Governance Strategies That Engender Legitimacy and Efficiency,” Journal of Marketing 76 (May 2012), pp. 41-55. 105. Katrijn Gielens, Linda M. Van De Gucht, Jan-Benedict E. M. Steenkamp, and Marnik G. Dekimpe, “Dancing with a Giant: The Effect of Wal-Mart's Entry into the United Kingdom on the Performance of European Retailers,” Journal of Marketing Research 45 (October 2008), pp. 519-34. 106. Miguel Bustillo, “After Early Errors, Wal-Mart Thinks Locally to Act Globally,” Wall Street Journal, August 14, 2009; Holman W. Jenkins Jr., “Wal-Mart Innocents Abroad,” Wall Street Journal, April 25, 2012. 107. Noreen O'Leary, “Infiniti Plays Up Japanese Heritage in Global Campaign,” Brandweek, February 15, 2010, p. 5. 108. A. Pawlowski, “Hobbit Fever Heats Up New Zealand Tourism,” www. NBCnews. com, November 14, 2012; Brooks Barnes and Michael Cieply, “New Zealand's Hobbit Trail,” New York Times, October 5, 2012. 109. James Kilner, “Borat 'Has Given Kazakhstan Tourist Boost,'” The Telegraph, April 23, 2012; “Borat Still Boosting Kazakhstan Tourism,” Huffington Post, April 23, 2012. 110. Joanna Kakissis, “Vacationers Rethink Greece amid Debt Crisis,” National Public Radio, www. npr. org, June 22, 2010; Elena Becatoros, “Greece's Tourism Industry under Threat,” MSNBC, www. msnbc. com, June 15, 2010. 111. Gurhan-Canli and Maheswaran, “Cultural Variations in Country-of-Origin Effects,” pp. 309-17. For some different related issues, see also Lily Dong and Kelly Tian, “The Use of Western Brands in Asserting Chinese National Identity,” Journal of Consumer Research 36 (October 2009), pp. 504-23; Yinlong Zhang and Adwait Khare, “The Impact of Accessible Identities on the Evaluation of Global versus Local Products,” Journal of Consumer Research 36 (October 2009), pp. 524-37; Rohit Varman and Russell W. Belk, “Nationalism and Ideology in an Anticonsumption Movement,” Journal of Consumer Research 36 (December 2009), pp. 686-700. 112. Ellen Byron, “P&G's Global Target: Shelves of Tiny Stores,” Wall Street Journal, July 16, 2007; “Not So Fizzy,” Economist, February 23, 2002, pp. 66-67. 113. Douglas B. Holt, John A. Quelch, and Earl L. Taylor, “How Global Brands Compete,” Harvard Business Review 82, September 2004, pp. 68-75; Jan-Benedict E. M. Steenkamp, Rajeev Batra, and Dana L. Alden, “How Perceived Brand Globalness Creates Brand Value,” Journal of International Business Studies 34 (January 2003), pp. 53-65. 114. Gürhan-Canli and Maheswaran, “Cultural Variations in Country-of-Origin Effects”; Johny K. Johansson, “Global Marketing: Research on Foreign Entry, Local Marketing, Global Management,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 457-83. 115. Consumer Reports, “How to Decipher 'Made in the USA' Claims,” Boston Globe, April 7, 2013. 116. Kimberly Weisul, “Why More Are Buying into 'Buy Local,'” Bloomberg Business Week, March 1, 2010, pp. 57-60. 117. Jathon Sapsford and Norihiko Shirouzo, “Mom, Apple Pie and... Toyota?,” Wall Street Journal, May 11, 2006. 118. Joel Backaler, “Haier: A Chinese Company That Innovates,” China Tracker, www. forbes. com, June 17, 2010; Zhang Ruimin, “Voices from China,” Forbes, September 28, 2009; Ariel Tung, “Home Appliance Maker Haier. Taking on America,” China Daily, August 3, 2012; Ron Gluckman, “Appliances for Everyone,” Forbes, May 7, 2012; Patti Waldmeir, “Haier Seeks to Boost European Sales,” Financial Times, June 18, 2012; Atsmon et al., “Winning the $30 Trillion Decathlon. ” 119. For additional discussion, see “Strengthening Brand America,” The Burghard Group, www. strengtheningbrandamerica. com, December 9, 2010.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E19 36. Elaine Wong, “Why Bounty Is a Hit with U. S. Hispanics,” Brandweek, August 17, 2009, p. 6. 37. Jeff Bercovi, “Latino Love,” Forbes, August 6, 2012, pp. 66-73; Liesse, “Univision: One for All,” pp. C1-C4. 38. Charlenne Gonzalez, “U. S. Hispanic Consumer: Marketing to the World's Ninth Largest Economy,” independent study, May 2013, Tuck School of Business at Dartmouth College. 39. Piet Levy, “Artistic Expression,” Marketing News, May 15, 2011, p. 10. 40. Laurel Wentz, “Clorox Fraganzia Launch Targets U. S. Hispanic Consumers,” Advertising Age, July 16, 2012. 41. Elisabeth A. Sullivan, “Speak Our Language,” Marketing News, March 15, 2008, pp. 20-22; Edward Lewine and Malia Wollan, “Latin Lovers,” Fast Company, July-August 2011, pp. 55-62. 42. Rita Chang, “Mobile Marketers Target Receptive Hispanic Audience,” Advertising Age, January 26, 2009, p. 18. 43. Brock, “Hispanics Check In,” pp. H1-H4. 44. Vicky Uhland, “Marketing to Asian-American Customers,” Natural Food Merchandiser, March 2012, p. 62. 45. “The 'Invisible' Market,” Brandweek, January 30, 2006. 46. http://stateofthemedia. org/2010/ethnic-summary-essay/asian-american, accessed May 20, 2014. 47. Bill Imada, “How Wells Fargo Became a Banking Leader in the Asian-American Market,” Advertising Age, July 26, 2010. 48. “Marketing to Asian-Americans,” Special Supplement to Brandweek, May 26, 2008. 49. Adele Lassere, “The Marketing Corner: Marketing to African-American Consumers,” Epoch Times, November 27, 2009; Michael A. Fletcher, “Advertisers Aren't Tapping into Strong African American Market, Report Says,” Washington Post, September 21, 2012. 50. Lisa Sanders, “How to Target Blacks? First You Gotta Spend,” Advertising Age, July 3, 2006, p. 19; Pepper Miller and Herb Kemp, What's Black about It? Insights to Increase Your Share of a Changing African-American Market (Ithaca, NY: Paramount Market Publishing, 2005); Advertising Age's In Plain Sight: The Black Consumer Opportunity, April 23, 2012. 51. Fletcher, “Advertisers Aren't Tapping into Strong African American Market, Report Says. ” For broader discussion, see Pepper Miller, Black Still Matters in Marketing: Why Increasing Your Cultural IQ about Black America Is Critical to Your Company and Brand (Ithaca, NY: Paramount Market Publishing, 2012). 52. Rieva Lesonsky, “How to Reach African-American Consumers,” www. networksolutions. com, March 4, 2013. 53. Marissa Fabris, “Special Report on Multicultural Marketing: Market Power,” Target Marketing,, May 2008. 54. Robert Klara, “Brands New Way of Thinking,” Adweek, November 12, 2012. 55. Sonya A. Grier and Shiriki K. Kumanyika, “The Context for Choice: Health Implications of Targeted Food and Beverage Marketing to African-Americans,” American Journal of Public Health 98 (September 2008), pp. 1616-29. 56. Kate Rockwood, “Partnering with Pride,” Fast Company, November 2009, pp. 21-28. 57. Molly Soat, “Brands From JCPenney to NHL Aim to Be More Fan Friendly,” Marketing News Exclusives, April 18, 2013. 58. Prime Access, Inc, www. primeaccess. net. 59. www. strategicbusinessinsights. com/vals/presurvey. shtml, accessed May 20, 2014. 60. Daniel Yankelovich and David Meer, “Rediscovering Market Segmentation,” Harvard Business Review, February 2006, pp. 1-11; Sharon E. Beatty, Pamela M. Homer, and Lynn R. Kahle “Problems with VALS in International Marketing Research: An Example from an Application of the Empirical Mirror Technique,” Advances in Consumer Research, volume 15, Michael J. Houston, ed. (Provo, UT: Association for Consumer Research, 1988), pp. 375-80. 61. Andrew Kaplan, “A Fruitful Mix,” Beverage World, May 2006, pp. 28-36. 16. Charles D. Schewe and Geoffrey Meredith, “Segmenting Global Markets by Generational Cohort: Determining Motivations by Age,” Journal of Consumer Behavior 4 (October 2004), pp. 51-63; Geoffrey E. Meredith and Charles D. Schewe, Managing by Defining Moments: America's 7 Generational Cohorts, Their Workplace Values, and Why Managers Should Care (New York: Hungry Minds, 2002); Geoffrey E. Meredith, Charles D. Schewe, and Janice Karlovich, Defining Markets Defining Moments (New York: Hungry Minds, 2001). 17. Burt Helm, “PNC Lures Gen Y with Its 'Virtual Wallet' Account,” Business Week, November 26, 2008; Virtual Wallet by PNC Leading the Way, www. pncvirtualwallet. com, January 26, 2010; Jeremy Quittner, “At PNC, Wallet Is Virtual Only to a Point,” American Banker, March 4, 2011; Daniel Wolfe, “How a Blog Helped PNC Fine-Tune Its Virtual Wallet, American Banker, June 12, 2012. 18. Christine Barton, Jeff Fromm, and Chris Egan, “The Millennial Consumer: Debunking Stereotypes,” white paper, Boston Consulting Group, April 2012. 19. Josh T. Saunders, “Vans Sponsors U. S. Open,” Surfer, February 7, 2013; Natasha Singer, “On Campus, It's One Big Commercial,” New York Times, September 10, 2011; Piet Levy, “The Quest for Cool,” Marketing News, February 28, 2009, p. 6; Michelle Conlin, “Youth Quake,” Business Week, January 21, 2008, pp. 32-36. 20. Karen E. Klein, “The ABCs of Selling to Generation X,” Business Week, April 15, 2004; M. J. Stephey, “Gen-X: The Ignored Generation?,” Time, April 16, 2008; Tamara Erickson, “Don't Treat Them Like Baby Boomers,” Business Week, August 25, 2008, p. 64. 21. Amy Chozick, “Television's Senior Moment,” Wall Street Journal, March 9, 2011. 22. Judann Pollack, “Boomers Don't Want Your Pity, but They Do Demand Your Respect,” Advertising Age, October 8, 2007, p. 24. 23. Michelle Barnhart and Lisa Peñaloza, “Who Are You Calling Old? Negotiating Old Age Identity in the Elderly Consumption Ensemble,” Journal of Consumer Research 39 (April 2013), pp. 1133-53. 24. Mark Dolliver, “Marketing to Today's 65-plus Consumers,” Adweek, July 27, 2009. 25. Stuart Elliott, “The Older Audience Is Looking Better than Ever,” New York Times, April 19, 2009. 26. Stephanie Schomer, “Bring on the Boomers,” Fast Company, February 2011, pp. 47-51. 27. Marissa Miley, “Don't Bypass African-Americans,” Advertising Age, February 2, 2009. 28. Jim Farley, “Lessons from the Leader: Ford,” Advertising Age's In Plain Sight: The Black Consumer Opportunity, April 23, 2012, p. 21. 29. “Hispanics Will Top All U. S. Minority Groups for Purchasing Power by 2007,” Selig Center of Economic Growth, Terry College of Business, University of Georgia, www. selig. uga. edu, September 1, 2006; Jeffrey M. Humphreys, “The Multicultural Economy 2008,” Selig Center of Economic Growth, Terry College of Business, University of Georgia, 2008. 30. Jeff Bercovi, “Latino Love,” Forbes, August 6, 2012, pp. 66-73. 31. Julie Liesse, “Univision: One for All,” Special Advertising Supplement to Advertising Age, April 1, 2013, pp. C1-C4; Jeff Koyen, “The Truth about Hispanic Consumers,” Hispanic Advertising: Special Advertising Section to Adweek, March 11, 2012, pp. H1-H4. 32. Stuart Feil, “The Best of Both Worlds,” Hispanic Advertising: Special Advertising Section to Adweek, March 11, 2012, pp. H11-H14. 33. Laurel Wentz, “With an Ever-Growing Population of 'Fusionistas,' Consistency Is Key,” Advertising Age, October 17, 2011, p. 28. 34. Glenny Brock, “Hispanics Check In,” Hispanic Advertising: Special Advertising Section to Adweek, October 17, 2011, pp. H1-H4. See also Cynthia Rodriguez Cano and David J. Ortinau, “Digging for Spanish 'Gold': How to Connect with Hispanic Consumers,” Journal of Advertising Research 52 (September 2012), pp. 322-32. 35. Barbara De Lollis, “At Goya, It's All in La Familia,” USA Today, March 24, 2008, pp. 1B-2B; Erin Carlyle, “Goya Foods Secret Sauce,” Forbes, May 27, 2013, p. 50.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E20 Endnotes E. Escales and James R. Bettman, “Self-Construal, Reference Groups, and Brand Meaning,” Journal of Consumer Research 32 (December 2005), pp. 378-89. 80. Sarah Jane Glynn, “Families Need More Help to Care for Their Children,” white paper, Center for American Progress, August 16, 2012. 81. Caroline E. Mayer, “Nurturing Brand Loyalty; With Preschool Supplies, Firms Woo Future Customers—and Current Parents,” Washington Post, October 12, 2003. Chapter 10 1. Noel Murray, “Direc TV's Ad Campaign Wants to Make You Hate Cable as Much as It Does,” www. avclub. com, February 26, 2013; Shalini Ramachandran and Ben Fox Rubin, “Direc TV Profit Rises on Latin America Growth,” Wall Street Journal, February 14, 2013; Alex Sherman, “Direc TV Profit Lags Estimates after First U. S. Customer Loss,” Bloomberg Business Week, August 2, 2012; Suzanne Vranica, “Direc TV Plays Offense with NFL Ads,” Wall Street Journal, July 29, 2010. 2. Al Ries and Jack Trout, Positioning: The Battle for Your Mind, 20th Anniversary Edition (New York: Mc Graw-Hill, 2000). 3. Michael J. Lanning and Lynn W. Phillips, “Building Market-Focused Organizations,” Gemini Consulting White Paper, 1991. 4. David A. Aaker, Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity (New York: Free Press, 2004); Rebecca Wright, “The Next Frontier for Nutrition Bars,” Nutraceuticals World, January/February 2011. 5. Jeff Bercovi, “Poker Shuffles the Deck,” Forbes, December 5, 2011. 6. Robert Klara, “The Tough Sell,” Adweek, July 9, 2012, p. 40. 7. Allan D. Shocker, “Determining the Structure of Product-Markets: Practices, Issues, and Suggestions,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 106-25. See also Bruce H. Clark and David B. Montgomery, “Managerial Identification of Competitors,” Journal of Marketing 63 (July 1999), pp. 67-83. 8. “What Business Are You In? Classic Advice from Theodore Levitt,” Harvard Business Review, October 2006, pp. 127-37. See also Theodore Levitt's seminal article, “Marketing Myopia,” Harvard Business Review, July-August 1960, pp. 45-56. 9. Jeffrey F. Rayport and Bernard J. Jaworski, e-Commerce (New York: Mc Graw-Hill, 2001), p. 53. 10. For discussion of some of the long-term implications of marketing activities, see Koen Pauwels, “How Dynamic Consumer Response, Competitor Response, Company Support, and Company Inertia Shape Long-Term Marketing Effectiveness,” Marketing Science 23 (Fall 2004), pp. 596-610; Marnik Dekimpe and Dominique Hanssens, “Sustained Spending and Persistent Response: A New Look at Long-term Marketing Profitability,” Journal of Marketing Research 36 (November 1999), pp. 397-412. 11. Kevin Lane Keller, Brian Sternthal, and Alice Tybout, “Three Questions You Need to Ask about Your Brand,” Harvard Business Review, September 2002, pp. 80-89. 12. Patrick Barwise, Simply Better: Winning and Keeping Customers by Delivering What Matters Most (Cambridge, MA: Harvard Business School Press, 2004). But see Susan M. Broniarczyk and Andrew D. Gershoff, “The Reciprocal Effects of Brand Equity and Trivial Attributes,” Journal of Marketing Research 40 (May 2003), pp. 161-75; Gregory S. Carpenter, Rashi Glazer, and Kent Nakamoto, “Meaningful Brands from Meaningless Differentiation: The Dependence on Irrelevant Attributes,” Journal of Marketing Research 31 (August 1994), pp. 339-50. 13. Elaine Wong, “Method Co-Founder Offers Spin on Viral Video,” Adweek, January 11, 2010; “Champions of Design: Method,” Marketing, June 15, 2011, p. 18; Stuart Elliott, “Ads for Method Celebrate the Madness,” New York Times, March 12, 2012; Lindsay Riddell, “Method Sold to Belgium Competitor Ecover,” San Francisco Times, September 4, 2012. 62. Jenni Romaniuk, “Are You Blinded by the Heavy (Buyer) ... Or Are You Seeing the Light?,” Journal of Advertising Research, 51 (December 2011), pp. 561-63. 63. This classification was adapted from George H. Brown, “Brand Loyalty: Fact or Fiction?,” Advertising Age, June 1952-January 1953, a series. See also Peter E. Rossi, Robert E. Mc Culloch, and Greg M. Allenby, “The Value of Purchase History Data in Target Marketing,” Marketing Science 15 (Fall 1996), pp. 321-40. 64. James C. Anderson and James A. Narus, “Capturing the Value of Supplementary Services, ” Harvard Business Review, January-February 1995, pp. 75-83. But also see Frank V. Cespedes, James P. Dougherty, and Ben S. Skinner III, “How to Identify the Best Customers for Your Business,” MIT Sloan Management Review, Winter 2013, pp. 53-59. 65. For a review of many of the methodological issues in developing segmentation schemes, see William R. Dillon and Soumen Mukherjee, “A Guide to the Design and Execution of Segmentation Studies,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage, 2006). 66. Michael E. Porter, Competitive Strategy (New York: Free Press, 1980), pp. 22-23. 67. Estée Lauder, www. esteelauder. com, accessed June 23, 2013. 68. Barry Silverstein, “Hallmark—Calling Card,” www. brandchannel. com, June 15, 2009; Brad van Auken, “Leveraging the Brand: Hallmark Case Study,” www. brandstrategyinsider. com, January 11, 2008; www. hallmark. com/card-collections/, accessed May 15, 2013. 69. Jack Nicas, “Allegiant Air: The Tardy, Gas-Guzzling, Most Profitable Airline in America,” Wall Street Journal, June 4, 2013; Ilene Aleshire, “How Allegiant Air Turned a Profit for 39 Consecutive Quarters,” www. skift. com, November 4, 2012; “Heard of Allegiant Air? Why It's the Nation's Most Profitable Airline,” Fast Company, September 2009; Charisse Jones, “Allegiant Profits from Leisure Fliers,” USA Today, October 19, 2009. 70. Don Peppers and Martha Rogers, One-to-One B2B: Customer Development Strategies for the Business-to-Business World (New York: Doubleday, 2001); Jerry Wind and Arvind Rangaswamy, “Customerization: The Next Revolution in Mass Customization,” Journal of Interactive Marketing 15 (Winter 2001), pp. 13-32; Itamar Simonson, “Determinants of Customers' Responses to Customized Offers: Conceptual Framework and Research Propositions,” Journal of Marketing 69 (January 2005), pp. 32-45. 71. James H. Gilmore and B. Joseph Pine II, Markets of One: Creating Customer-Unique Value through Mass Customization (Boston: Harvard Business School Press, 2000); B. Joseph Pine II, “Beyond Mass Customization,” Harvard Business Review, May 2, 2011. 72. Erik Eliason, “3 Reasons Why Mass Customization Is the Future of Consumer Products,” Huffington Post, March 21, 2012. 73. Scott Davis, “MINI Cooper, Amazon, and Mc Donald's: Are Customers Lovin' It?,” Forbes, October 31, 2011. 74. Raquel Laneri, “Mr. Green Jeans,” Forbes, November 7, 2011, pp. 74-76; Zack O'Malley Greenburg, “Bespoke Unspoken,” Forbes, November 7, 2011, p. 78. 75. Christopher Steiner, “The Perfect Ski,” Forbes, February 28, 2011. 76. Elizabeth Dwoskin, “The Like-Me Election,” Bloomberg Businessweek, September 26, 2011, pp. 37-38. 77. Don Peppers and Martha Rogers, The One-to-One Manager: Real-World Lessons in Customer Relationship Management (New York: Doubleday, 1999); Don Peppers, Martha Rogers, and Bob Dorf, The One-to-One Fieldbook: The Complete Toolkit for Implementing a One-to-One Marketing Program (New York: Bantam, 1999); among their other publications. 78. Nikolaus Franke, Peter Keinz, and Christoph J. Steger, “Testing the Value of Customization: When Do Customers Really Prefer Products Tailored to Their Preferences,” Journal of Marketing 73 (September 2009), pp. 103-21. 79. Woo Jin Choi and Karen Page Winterich, “Can Brands Move In from the Outside? How Moral Identity Enhances Out-Group Brand Attitudes,” Journal of Marketing 77 (March 2013), pp. 96-111; Jennifer	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E21 35. Keith Naughton, “Ford's 'Perfect Storm,'” Newsweek, September 17, 2001, pp. 48-50; Byron Pope, “Ford Flex Not Minivan Replacement, Marketing Chief Says,” Wards Auto, April 16, 2007. 36. Kerry Capell, “Thinking Simple at Philips,” Business Week, December 11, 2006, p. 50; Philips, www. philips. com. 37. Rajendra S. Sisodia, David B. Wolfe, and Jagdish N. Sheth, Firms of Endearment: How World-Class Companies Benefit Profit from Passion & Purpose (Upper Saddle River, NJ: Wharton School Publishing, 2007). 38. Melissa Korn, “Wanted: Gurus with Actual Experience,” Wall Street Journal, July 2, 2013. 39. Randall Ringer and Michael Thibodeau, “A Breakthrough Approach to Brand Creation,” Verse, The Narrative Branding Company, www. versegroup. com, accessed March 7, 2014. 40. Patrick Hanlon, Primal Branding: Create Zealots for Your Brand, Your Company, and Your Future (New York: Free Press, 2006); Think Topia, www. thinktopia. com, accessed May 26, 2014. 41. Douglas Holt, How Brands Become Icons: The Principle of Cultural Branding (Cambridge, MA: Harvard Business School Press, 2004); Douglas Holt, “Branding as Cultural Activism,” www. zibs. com; Douglas Holt, “What Becomes an Icon Most,” Harvard Business Review, March 2003, pp. 43-49; See also Grant Mc Kracken, Culture and Consumption II: Markets, Meaning, and Brand Management (Bloomington, IN: Indiana University Press, 2005). 42. Craig Thompson, “Brands as Culturally Embedded Resources,” 43rd AMA Sheth Foundation Doctoral Consortium, University of Missouri, June 6, 2008. See also research by John Sherry and Robert Kozinets, including John F. Sherry Jr., Robert V. Kozinets, Adam Duhachek, Benét De Berry-Spence, Krittinee Nuttavuthisit and Diana Storm, “Gendered Behavior in a Male Preserve: Role Playing at ESPN Zone Chicago,” Journal of Consumer Psychology 14, nos. 1 & 2 (2004), pp. 151-58; Stephen Brown, Robert V. Kozinets, and John F. Sherry Jr., “Teaching Old Brands New Tricks: Retro Branding and the Revival of Brand Meaning,” Journal of Marketing 67 (July 2003), pp. 19-33. 43. Nick Wreden, Fusion Branding: How to Forge Your Brand for the Future (Atlanta: Accountability Press, 2002); Fusion Branding, www. fusionbranding. com, accessed May 26, 2014. 44. Ashley Lutz, “Uniqlo's Brilliant Strategy Is to Totally Ignore Fashion,” Business Insider, October 11, 2012; Lydia Dishman, “Uniqlo's Secret Brick-and-Mortar Expansion Strategy Is E-commerce,” Forbes, October 22, 2012; Minter Dial, “Uniqlo: A Well Executed Glocal Digital and Social Media Market Strategy,” The Myndset, February 10, 2013. 45. Ashlee Vance, “It's a Doc in a Box,” Bloomberg Businessweek, May 7, 2012, pp. 45-47; Victoria Barret, “Software's Boy Wonder,” Forbes, March 4, 2013; Ashlee Vance and Dina Bass, “Microsoft's New Office Is Finally Up to Speed,” Bloomberg Businessweek, February 4, p. 201. 46. Daniel Roberts, “The Secrets of See's Candies,” Fortune, September 3, 2012, pp. 67-72. 47. Jason Ankeny, “Building a Brand on a Budget,” Entrepreneur, May 2010, pp. 48-51. 48. Jefferson Graham, “How to Ride Facebook's Giant Wave,” USA Today, May 30, 2013, p. 5B. 49. Roger Yu, “Small Businesses Seek Big Sales from Mobile Ads,” USA Today, June 10, 2013. 50. Rob Walker, “The Cult of Evernote,” Bloomberg Businessweek, February 28, 2013. 51. Andrew Ross Sorkin and Andrew Martin, “Coca-Cola Agrees to Buy Vitaminwater,” New York Times, May 26, 2007. Chapter 11 1. Jennifer Haderspeck, “Sports and Protein Drinks Share the Glory,” Beverage Industry, May 2013; Natalie Zmuda, “Why Gatorade Held Big Play for Second Quarter and Print Is Key to New Push,” Advertising Age, March 25, 2013; Jason Feifer, “How Gatorade Redefined Its Audience and a Flagging Brand,” Fast Company, June 2012; Duane Stanford, “Gatorade Goes Back to the Lab,” Bloomberg Businessweek, November 28, 2010; Kate Mac Arthur, “Gatorade 14. Dan Slater, “She Drives a Cadillac?,” Fast Company, February 2012, pp. 26-28. 15. “America Is High on Sugar, Down on Splenda,” www. marketwatch. com, May 14, 2013. 16. Jennifer Cirillo, “Energy's MVP,” Beverage World, August 2012, pp. 35-42. 17. Thomas A. Brunner and Michaela Wänke, “The Reduced and Enhanced Impact of Shared Features on Individual Brand Evaluations,” Journal of Consumer Psychology 16 (April 2006), pp. 101-11. 18. Vanna Le, “Global 2000: The World's Largest Auto Companies of 2014,” Forbes, May 7, 2014; Hyundai, http://worldwide. hyundai. com. 19. L. Joshua Sosland, “Dunkin' Donuts' Strategy,” Food Business New s, May 18, 2011; Chris Barth, “Can Dunkin's New Deal Brew Enough Growth to Catch Starbucks,” Forbes, January 4, 2012. 20. Jim Henry, “BMW Still the Ultimate Driving Machine, Not That It Ever Wasn't,” Forbes, May 31, 2012; “No Joy Here from BMW Ad Switch,” Automotive News, April 12, 2010. 21. Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980). 22. Makiko Kitamura and David Wainer, “Similar but Not the Same,” Bloomberg Businessweek, March 25, 2013, pp. 19-20. 23. Francis J. Kelly III and Barry Silverstein, The Breakaway Brand (New York: Mc Graw-Hill, 2005). 24. Jennifer Cirillo, “Lemon-Lime Bubbly Goes Au Naturel,” Beverage World, January 2011, p. 14. 25. For a classic analysis of perceptual maps, see John R. Hauser and Frank S. Koppelman, “Alternative Perceptual Mapping Techniques: Relative Accuracy and Usefulness,” Journal of Marketing Research 16 (November 1979), pp. 495-506. For some contemporary perspectives on measurement techniques for positioning, see Sanjay K. Rao, “Data-Based Differentiation,” Marketing Insights, Spring 2013, pp. 26-32. 26. Brian Sheehan, Loveworks: How the World's Top Marketers Make Emotional Connections to Win in the Marketplace (Brooklyn, NY: power House, 2013). 27. Piet Levy, “Express Yourself,” Marketing News, June 15, 2009, p. 6. 28. Walter Loeb, “Kate Spade Is a Brand Ready to Boom Around the World,” Forbes, March 22, 2013; Jon Caramanica, “At Jack Spade, Carefully Appearing Not to Care,” New York Times, September 1, 2010; Meredith Galante, “How Kate Spade New York Uses Social Media to Sell Handbags,” Business Insider, April 17, 2012 ; Rachel Lamb, “Kate Spade Tries Global Marketing Via New Partnership,” Luxury Daily, May 20, 2011. 29. James H. Gilmore and B. Joseph Pine II, Authenticity: What Consumers Really Want (Cambridge, MA: Harvard Business School Press, 2007); Lynn B. Upshaw, Truth: The New Rules for Marketing in a Skeptical World (New York: AMACOM, 2007). 30. Owen Jenkins, “Gimme Some Lovin',” Marketing News, May 15, 2009, p. 19. 31. Jack Neff, “Welch's Local-Sourcing Story Core to Outreach,” Advertising Age, January 24, 2011. 32. Hamish Pringle and Peter Field, “Why Emotional Messages Beat Rational Ones,” Advertising Age, March 2, 2009, p. 13; Hamish Pringle and Peter Field, Brand Immortality: How Brands Can Live Long and Prosper (Philadelphia: Kogan Page, 2009). 33. Scott Bedbury, A New Brand World (New York: Viking Press, 2002). 34. Stuart Elliott, “Bank Leaves Child's Play Behind,” New York Times, September 17, 2010; Dakin Campbell, “Ally's New Campaign Replaces Ads That Showed Bankers as Cheaters,” Bloomberg Business Week, September 20, 2010; “If Advertising Doesn't Work, then Why Is 'Ally' a Household Word?,” www. thefinancialbrand. com, November 12, 2010; “Ally Bank Launches New 'Stages' Ad Campaign,” PR Newswire, September 4, 2012; Andrew R. Johnson, “Ally Ads Take Aim at Enemies,” Wall Street Journal, September 4, 2012.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E22 Endnotes Valenzuela, “Brands as Signals: A Cross-Country Validation Study,” Journal of Marketing 70 (January 2006), pp. 34-49. 13. Scott Davis, Brand Asset Management: Driving Profitable Growth through Your Brands (San Francisco: Jossey-Bass, 2000); Mary W. Sullivan, “How Brand Names Affect the Demand for Twin Automobiles,” Journal of Marketing Research 35 (May 1998), pp. 154-65. 14. The power of branding is not without its critics, however, some of whom reject the commercialism associated with branding activities. See Naomi Klein, No Logo: Taking Aim at the Brand Bullies (New York: Picador, 2000). 15. For a discussion of the role of brands across different categories and markets, see Marc Fischer, Franziska Völckner, and Henrik Sattler, “How Important Are Brands? A Cross-Category, Cross-Country Study,” Journal of Marketing Research 47 (October 2010), pp. 823-39. 16. To read about Morgan Spurlock's documentary on the ubiquity of brands and brand messages, Pom Wonderful Presents: The Greatest Movie Ever Sold, see Rick Tetzeli and Ari Karpel, “I'm with the Brand,” Fast Company, April 2011, pp. 82-92. 17. “Study: Food in Mc Donald's Wrapper Tastes Better to Kids,” Associated Press, August 6, 2007. 18. Xueming Luo, Sascha Raithel, and Michael A. Wiles, “The Impact of Brand Rating Dispersion on Firm Value,” Journal of Marketing Research 50 (June 2013), pp. 399-415. 19. Michael A. Wiles, Neil A. Morgan, and Lopo L. Rego, “The Effect of Brand Acquisition and Disposal on Stock Returns,” Journal of Marketing 76 (January 2012), pp. 38-58. 20. Natalie Mizik and Robert Jacobson, “Talk about Brand Strategy,” Harvard Business Review, October 2005, p. 1; Baruch Lev, Intangibles: Management, Measurement, and Reporting (Washington, DC: Brookings Institute, 2001). For a detailed examination, see Nigel Hollis, The Meaningful Brand: How Strong Brands Make More Money (New York: Palgrave Macmillan, 2013). 21. Danielle Sacks, “The Devil Wears J. Crew,” Fast Company, May 2013. 22. For an academic discussion of how consumers become so strongly attached to people as brands, see Matthew Thomson, “Human Brands: Investigating Antecedents to Consumers' Stronger Attachments to Celebrities,” Journal of Marketing 70 (July 2006), pp. 104-19. 23. Lara O'Reilly, “Real Madrid Beat Man U to World's Richest Football Team Spot,” Marketing Week, April 18, 2013; Agustino Fontevecchia, “The Team to Top: Real Madrid Overtakes Man U to Become the Most Valuable Sports Team in the World,” Forbes, April 17, 2013; Tony Karon, “Why Real Madrid Can't Beat Barca on The Field, but Leads Comfortably in the Market,” Time, March 23, 2012. 24. Other approaches are based on economic principles of signaling (e. g., Tulin Erdem, “Brand Equity as a Signaling Phenomenon,” Journal of Consumer Psychology 7 (1998), pp. 131-57) or more of a sociological, anthropological, or biological perspective (e. g., Grant Mc Cracken, Culture and Consumption II: Markets, Meaning, and Brand Management (Bloomington: Indiana University Press, 2005)). For a broad view of consumer psychology perspectives on branding, see Bernd Schmitt, “The Consumer Psychology of Brands,” Journal of Consumer Psychology 22 (2012), pp. 7-17. 25. For an overview of academic research on branding, see Kevin Lane Keller, “Branding and Brand Equity,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage Publications, 2002), pp. 151-78; Kevin Lane Keller and Don Lehmann, “Brands and Branding: Research Findings and Future Priorities,” Marketing Science 25 (November-December 2006), pp. 740-59. 26. Keller, Strategic Brand Management. 27. Kusum Ailawadi, Donald R. Lehmann, and Scott Neslin, “Revenue Premium as an Outcome Measure of Brand Equity,” Journal of Marketing 67 (October 2003), pp. 1-17. 28. Jon Miller and David Muir, The Business of Brands (West Sussex, UK: John Wiley & Sons, 2004). 29. Lara O'Reilly, “Virgin America Bids to Banish 'Command Culture,'” Marketing Week, September 20, 2012; Joan Voight, “Where's the Execs Focus on Sales Gains as Powerade Gulps More of Sports Drink Market,” Chicago Business, May 30, 2011. 2. Kevin Lane Keller, Strategic Brand Management, 4th ed. (Upper Saddle River, NJ: Pearson, 2013). For other foundational work on branding, see Jean-Noel Kapferer, The New Strategic Brand Management, 5th ed. (London, UK: Kogan Page, 2012); Leslie de Chernatony, From Brand Vision to Brand Evaluation: The Strategic Process of Growing and Strengthening Brands, 3rd ed. (Oxford, UK: Butterworth-Heinemann, 2010); David A. Aaker and Erich Joachimsthaler, Brand Leadership (New York: Free Press, 2000). 3. Michael J. de la Merced, Nick Bilton, and Nicole Perlroth, “Yahoo to Buy Tumblr for $1. 1 Billion,” New York Times, May 19, 2013; Michael J. de la Merced, “The Tumblr and Instagram Deals: A Tale of the Tape,” New York Times, May 19, 2013; Eric Savitz, “Why 2013 Is the Year You Need to Get Serious about Tumblr,” Forbes, January 24, 2013; Jeff Bercovici, “Tumblr: David Karp's $800 Million Art Project,” Forbes, January 2, 2013; Tomio Geron, “After Backlash, Instagram Changes Back to Original Terms of Service,” Forbes, December 12, 2012; Dan Primack, “Breaking: Facebook Buying Instagram for $1 Billion,” CNN, April 9, 2012; www. instagram. com/about/faq, accessed July 20, 2103. 4. Interbrand Group, World's Greatest Brands: An International Review (New York: John Wiley & Sons, 1992). See also Karl Moore and Susan Reid, “The Birth of Brand,” Business History 50 (2008), pp. 419-32. 5. Jo Andrea Hoegg and Joseph W. Alba, “Taste Perception: More than Meets the Tongue,” Journal of Consumer Research 33 (March 2007), pp. 490-98. 6. Rajneesh Suri and Kent B. Monroe, “The Effects of Time Pressure on Consumers' Judgments of Prices and Products,” Journal of Consumer Research 30 (June 2003), pp. 92-104. 7. Rosellina Ferraro, Amna Kirmani, and Ted Matherly, “Look at Me! Look at Me! Conspicuous Brand Usage, Self-Brand Connection, and Dilution,” Journal of Marketing Research 50 (August 2013), pp. 477-88; Alexander Chernev, Ryan Hamilton, and David Gal, “Competing for Consumer Identity: Limits to Self-Expression and the Perils of Lifestyle Branding,” Journal of Marketing 75 (May 2011). 8. Pankaj Aggrawal and Ann L. Mc Gill, “When Brands Seem Human, Do Humans Act Like Brands? Automatic Behavioral Priming Effects of Brand Anthropomorphism,” Journal of Consumer Research 39 (August 2012), pp. 307-23. For some related research, see Nicolas Kervyn, Susan T. Fiske, and Chris Malone, “Brands as Intentional Agents Framework: How Perceived Intentions and Ability Can Map Brand Perception,” Journal of Consumer Psychology 22 (2012), pp. 166-76, as well as commentaries on that article published in that issue. 9. Matthew Thomson, Jodie Whelan, and Allison R. Johnson, “Why Brands Should Fear Fearful Consumers: How Attachment Style Predicts Retaliation,” Journal of Consumer Psychology 22 (2012), pp. 289-98; Shirley Y. Y. Cheng, Tiffany Barnett White, and Lan Nguyen Chaplin, “The Effects of Self-Brand Connections on Responses to Brand Failure: A New Look at the Consumer-Brand Relationship,” Journal of Consumer Psychology 22 (2012), pp. 280-88. 10. Tilde Heding, Charlotte F. Knudtzen, and Mogens Bjerre, Brand Management: Research, Theory & Practice (New York: Routledge, 2009); Rita Clifton and John Simmons, eds., The Economist on Branding (New York: Bloomberg Press, 2004); Rik Riezebos, Brand Management: A Theoretical and Practical Approach (Essex, UK: Pearson Education, 2003); and Paul Temporal, Advanced Brand Management: From Vision to Valuation (Singapore: John Wiley & Sons, 2002). 11. Constance E. Bagley, Managers and the Legal Environment: Strategies for the 21st Century, 3rd ed. (Cincinnati, OH: South-Western College/ West Publishing, 2005); for a marketing academic point of view of some important legal issues, see Judith Zaichkowsky, The Psychology behind Trademark Infringement and Counterfeiting (Mahwah, NJ: LEA Publishing, 2006) and Maureen Morrin, Jonathan Lee, and Greg M. Allenby, “Determinants of Trademark Dilution,” Journal of Consumer Research 33 (September 2006), pp. 248-57. 12. Joffre Swait and Tulin Erdem, “Brand Effects on Choice and Choice Set Formation under Uncertainty,” Marketing Science 26 (September-October 2007), pp. 679-97; Tulin Erdem, Joffre Swait, and Ana	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E23 47. Diana T. Kurylko, “Goofy Ads, Variants Help Mini Rule Its Own Little World,” Automotive News, May 20, 2013; Micheline Maynard, “BMW's Bold Plan to Build Lots More Minis,” Forbes, July 9, 2012; “NOT NORMAL—Start Of New MINI Brand Campaign,” BMW GROUP, www. m. miniusa. com, September 26, 2012; “Creative Mini Cooper Advertising,” www. toxel. com/inspiration, February 16, 2010; Douglas B. Holt and John A. Quelch, “Launching the New Mini,” HBS Case# 9-505-020, 2004. 48. Dawn Iacobucci and Bobby Calder, eds., Kellogg on Integrated Marketing (New York: John Wiley & Sons, 2003). 49. Cotton Timberlake, “Is the Party Over for UGGs?,” Bloomberg Businessweek, December 13, 2012; Patricia Odell, “UGG VP Marketing on Tom Brady's Impact on the Brand,” Chief Marketer Network, November 29, 2012; Giselle Abramovich, “Inside UGG's Content-Marketing Strategy,” Digiday, August 21, 2012; Alyssa Abkowitz, “Decks Finds Its Footing with UGGs,” Fortune, August 19, 2009. 50. Eddie Pells, “Despite Numbers, Burton Still Bullish on Boarding,” Bloomberg Businessweek, February 12, 2013. 51. Scott Davis and Michael Dunn, Building the Brand-Driven Business (New York: John Wiley & Sons, 2002). 52. For an interesting application of branding to internal projects, see Karen A. Brown, Richard E. Ettenson, and Nancy Lea Hyer, “Why Every Project Needs a Brand (and How to Create One),” MIT Sloan Management Review, Summer 2011, pp. 61-68. 53. Coeli Carr, “Seeking to Attract Top Prospects, Employers Brush Up on Brands,” New York Times, September 10, 2006. 54. Tom Beaman, “Chevy Dealers Enroll in Mickey Mouse Courses,” Wards Auto, September 6, 2012; Brooks Barnes, “In Customer Service Consulting, Disney's Small World Is Growing,” New York Times, April 21, 2012. 55. The principles and examples from this passage are based on Colin Mitchell, “Selling the Brand Inside,” Harvard Business Review, January 2002, pp. 99-105. For an in-depth discussion of how two organizations, Quik Trip and Wawa, developed stellar internal branding programs, see Neeli Bendapudi and Venkat Bendapudi, “Creating the Living Brand,” Harvard Business Review, May 2005, pp. 124-32. 56. Dale Buss, “Go Further Brand Message Is Aimed at Ford's Employees, Too,” Forbes, June 14, 2012. 57. John F. Marshall, “How Starbucks, Walmart And IBM Launch Brands Internally and What You Can Learn from Them,” Forbes, April 9, 2013. 58. Ibid. 59. Deborah Roedder John, Barbara Loken, Kyeong-Heui Kim, and Alokparna Basu Monga, “Brand Concept Maps: A Methodology for Identifying Brand Association Networks,” Journal of Marketing Research 43 (November 2006), pp. 549-63. 60. Jennifer Rooney, “Kellogg's Completes Major Brand Overhaul,” Forbes, May 10, 2012; Mark J. Miller, “Kellogg's Aims to Make Today Great with Refreshed Verbal and Visual Identity,” Brand Channel, May 14, 2012; “Refreshing an Icon: Kellogg's Updates Brand to Keep Pace with Today's Consumers,” www. newsroom. kelloggcompany. com, May 14, 2012. 61. “The Best Global Brands,” Business Week, October 2, 2012; the article ranks and critiques the 100 best global brands using the valuation method developed by Interbrand. For an academic discussion of valuing brand equity, see V. Srinivasan, Chan Su Park, and Dae Ryun Chang, “An Approach to the Measurement, Analysis, and Prediction of Brand Equity and Its Sources,” Management Science 51 (September 2005), pp. 1433-48. For an interesting comparison of the Interbrand valuation to a consumer-based brand equity measure, see Johny K. Johansson, Claudiu V. Dimofte, and Sanal K. Mazvancheryl, “The Performance of Global Brands in the 2008 Financial Crisis: A Test of Two Brand Value Measures,” International Journal of Research in Marketing 29 (September 2012), pp. 235-45. 62. Mark Sherrington, Added Value: The Alchemy of Brand-Led Growth (Hampshire, UK: Palgrave Macmillan, 2003). 63. For some discussion of what factors determine long-term branding success, see Allen P. Adamson, Brand Simple (New York: Palgrave Macmillan, 2006). Party? At 30,000 Feet Virgin America Marketing Chief: 'What Would Richard Do?,'” Adweek, February 5, 2013; Michael Bush, “Virgin America,” Advertising Age, November 16, 2009, p. 12. 30. Nilofer Merchant, “When TED Lost Control of Its Crowd,” Harvard Business Review, April 2013, pp. 79-83. 31. Kevin Lane Keller, “Building Customer-Based Brand Equity: A Blueprint for Creating Strong Brands,” Marketing Management 10 (July-August 2001), pp. 15-19. 32. Natalie Zmuda, “Master Card's Priceless Evolution,” Advertising Age, October 11, 2012; Geoffrey Precourt, “How Master Card Updated 'Priceless' for Post-Crisis Consumers,” www. warc. com, October 2012; Matthew de Paula, “Master Card Puts New Premium on Priceless,” American Banker, September 1, 2011; Avi Dan, “Master Card Moves Forward by Going Back,” Forbes, August 25, 2011. 33. For some academic insights, see Matthew Thomson, Deborah J. Mac Innis, and C. W. Park, “The Ties That Bind: Measuring the Strength of Consumers' Emotional Attachments to Brands,” Journal of Consumer Psychology 15 (2005), pp. 77-91; Alexander Fedorikhin, C. Whan Park, and Matthew Thomson, “Beyond Fit and Attitude: The Effect of Emotional Attachment on Consumer Responses to Brand Extensions,” Journal of Consumer Psychology 18 (2008), pp. 281-91; Jennifer Edson Escalas, “Narrative Processing: Building Consumer Connections to Brands,” Journal of Consumer Psychology 14 (1996), pp. 168-79. See also Rajeev Batra, Aaron Ahuvia, and Richard P. Bagozzi, “Brand Love,” Journal of Marketing 76 (March 2012), pp. 1-16. For some managerial guidelines, see Kevin Roberts, Lovemarks: The Future beyond Brands (New York: Powerhouse Books, 2004); and Douglas Atkins, The Culting of Brands (New York: Penguin Books, 2004). 34. Paul Rittenberg and Maura Clancey, “Testing the Value of Media Engagement for Advertising Effectiveness,” www. knowledgenetworks. com, Spring-Summer 2006, pp. 35-42. 35. M. Berk Ataman, Carl F. Mela, and Harald J. van Heerde, “Building Brands,” Marketing Science 27 (November-December 2008), pp. 1036-54. 36. Todd Wasserman, “Why Microsoft Chose the Name 'Bing,'” Brandweek, June 1, 2009, p. 33. 37. Jefferson Graham, “General Mills Spoons Up Digital Fun on Cereal Boxes,” USA Today, January 31, 2013. 38. “No Matter How You 'Like' It, 42BELOW Vodka Encourages Everyone to Celebrate National Coming Out Day,” PR Newswire, October 7, 2011. 39. Alina Wheeler, Designing Brand Identity (Hoboken, NJ: John Wiley & Sons, 2003). 40. John R. Doyle and Paul A. Bottomly, “Dressed for the Occasion: Font-Product Congruity in the Perception of Logotype,” Journal of Consumer Psychology 16 (2006), pp. 112-23; Kevin Lane Keller, Susan Heckler, and Michael J. Houston, “The Effects of Brand Name Suggestiveness on Advertising Recall,” Journal of Marketing 62 (January 1998), pp. 48-57; for an in-depth examination of how brand names get developed, see Alex Frankel, Wordcraft: The Art of Turning Little Words into Big Business (New York: Crown Publishers, 2004). 41. Eric A. Yorkston and Geeta Menon, “A Sound Idea: Phonetic Effects of Brand Names on Consumer Judgments,” Journal of Consumer Research 31 (June 2004), pp. 43-51; Tina M. Lowery and L. J. Shrum, “Phonetic Symbolism and Brand Name Preference,” Journal of Consumer Research 34 (October 2007), pp. 406-14. 42. For some interesting theoretical perspectives, see Claudiu V. Dimofte and Richard F. Yalch, “Consumer Response to Polysemous Brand Slogans,” Journal of Consumer Research 33 (March 2007), pp. 515-22. 43. Eric Dash, “Citi's New Slogan Is Said to Be Second Choice,” New York Times, May 12, 2008. 44. Darren Booth, “Is Avis 'Trying Hard' Enough with New Slogan?,” www. cnbc. com, August 31, 2012. 45. Don Schultz and Heidi Schultz, IMC: The Next Generation (New York: Mc Graw-Hill, 2003). 46. Scott Bedbury, A New Brand World (New York: Viking Press, 2002).	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E24 Endnotes The Moderating Role of Corporate Brand Dominance,” Journal of Marketing 69 (July 2005), pp. 35-48; Zeynep Gürhan-Canli and Rajeev Batra, “When Corporate Image Affects Product Evaluations: The Moderating Role of Perceived Risk,” Journal of Marketing Research 41 (May 2004), pp. 197-205; Gabriel J. Biehal and Daniel A. Sheinin, “The Influence of Corporate Messages on the Product Portfolio,” Journal of Marketing 71 (April 2007), pp. 12-25. 79. Vithala R. Rao, Manoj K. Agarwal, and Denise Dalhoff, “How Is Manifest Branding Strategy Related to the Intangible Value of a Corporation?,” Journal of Marketing 68 (October 2004), pp. 126-41. For an examination of the financial impact of brand portfolio decisions, see Neil A. Morgan and Lopo L. Rego, “Brand Portfolio Strategy and Firm Performance,” Journal of Marketing 73 (January 2009), pp. 59-74; S. Cem Bahadir, Sundar G. Bharadwaj, and Rajendra K. Srivastava, “Financial Value of Brands in Mergers and Acquisitions: Is Value in the Eye of the Beholder?,” Journal of Marketing 72 (November 2008), pp. 49-64. 80. “Global Urbanization Is Fueling United Technologies' Growth,” Forbes, June 3, 2013; Chuck Carnevale, “United Technologies Has Transitioned Itself for Accelerated Growth,” Forbes, March 22, 2013; William J. Holstein, “The Incalculable Value of Building Brands,” Chief Executive, April-May 2006, pp. 52-56. 81. Deborah Roedder John, Barbara Loken, and Christopher Joiner, “The Negative Impact of Extensions: Can Flagship Products Be Diluted?,” Journal of Marketing 62 (January 1998), pp. 19-32. 82. Dan Carney, “Taurus, La Crosse Mark Return of Detroit Sedan,” www. msnbc. com, January 11, 2009. 83. Vanessa Fuhrmans, “Mercedes Pins Hopes on Sleek S-Class,” Wall Street Journal, May 16, 2013. 84. David A. Aaker, Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity (New York: Free Press, 2004). 85. Christopher Hosford, “A Transformative Experience,” Sales & Marketing Management 158 (June 2006), pp. 32-36; Mike Beirne and Javier Benito, “Starwood Uses Personnel to Personalize Marketing,” Brandweek, April 24, 2006, p. 9; www. starwoodhotels. com, accessed July 21, 2013. 86. Michael Krauss, “The Glamour of B-to-B,” Marketing News, February 2013, pp. 22-23. 87. Stuart Elliott, “Lipton Goes Back to Basics with a Tea Bag,” New York Times, January 9, 2013; Heather Landi, “High Tea,” Beverage World, July 2011, pp. 18-22; Matthew Boyle, “Weak Tea at Unilever Persists amid Innovation at Rivals,” Bloomberg, October 24, 2012. 88. Nirmalya Kumar, “Kill a Brand, Keep a Customer,” Harvard Business Review, December 2003, pp. 87-95. 89. Mark Ritson, “Should You Launch a Fighter Brand?,” Harvard Business Review, October 2009, pp. 87-94. 90. Alan Oshman, “Toyota's Tiny Scion i Q Boosts U. S. by 19 Percent,” Bloomberg Businessweek, April 25, 2012. 91. Jeff Bennett and Joseph B. White, “GM's New Corvette Begins Brand Update,” Wall Street Journal, January 13, 2013. 92. Valarie A. Taylor and William O. Bearden, “Ad Spending on Brand Extensions: Does Similarity Matter?,” Journal of Brand Management 11 (September 2003), pp. 63-74; Sheri Bridges, Kevin Lane Keller, and Sanjay Sood, “Communication Strategies for Brand Extensions: Enhancing Perceived Fit by Establishing Explanatory Links,” Journal of Advertising 29 (Winter 2000), pp. 1-11. 93. Ralf van der Lans, Rik Pieters, and Michel Wedel, “Competitive Brand Salience,” Marketing Science 27 (September-October 2008), pp. 922-31. 94. Subramanian Balachander and Sanjoy Ghose, “Reciprocal Spillover Effects: A Strategic Benefit of Brand Extensions,” Journal of Marketing 67 (January 2003), pp. 4-13. 95. Bharat N. Anand and Ron Shachar, “Brands as Beacons: A New Source of Loyalty to Multiproduct Firms,” Journal of Marketing Research 41 (May 2004), pp. 135-50. 96. Clementine Fletcher, “With Black Crown, Budweiser Aims to Refresh the Brand,” Bloomberg Businessweek, January 10, 2013. 64. Nikhil Bahdur and John Jullens, “New Life for Tired Brands,” Strategy+Business 50 (Spring 2008). 65. Joshua Brustein, “Even Finns Don't Want Nokia Phones Anymore,” Business Week, May 29, 2013; Juhana Rossi, “Nokia CEO Sticks to Company's Strategy,” Wall Street Journal, May 7, 2013; Adam Ewing, “Nokia Declines as New Smartphone Disappoints Investors,” Bloomberg, May 14, 2013; Seth Fiegerman, “Nokia Thought the i Phone Would Be a Flop because It Couldn't Hold Up to a 5 Foot Drop Test,” Business Insider, July 19, 2012; Anton Troianovski and Sven Grundberg, “Nokia's Bad Call on Smartphones,” Wall Street Journal, July 18, 2012; Alexandra Chang, “5 Reasons Why Nokia Lost Its Handset Sales Lead and Got Downgraded to 'Junk,'” Wired, April 27, 2012. 66. Natalie Mizik and Robert Jacobson, “Trading Off between Value Creation and Value Appropriation: The Financial Implications of Shifts in Strategic Emphasis,” Journal of Marketing 67 (January 2003), pp. 63-76. 67. Jessica Dubois-Maahs, “Sears' Failure to Adapt Disillusions Shoppers, Shareholders,” Medill Report, March 12, 2013; Michael Brush, “Why Sears Is on Its Last Legs,” MSN Money, April 17, 2012; Chris Morran, “Sears Is Failing because It Spends Next-to-Nothing to Maintain Stores,” Consumerist, July 30, 2012; Andrea Billups, “Sears, Kmart Failed to Anticipate Their Customers' Needs,” The Washington Times, December 29, 2011. 68. Larry Light and Joan Kiddon, Six Rules for Brand Revitalization: Learn How Companies Like Mc Donald's Can Re-Energize Their Brands (Wharton School Publishing, 2009). 69. Rick Newman, “Cadillac: An American Luxemobile Comes Roaring Back,” Yahoo! Finance, June 3, 2013; Jeff Bennett and Joseph B. White, “Can the New Cadillac Catch Up to BMW?,” Wall Street Journal, March 27, 2013; Matthew de Paula, “Cadillac's Comeback: It's for Real,” Forbes, April 30, 2011. 70. Jonathan R. Copulsky, Brand Resilience: Managing Risk and Recovery in a High Speed World (New York: Palgrave Macmillan, 2011). 71. Evan West, “Smells Like a Billion Bucks,” Fast Company, May 2009, pp. 44-46. 72. Rebecca J. Slotegraaf and Koen Pauwels, “The Impact of Brand Equity and Innovation on the Long-Term Effectiveness of Promotions,” Journal of Marketing Research 45 (June 2008), pp. 293-306. 73. Joyce Hooi, “A 130 Year Old TCM Heritage—Eu Yan Sang,” The Business Times, August 8, 2009; Christine Tan, See Kit Tang, “Century-old Singapore firm eyes billion-dollar goal,” CNBC, September 18, 2014; Eu Yan Sang, www. euyansang. com. 74. Yuxin Chen and Tony Haitao Cui, “The Benefit of Uniform Price for Branded Variant,” Marketing Science 32 (January-February 2013), pp. 36-50. 75. Bradford Wernie, “Ford Licensing Staffer's Job: Protect the Brand,” Automotive News, June 11, 2012; Dale Buss, “Ford Has Built $1. 5B Business Licensing Blue Oval, Products,” Forbes, May 24, 2012; “Top 100 Global Licensors,” License! Global, April 1, 2009; Jean Halliday, “Troubled Automakers' Golden Goose,” Auto Week, August 14, 2006. 76. Jing Lei, Niraj Dawar, and Jos Lemmink, “Negative Spillover in Brand Portfolios: Exploring the Antecedents of Asymmetric Effects,” Journal of Marketing 72 (May 2008), pp. 111-23. 77. For comprehensive corporate branding guidelines, see James R. Gregory, The Best of Branding: Best Practices in Corporate Branding (New York: Mc Graw-Hill, 2004). For some international perspectives, see Majken Schultz, Yun Mi Antorini, and Fabian F. Csaba, eds., Corporate Branding: Purpose, People, and Process (Denmark: Copenhagen Business School Press, 2005); Mary Jo Hatch and Majken Schultz, Taking Brand Initative: How Companies Can Align Strategy, Culture, and Identity through Corporate Branding (San Francisco, CA: Jossey-Bass, 2008). For some B-to-B applications, see Atlee Valentine Pope and Ralph Oliva, “Building Blocks: Ten Key Roles of B-to-B Corporate Marketing,” Marketing Management, Winter 2012, pp. 23-28. 78. Guido Berens, Cees B. M. van Riel, and Gerrit H. van Bruggen, “Corporate Associations and Consumer Product Responses:	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E25 108. Robert C. Blattberg, Gary Getz, and Jacquelyn S. Thomas, Customer Equity: Building and Managing Relationships as Valuable Assets (Boston: Harvard Business School Press, 2001). 109. Much of this section is based on Robert Leone, Vithala Rao, Kevin Lane Keller, Man Luo, Leigh Mc Alister, and Rajendra Srivatstava, “Linking Brand Equity to Customer Equity,” Journal of Service Research 9 (November 2006), pp. 125-38. This special issue is devoted to customer equity and has a number of thought-provoking articles. 110. Niraj Dawar, “What Are Brands Good For?,” MIT Sloan Management Review (Fall 2004), pp. 31-37. For an insightful analysis of the relationship between brand equity and CLV, see Florian Stahl, Mark Heitmann, Donald R. Lehmann, and Scott A. Neslin, “The Impact of Brand Equity on Customer Acquisition, Retention, and Profit Margin,” Journal of Marketing 76 (July 2012), pp. 44-63. Chapter 12 1. Vanessa Mock, “UPS to Appeal EU's Blocking of TNT Merger,” Wall Street Journal, April 7, 2013; Betsy Morris, “UPS, Fed Ex Escalate Holiday Shipping War,” Wall Street Journal, December 13, 2012; Bob Sechler, “Fed Ex, UPS Get a Toehold in China's Express Delivery,” Wall Street Journal, September 10, 2012; Aaron Karp, “Big Brown's Big Deal,” Air Transport World. September 2012; Jeff Berman, “UPS, Fed Ex Receive Limited Domestic Delivery Licenses in China,” Logistics Management, September 11, 2012; John T. Bowen Jr., “A Spatial Analysis of Fed Ex and UPS: Hubs, Spokes, and Network Structure,” Journal of Transport Geography, September, 2012; Rob Martinez, “Forecasting Critical Changes in the Carrier Market,” Multichannel Market, December 1, 2010; Jennifer Levitz, “UPS Leaves 'Brown' for New Love,” Wall Street Journal, September 13, 2010. 2. Philip Kotler and Milton Kotler, Market Your Way to Growth: 8 Ways to Win (Hoboken, NJ: John Wiley & Sons, 2013). 3. Matt Townsend, “Under Armour Finds Feminine Side to Go Beyond $2 Billion,” Bloomberg, February 15, 2013; Molly Soat, “Moving Beyond Shrink It & Pink It,” Marketing News, February 2013, pp. 33-36; John Kell, “Under Armour Arrives on Global Stage,” Wall Street Journal, June 3, 2012, p. B2; Daniel Roberts, “Under Armour Gets Serious,” Fortune, October 2011; Jeremy Mullman, “Protecting This Brand while Running Ahead,” Advertising Age, January 12, 2009, p. 16; Elaine Wong, “Under Armour Makes a Long-Run Calculation,” Brandweek, January 19, 2009, p. 28; Stephanie N. Mehta, “Under Armour Reboots,” Fortune, February 2, 2009, pp. 29-33. 4. Evan Hirsh and Kasturi Rangan, “The Grass Isn't Greener,” Harvard Business Review, January-February 2013, pp. 21-23. 5. David Taylor, Grow the Core: How to Focus on Your Core Business for Brand Success (West Sussex, UK: John Wiley & Sons, 2012). 6. Shivani Shinde, “Aegis Eyes Organic Growth to Turn into a $2-bn Company by 2015,” Business Standard, June 22, 2012; Maiseis Mc Cabe, “Aegis Reports Organic Revenue Growth of 8% in Q1,” Campaign, April 27, 2012. 7. Robert Stockdill, “Levi's Asian Folly,” Inside Retailing, October 12, 2012. 8. Alex Letourneau, “Organic Growth to Lead Fortuna Silver Production Higher: President,” Forbes, October 25, 2012. 9. Juro Osawa, “Lenovo Turns to Phones as PC Industry Declines,” Wall Street Journal, June 19, 2013. 10. William M. Bulkeley, “Xerox Tries to Go Beyond Copiers,” Wall Street Journal, February 24, 2009, p. B5; Nanette Byrnes and Roger O. Crockett, “An Historic Succession at Xerox,” Business Week, June 8, 2009, pp. 18-22; Geoff Colvin, “An Interview with Ursula Burns,” Fortune, May 3, 2010, pp. 96-102; “Xerox Focuses on Personalization,” Direct Marketing News, July 12, 2010; Ellen Mc Girt, “Fresh Copy,” Fast Company, December 2011/January 2012, pp. 130-38; Christa Carone “Xerox's Brand Repositioning Challenge,” Advertising Age, March 12, 2013. 11. Starbucks, www. starbucks. com/aboutus/overview. asp, December 1, 2009. 97. For consumer processing implications, see Huifung Mao and H. Shanker Krishnan, “Effects of Prototype and Exemplar Fit on Brand Extension Evaluations: A Two-Process Contingency Model,” Journal of Consumer Research 33 (June 2006), pp. 41-49; Byung Chul Shine, Jongwon Park, and Robert S. Wyer Jr., “Brand Synergy Effects in Multiple Brand Extensions,” Journal of Marketing Research 44 (November 2007), pp. 663-70. 98. Al Ries and Jack Trout, Positioning: The Battle for Your Mind, 20th Anniversary Edition (New York: Mc Graw-Hill, 2000). 99. David A. Aaker, Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity (New York: Free Press, 2004). 100. Vanessa Fuhrmans, “Is Porsche Still a Sports Car Maker?,” Wall Street Journal, May 29, 2013. 101. Mary W. Sullivan, “Measuring Image Spillovers in Umbrella-Branded Products,” Journal of Business 63 (July 1990), pp. 309-29. 102. See also Franziska Völckner and Henrik Sattler, “Drivers of Brand Extension Success,” Journal of Marketing 70 (April 2006), pp. 1-17. For some recent research, see Eric A. Yorkston, Joseph C. Nunes, and Shashi Matta, “The Malleable Brand: The Role of Implicit Theories in Evaluating Brand Extensions,” Journal of Marketing 74 (January 2010), pp. 80-93; Tom Meyvis, Kelly Goldsmith, and Ravi Dhar, “The Importance of the Context in Brand Extension: How Pictures and Comparisons Shift Consumers' Focus from Fit to Quality,” Journal of Marketing Research 49 (April 2012), pp. 206-17; Alokparna Basu Monga and Zeynep Guhan-Canli, “The Influence of Mating Mind-Sets on Brand Extension Evaluation,” Journal of Marketing Research 49 (August 2012), pp. 581-93; Susan Spiggle, Hang T. Nguyen, and Mary Caravella, “More than Fit: Brand Extension Authenticity,” Journal of Marketing Research 49 (December 2012), pp. 967-83; Pragya Mathur, Shailendra P. Jain, and Durairaj Maheswaran, “Consumers' Implicit Theories about Personality Influence Their Brand Personality Judgments,” Journal of Consumer Psychology 22 (2012), pp. 545-57; Keisha M. Cutright, James R. Bettman, and Gavan J. Fitzsimons, “Putting Brands in Their Place: How a Lack of Control Keeps Brand Contained,” Journal of Marketing Research 50 (June 2013), pp. 365-77. 103. For more relevant research on extension evaluations, see Alokparna Basu Monga and Deborah Roedder John, “Cultural Differences in Brand Extension Evaluation: The Influence of Analytical versus Holistic Thinking,” Journal of Marketing Research 33 (March 2007), pp. 529-36; James L. Oakley, Adam Duhachek, Subramanian Balachander, and S. Sriram, “Order of Entry and the Moderating Role of Comparison Brands in Extension Evaluations,” Journal of Consumer Research 34 (February 2008), pp. 706-12; Junsang Yeo and Jongwon Park, “Effects of Parent-Extension Similarity and Self Regulatory Focus on Evaluations of Brand Extensions,” Journal of Consumer Psychology 16 (2006), pp. 272-82; Catherine W. M. Yeung and Robert S. Wyer, “Does Loving a Brand Mean Loving Its Products? The Role of Brand-Elicited Affect in Brand Extension Evaluations,” Journal of Marketing Research 43 (November 2005), pp. 495-506; Huifang Mao and H. Shankar Krishnan, “Effects of Prototype and Exemplar Fit on Brand Extension Evaluations: A Two-Process Contingency Model,” Journal of Consumer Research 33 (June 2006), pp. 41-49; Rohini Ahluwalia, “How Far Can a Brand Stretch? Understanding the Role of Self-Construal,” Journal of Marketing Research 45 (June 2008), pp. 337-50. 104. Pierre Berthon, Morris B. Holbrook, James M. Hulbert, and Leyland F. Pitt, “Viewing Brands in Multiple Dimensions,” MIT Sloan Management Review (Winter 2007), pp. 37-43. 105. Andrea Rothman, “France's Bic Bets U. S. Consumers Will Go for Perfume on the Cheap,” Wall Street Journal, January 12, 1989. 106. Roland T. Rust, Valerie A. Zeithaml, and Katherine A. Lemon, “Measuring Customer Equity and Calculating Marketing ROI,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006), pp. 588-601. 107. Robert C. Blattberg and John Deighton, “Manage Marketing by the Customer Equity Test,” Harvard Business Review, July-August 1996, pp. 136-44.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E26 Endnotes Businesses,” Los Angeles Times, January 28, 2011; Melissa Born and Ilan Brat, “Global Finance: Sara Lee to Split into Two Public Companies,” Wall Street Journal, January 19, 2011. 32. “P&G Completes Sale of Pringles to Kellogg,” Business Wire, May 31, 2012. 33. E. J. Schultz, “Kraft's New Grocery Company Plans Marketing Boost in Search of 'Renaissance,” Advertising Age, September 7, 2012; Heidi Stevens, “The Many Meanings of Mondelez,” Chicago Tribune, May 24, 2012; Candice Choi, “Mondelez, Kraft's New Name, Elicits Jokes from All Corners,” Huffington Post, May 21, 2012; Paul Ziobro, “Kraft Defends Split,” Wall Street Journal, September 8, 2011; Duane Stanford and Jeffrey Mc Cracken, “Kraft Foods Chief Rosenfeld Says More Acquisitions Possible after Spinoff,” Bloomberg, August 4, 2011; Jonathan Burr, “Why the Kraft Split Makes Sense,” Daily Finance, August 5, 2011. 34. J. Scott Armstrong and Kesten C. Green, “Competitor-Oriented Objectives: The Myth of Market Share,” International Journal of Business 12 (Winter 2007), pp. 115-34; Stuart E. Jackson, Where Value Hides: A New Way to Uncover Profitable Growth for Your Business (New York: John Wiley & Sons, 2006). 35. Nirmalya Kumar, Marketing as Strategy (Cambridge, MA: Harvard Business School Press, 2004); Philip Kotler and Paul N. Bloom, “Strategies for High-Market-Share Companies,” Harvard Business Review, November-December 1975, pp. 63-72. 36. Robert D. Buzzell and Frederick D. Wiersema, “Successful Share-Building Strategies,” Harvard Business Review, January-February 1981, pp. 135-44. 37. “Fairpoint Meets Broadband Commitment in Maine,” Associated Press, January 27, 2011; John Downey, “Fair Point Struggles with Merger, Declining Stock,” Charlotte Business Journal, March 19, 2009; John Downey, Fair Point Faces Enduring Debt, Service Headaches,” Charlotte Business Journal, September 15, 2009. 38. Neeru Paharia, Anat Keinan, Jill Avery, and Juliet B. Schor, “The Underdog Effect: The Marketing of Disadvantage and Determination through Brand Biography,” Journal of Consumer Research 37 (February 2011), pp. 775-90; Anat Keinan, Jill Avery, and Neeru Paharia, “Capitalizing on the Underdog Effect,” Harvard Business Review, November 2010, p. 32. 39. Venkatesh Shankar, Gregory Carpenter, and Lakshman Krishnamurthi, “Late-Mover Advantage: How Innovative Late Entrants Outsell Pioneers,” Journal of Marketing Research 35 (February 1998), pp. 54-70; Gregory S. Carpenter and Kent Nakamoto, “The Impact of Consumer Preference Formation on Marketing Objectives and Competitive Second-Mover Strategies,” Journal of Consumer Psychology 5 (1996), pp. 325-58. 40. Adam Morgan, “How Market Leaders Can Become Challenger Brands Once More,” Market Leader, Fall 2009; Adam Morgan, "Strategies from a New Generation of Challenger Brands," Market Leader, Winter 2009. 41. Lance Whitney, “Large Carriers Losing Prepaid Phone Sales to Smaller Players,” CNET News, November 15, 2012. 42. Michael V. Copeland, “These Boots Really Were Made for Walking,” Business 2. 0, October 2004, pp. 72-74. 43. Katrina Booker, “The Pepsi Machine,” Fortune, February 6, 2006, pp. 68-72. 44. Theodore Levitt, “Innovative Imitation,” Harvard Business Review, September-October 1966, p. 63. Also see Steven P. Schnaars, Managing Imitation Strategies: How Later Entrants Seize Markets from Pioneers (New York: Free Press, 1994). 45. Amir Efrati, “Clone Wars Roil App World,” Wall Street Journal, March 4, 2013; Ben Rooney, “Rise of a Cloner Draws VC Fans and Critics,” Wall Street Journal, May 17, 2012; Brian Caulfield, “The Predator,” Forbes, March 12, 2012. 46. www. ralstonfoodservice. com/ralstonbrands. html, accessed June 23, 2013. 47. Claire Ruckin, “RLPC-Distressed Debt Investors Eye Spain's Telepizza—Bankers,” Reuters. March 8, 2013. 48. Felix Gillette, “Inside Big Pharma's Fight against the $75 Billion Counterfeit Drug Business,” Bloomberg Businessweek, January 17, 2013. 12. “Daimler Takes Balanced Approach,” www. warc. com, November 28, 2012. 13. Priya Raghubir and Eric A. Greenleaf, “Ratios in Proportion: What Should the Shape of the Package Be?,” Journal of Marketing 70 (April 2006), pp. 95-107; and Valerie Folkes and Shashi Matta, “The Effect of Package Shape on Consumers' Judgments of Product Volume: Attention as a Mental Contaminant,” Journal of Consumer Research 31 (September 2004), pp. 390-401. 14. Sarah Nassaur, “The Psychology of Small Packages,” Wall Street Journal, April 15, 2013. 15. Andrew Adam Newman, “Too Much Holiday Food? This Campaign's for You,” New York Times, November 29, 2011. 16. John D. Cripps, “Heuristics and Biases in Timing the Replacement of Durable Products,” Journal of Consumer Research 21 (September 1994), pp. 304-18. 17. “Creative New Monroe Marketing Campaign Reminds Consumers to Replace Worn Shocks and Struts,” www. monroe. com, March 18, 2013. Monroe is a registered trademark of Tenneco Automotive Operating Company Inc. 18. George Stalk Jr. and Rob Lachanauer, “Hardball: Five Killer Strategies for Trouncing the Competition,” Harvard Business Review, April 2004, pp. 62-71; Richard D'Aveni, “The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders,” Harvard Business Review, November 2002, pp. 66-74. 19. Kyle B. Murray and Gerald Häubl, “Why Dominant Companies Are Vulnerable,” MIT Sloan Management Review, Winter 2012, pp. 12-14. 20. Nirmalya Kumar, Lisa Sheer, and Philip Kotler, “From Market Driven to Market Driving,” European Management Journal 18 (April 2000), pp. 129-42. 21. Much of the remaining section on proactive marketing is based on an insightful book by Leonardo Araujo and Rogerio Gava, The Proactive Enterprise: How to Anticipate Market Changes (Hampshire, UK: Palgrave Macmillan, 2012). 22. “New Trends Worth $4. 5tr,” www. warc. com, January 25, 2013. 23. Jonathan Glancey, “The Private World of the Walkman,” Guardian, October 11, 1999. 24. Kristin Jones, “Lululemon's Product Chief to Exit,” Wall Street Journal, April 3, 2013; Alli Mc Connon, “Lululemon's Next Workout,” Business Week, June 9, 2008, pp. 43-44; Danielle Sacks, “Lululemon's Cult of Selling,” Fast Company, March 2009; Bryant Urstadt, “Lust for Lulu,” New York Magazine, July 26, 2009. 25. For some contemporary perspectives on defense strategies, see Timothy Calkins, Defending Your Brand: How Smart Companies Use Defense Strategy to Deal with Competitive Attacks (New York: Palgrave Macmillan, 2012). 26. These six defense strategies, as well as the five attack strategies, are taken from some classic work by Philip Kotler and Ravi Singh, “Marketing Warfare in the 1980s,” Journal of Business Strategy (Winter 1981), pp. 30-41. 27. Kevin P. Coyne, “Predicting Your Competitor's Reactions,” Harvard Business Review, April 2009, pp. 90-97. 28. Michael E. Porter, Market Signals, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1998), pp. 75-87; Jaideep Prabhu and David W. Stewart, “Signaling Strategies in Competitive Interaction: Building Reputations and Hiding the Truth,” Journal of Marketing Research 38 (February 2001), pp. 62-72. 29. Halah Touryalai, “ATMs Not the Only Things Disappearing at Bank Of America, It's Closed the Most Branches Too,” www. forbes. com, July 26, 2012. 30. Yuhong Wu, Sridhar Balasubramanian, and Vijay Mahajan, “When Is a Preannounced New Product Likely to Be Delayed?,” Journal of Marketing 68 (April 2004), pp. 101-13; Barry L. Bayus, Sanjay Jain, and Ambar G. Rao, “Truth or Consequences: An Analysis of Vaporware and New-Product Announcements,” Journal of Marketing Research 38 (February 2001), pp. 3-13. 31. Marshall Eckblad, “Sara Lee No More: A Hillshire Is Born,” Wall Street Journal, June 6, 2012; Emily Bryson York, “Sara Lee to Split into Two	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E27 66. Glen L. Urban et al., “Market Share Rewards to Pioneering Brands: An Empirical Analysis and Strategic Implications,” Management Science (June 1986), pp. 645-59; William T. Robinson and Claes Fornell, “Sources of Market Pioneer Advantages in Consumer Goods Industries,” Journal of Marketing Research 22 (August 1985), pp. 305-17. 67. Gregory S. Carpenter and Kent Nakamoto, “Consumer Preference Formation and Pioneering Advantage,” Journal of Marketing Research 26 (August 1989), pp. 285-98. 68. William T. Robinson and Sungwook Min, “Is the First to Market the First to Fail? Empirical Evidence for Industrial Goods Businesses,” Journal of Marketing Research 39 (February 2002), pp. 120-28. 69. Kurt A. Carlson, Margaret G. Meloy, and J. Edward Russo, “Leader-Driven Primacy: Using Attribute Order to Affect Consumer Choice,” Journal of Consumer Research 32 (March 2006), pp. 513-18. 70. Venkatesh Shankar, Gregory S. Carpenter, and Lakshman Krishnamurthi, “Late Mover Advantage: How Innovative Late Entrants Outsell Pioneers,” Journal of Marketing Research 35 (February 1998), pp. 54-70; Elena Reutskaja and Barbara Fasolo, “It's Not Necessarily Best to Be First,” Harvard Business Review, January-February 2013, pp. 28-29. 71. Steven P. Schnaars, Managing Imitation Strategies (New York: Free Press, 1994). See also Jin K. Han, Namwoon Kim, and Hony-Bom Kin, “Entry Barriers: A Dull-, One-, or Two-Edged Sword for Incumbents? Unraveling the Paradox from a Contingency Perspective,” Journal of Marketing 65 (January 2001), pp. 1-14. 72. Peter N. Golder, “Historical Method in Marketing Research with New Evidence on Long-term Market Share Stability,” Journal of Marketing Research 37 (May 2000), pp. 156-72; Peter N. Golder and Gerald J. Tellis, “Pioneer Advantage: Marketing Logic or Marketing Legend?,” Journal of Marketing Research 30 (May 1993), pp. 34-46. See also Shi Zhang and Arthur B. Markman, “Overcoming the Early Advantage: The Role of Alignable and Nonalignable Differences,” Journal of Marketing Research 35 (November 1998), pp. 1-15. 73. Peter N. Golder, Julie R. Irwin, and Debanjan Mitra, “Long-term Market Leadership Persistence: Baselines, Economic Conditions, and Category Types,” MSI Report 13-110, Marketing Science Institute, 2013. 74. Gerald Tellis and Peter Golder, Will and Vision: How Latecomers Can Grow to Dominate Markets (New York: Mc Graw-Hill, 2001); Rajesh K. Chandy and Gerald J. Tellis, “The Incumbent's Curse? Incumbency, Size, and Radical Product Innovation,” Journal of Marketing Research 64 (July 2000), pp. 1-17. See also Dave Ulrich and Norm Smallwood, “Building a Leadership Brand,” Harvard Business Review, July-August 2007, pp. 93-100. 75. Sungwook Min, Manohar U. Kalwani, and William T. Robinson, “Market Pioneer and Early Follower Survival Risks: A Contingency Analysis of Really New versus Incrementally New Product-Markets,” Journal of Marketing 70 (January 2006), pp. 15-35. See also Raji Srinivasan, Gary L. Lilien, and Arvind Rangaswamy, “First In, First Out? The Effects of Network Externalities on Pioneer Survival,” Journal of Marketing 68 (January 2004), pp. 41-58. 76. As reported in Joseph T. Vesey, “The New Competitors: They Think in Terms of Speed to Market,” Academy of Management Executive 5 (May 1991), pp. 23-33; and Brian Dumaine, “How Managers Can Succeed through Speed,” Fortune, February 13, 1989, pp. 54-59. 77. Tim Higgins, “GM's First Mover Disadvantage,” Bloomberg Businessweek, October 1, 2012. 78. Marty Bates, Syed S. H. Rizvi, Prashant Tewari, and Dev Vardhan, “How Fast Is Too Fast?,” Mc Kinsey Quarterly no. 3 (2001); See also Stephen Wunker, “Better Growth Decisions: Early Mover, Fast Follower or Late Follower?,” Strategy & Leadership 40, no. 2 (2012). 79. Rita Gunther Mc Grath, “Transient Advantage,” Harvard Business Review, June 2013, pp. 62-70. 80. Simon Zekaria, “Electrolux Moves to Add Sizzle to Its Brand,” Wall Street Journal, September 30, 2012; Ola Kinnander and Kim Mc Laughlin, “Electrolux Wants to Rule the Appliance World,” Bloomberg Businessweek, March 28, 2011; Trond Riiber Knudsen, “Escaping the Middle-Market Trap: An Interview with CEO of Electrolux,” Mc Kinsey Quarterly (December 2006), pp. 72-79. 49. “Pretty Profitable Parrots,” The Economist, May 12, 2012. 50. Meghan Casserly, “Copycat,” Forbes, February 11, 2013, pp. 74-75. 51. Frank Shyong, “Siracha Hot Sauce Founder Turns Up the Heat,” Los Angeles Times, April 12, 2103; Caleb Hannan, “Burning Sensation,” Bloomberg Businessweek, February 21, 2013, pp. 66-69; John T. Edge, “A Chili Sauce to Crow About,” New York Times, May 19, 2009. 52. Eric K. Clemon, Paul F, Nunes, and Matt Reilly, “Six Strategies for Successful Niche Marketing,” Wall Street Journal, May 24, 2010. 53. Karsten Strauss, “Sound Judgment,” Forbes, April 15, 2013, pp. 68-69. 54. Robert Klara, “Burning for You,” Adweek, May 21, 2012; James R. Hagerty, “Zippo Preps for a Post-Smoker World,” Wall Street Journal, March 8, 2011; Michael Learmonth, “Zippo Reignites Brand with Social Media, New Products,” Advertising Age, August 10, 2009, p. 12; Thomas A. Fogarty, “Keeping Zippo's Flame Eternal,” USA Today, June 24, 2003; www. zippo. com, accessed May 26, 2014. 55. Some authors distinguished additional stages. Wasson suggested a stage of competitive turbulence between growth and maturity. See Chester R. Wasson, Dynamic Competitive Strategy and Product Life Cycles (Austin, TX: Austin Press, 1978). Maturity describes a stage of sales growth slowdown and saturation, a stage of flat sales after sales have peaked. 56. John E. Swan and David R. Rink, “Fitting Market Strategy to Varying Product Life Cycles,” Business Horizons, January-February 1982, pp. 72-76; Gerald J. Tellis and C. Merle Crawford, “An Evolutionary Approach to Product Growth Theory,” Journal of Marketing 45 (Fall 1981), pp. 125-34. 57. William E. Cox Jr., “Product Life Cycles as Marketing Models,” Journal of Business (October 1967), pp. 375-84. 58. Jordan P. Yale, “The Strategy of Nylon's Growth,” Modern Textiles Magazine, February 1964, p. 32. Also see Theodore Levitt, “Exploit the Product Life Cycle,” Harvard Business Review, November-December 1965, pp. 81-94. 59. Chester R. Wasson, “How Predictable Are Fashion and Other Product Life Cycles?,” Journal of Marketing 32 (July 1968), pp. 36-43. 60. Ibid. 61. William H. Reynolds, “Cars and Clothing: Understanding Fashion Trends,” Journal of Marketing 32 (July 1968), pp. 44-49. 62. “Heelys, Inc. Announces Agreement to Be Acquired by Sequential Brands Group, Inc. for $2. 25 per Share,” www. globalnewswire. com, December 10, 2012; “Heelys Agrees to Sell Operations to Private Buyer,” Bloomberg Businessweek, October 23, 2012; Jessica Pallay, “New Heelys CEO in Rebuild Mode,” Footwear News, August 24, 2009. 63. Ryan Perlowin, “Product Line Expansion Will Be Catalyst for Growth at Crocs,” www. seekingalpha. com, April 12, 2013; David Englander, “Crocs Strides toward a Comeback,” Barron's, January 19, 2013; Jennifer Overstreet, “How Crocs Is Building a Brand Bigger than the Clog,” National Retail Federation, August 29, 2012; Edward Teach, “How Crocs Regained Its Footing,” CFO Magazine, May 15, 2012. 64. Rajesh J. Chandy, Gerard J. Tellis, Deborah J. Mac Innis, and Pattana Thaivanich, “What to Say When: Advertising Appeals in Evolving Markets,” Journal of Marketing Research 38 (November 2001), pp. 399-414. 65. Brad Tuttle, “Does Selling Out to Avis Represent Success for Zip Car? Failure? Something Else?,” Time, January 3, 2013; Dennis K. Berman, “Zipcar: Entrepreneurial Genius, Public-Company Failure,” Wall Street Journal, January 2, 2013; Trefis Team, “Why Zipcar Should Focus on U. S. Growth Rather than International,” Forbes, April 18, 2012; Mark Clothier, “Can Hertz Outrun Zipcar in Hourly Car Rentals?,” Business Week, March 29, 2012; Trefis Team, “Hertz, Enterprise Challenge Zipcar's Car Sharing Dominance,” Forbes, June 8, 2012; Paul Keegan, “The Best New Idea in Business,” Fortune, September 14, 2009, pp. 42-52; Adam Ashton, “Growth Galore but Profits Are Zip,” Business Week, September 8, 2008, p. 62; Alex Frankel, “Zipcar Makes the Leap,” Fast Company, March 2008, pp. 48-50; Mike Beirne, “Temporary Plates,” Brandweek, July 9, 2007, pp. 30-34.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E28 Endnotes 105. Burt Heim, “How to Sell Luxury to Penny-Pinchers,” Business Week, November 10, 2008, p. 60. 106. Lien Lamey, Barbara Deleersnyder, Jan-Benedict E. M. Steenkamp, and Marnik G. Dekimpe, “The Effect of Business-Cycle Fluctuations on Private-Label Share: What Has Marketing Conduct Got to Do with It?,” Journal of Marketing 76 (January 2012), pp. 1-19. 107. Stuart Elliott, “Trying to Pitch Products to the Savers,” New York Times, June 3, 2009. 108. Luisa Zargani, “Armani Goes Big in Beijing,” WWD, May 31, 2012; Luisa Zargani, “Giorgia Armani Sees Profit Climb 23%,” WWD, May 24, 2012; Alessandra Galloni, “The Future of Armani,” Wall Street Journal, May 23, 2012. 109. Andrew Martin, “In Tough Times, Spam Is Suddenly Appealing,” Boston Globe, November 16, 2008; Marshall Ecklbad, “At Hormel, Spam Is Small Part of the Buffet,” Wall Street Journal, July 31, 2012. Chapter 13 1. Michael Mc Carthy, “Lexus Makes Big 'Move' to Regain Crown,” Advertising Age, June 24, 2013; “Audi, Lexus and BMW Triumph as Leading High-End Auto Brands by Wealthy U. S. Drivers,” Luxury Institute Press Release, January 10, 2013; Cheryl Jensen, “Cars More Dependable than Ever, Lexus Tops the Chart while Land Rover Is Least Reliable,” New York Daily News, April 16, 2013; Matthew de Paula, “Lexus Pursues Hipper Crowd with New Ads for Its LS Sedan,” Forbes, October 31, 2012. 2. This discussion is adapted from a classic article: Theodore Levitt, “Marketing Success through Differentiation: Of Anything,” Harvard Business Review, January-February 1980, pp. 83-91. The first level, core benefit, has been added to Levitt's discussion. 3. Andrew D. Gershoff, Ran Kivetz, and Anat Keinan, “Consumer Response to Versioning: How Brands' Production Methods Affect Perceptions of Unfairness,” Journal of Consumer Research 39 (August 2012), pp. 382-98. 4. Mads Nipper, “Lego Clicks,” The Hub, July/August 2012, pp. 26-30; Yun Mi Antorini, Albert M. Muñiz Jr., and Tormod Askildsen, “Collaborating with Customer Communities: Lessons from the Lego Group,” MIT Sloan Management Review 53 (Spring 2012), pp. 73-79; David Robertson and Per Hjuler, “Innovating a Turnaround at LEGO,” Harvard Business Review, September 2009, pp. 20-21; Kim Hjelmgaard, “Lego, Refocusing on Bricks, Builds on Image,” Wall Street Journal, December 24, 2009; Paul Grimaldi, “Consumers Design Products Their Way,” Knight Ridder Tribune Business News, November 25, 2006. 5. For some definitions, see AMA Dictionary from the American Marketing Association, www. ama. org/resources/Pages/Dictionary. aspx. 6. Richard Mc Gill Murphy, “Rising Stars,” Fortune, September 6, 2010, pp. 110-16; since that analyst statement, some legal and cost issues have muddied the water, see Robert Langreth, “Intuitive Surgical Declines on Warning Letter from FDA,” Bloomberg, July 20, 2013. 7. Some of these bases are discussed in David A. Garvin, “Competing on the Eight Dimensions of Quality,” Harvard Business Review, November-December 1987, pp. 101-9. 8. Marco Bertini, Elie Ofek, and Dan Ariely, “The Impact of Add-On Features on Product Evaluations,” Journal of Consumer Research 36 (June 2009), pp. 17-28; Tripat Gill, “Convergent Products: What Functionalities Add More Value to the Base,” Journal of Marketing 72 (March 2008), pp. 46-62; Robert J. Meyer, Sheghui Zhao, and Jin K. Han, “Biases in Valuation vs. Usage of Innovative Product Features,” Marketing Science 27 (November-December 2008), pp. 1083-96. 9. Debora Viana Thompson, Rebecca W. Hamilton, and Roland Rust, “Feature Fatigue: When Product Capabilities Become Too Much of a Good Thing,” Journal of Marketing Research 42 (November 2005), pp. 431-42. 10. Sami Haj-Assaad, “Are German Cars Reliable? The Myth of 'German Engineering,'” www. autoguide. com, May 10, 2012; Cheryl Jensen, “Honda Repeats, Ford Surges and Mercedes Tumbles in 2011 Consumer Reports Study,” www. wheels. blogs. nytimes. com, February 28, 2011; Peter Gumbel, “How Dr. Z Plans to Fix Mercedes,” www. 81. Ashlee Vance, “Shutterfly's Improbably Long Lifespan,” Bloomberg Businessweek, January 7, 2013, pp. 33-34. 82. “The Paper Chase,” Special Advertising Section, Fortune, January 14, 2013. 83. Emily Glazer, “National Envelope Files for Bankruptcy Protection,” Wall Street Journal, June 10, 2013; Joann S. Lublin, “Pitney Bowes Readies 21st Century Message,” Wall Street Journal, June 25, 2013. 84. Jorge Cauz, “Encyclopædia Britannica's President on Killing Off a 244-Year-Old Product,” Harvard Business Review, March 2013, pp. 39-42. 85. Nick Bunkley, “Pontiac Falls from Muscle Car Glory to Graveyard,” New York Times, October 29, 2010. 86. Rajan Varadarajan, Mark P. De Fanti, and Paul S. Busch, “Brand Portfolio, Corporate Image, and Reputation: Managing Brand Deletions,” Journal of the Academy of Marketing Science 34 (Spring 2006), pp. 195-205; Stephen J. Carlotti Jr., Mary Ellen Coe, and Jesko Perrey, “Making Brand Portfolios Work,” Mc Kinsey Quarterly 4 (2004), pp. 24-36; Nirmalya Kumar, “Kill a Brand, Keep a Customer,” Harvard Business Review, December 2003, pp. 86-95. 87. Laurence P. Feldman and Albert L. Page, “Harvesting: The Misunderstood Market Exit Strategy,” Journal of Business Strategy (Spring 1985), pp. 79-85; Philip Kotler, “Harvesting Strategies for Weak Products,” Business Horizons, August 1978, pp. 15-22. 88. Rob Walker, “Can Ghost Brands ...,” International Herald Tribune, May 17-18, 2008, pp. 17-18; Peter Carbona, “The Rush to Grab Orphan Brands,” Business Week, August 3, 2009, pp. 47-48. 89. Stuart Elliott, “Those Shelved Brands Start to Look Tempting,” New York Times, August 21, 2008. 90. Peter N. Golder and Gerard J. Tellis, “Growing, Growing, Gone: Cascades, Diffusion, and Turning Points in the Product Life Cycle,” Marketing Science 23 (Spring 2004), pp. 207-18. 91. Youngme Moon, “Break Free from the Product Life Cycle,” Harvard Business Review, May 2005, pp. 87-94. 92. Hubert Gatignon and David Soberman, “Competitive Response and Market Evolution,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London, UK: Sage Publications, 2002), pp. 126-47; Robert D. Buzzell, “Market Functions and Market Evolution,” Journal of Marketing 63 (Special Issue 1999), pp. 61-63. 93. Philip Kotler and John A. Caslione, Chaotics: The Business and Marketing in the Age of Turbulence (New York: AMACOM, 2009). 94. Raji Srinivasan, Arvind Rangaswamy, and Gary L. Lilien, “Turning Adversity into Advantage: Does Proactive Marketing During Recession Pay Off?,” International Journal of Research in Marketing 22 (June 2005), pp. 109-25. 95. Jon Fine, “Why General Mills Marketing Pays Off,” Business Week, July 27, 2009, pp. 67-68; Matthew Boyle, “Snap, Crackle, Pop at the Food Giants,” Business Week, October 6, 2008, p. 48. 96. Philip Lay, Todd Hewlin, and Geoffrey Moore, “In a Downturn, Provoke Your Customers,” Harvard Business Review, March 2009, pp. 48-56. 97. John A. Quelch and Katherine E. Jocz, “How to Market in a Downturn,” Harvard Business Review, April 2009, pp. 52-62. 98. Maria Bartiromo, “Facetime: Inside a Company Resetting for Recovery,” Business Week, July 13 and 20, 2009, pp. 15-17. 99. Steve Hamm, “The New Age of Frugality,” Business Week, October 20, 2008, pp. 55-58. 100. Jane Porter and Burt Heim, “Doing Whatever Gets Them in the Door,” Business Week, June 30, 2008, p. 60. 101. David Taylor, David Nichols, Diego Kerner, and Anne Charbonneau, “Leading Brands Out of the Recession,” Brandgym Research Paper 2, www. brandgym. com, September 2009. 102. Todd Wasserman, “Maverick CMOs Try Going without TV,” Brandweek, January 24, 2009. 103. Maureen Scarpelli, “Dentists Step Up Marketing Efforts as Patients Scrimp by Skipping Visits,” Wall Street Journal, August 11, 2009. 104. Peter J. Williamson and Ming Zeng, “Value for Money Strategies for Recessionary Times,” Harvard Business Review, March 2009, pp. 66-74.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E29Asutosh Padhi, and Jim Williams, “Designing Products for Value,” Mc Kinsey Quarterly, October 2012. 32. Ulrich R. Orth and Keven Malkewitz, “Holistic Package Design and Consumer Brand Impressions,” Journal of Marketing 72 (May 2008), pp. 64-81. 33. Todd Wasserman, “Thinking by Design,” Brandweek, November 3, 2008, pp. 18-21. 34. Rachel Lamb, “How Will Bang & Olufsen's Lower-End Product Line Affect the Brand?,” Luxury Daily, January 12, 2012; Andrew Cave, “Bang & Olufsen Chief Pumps Up the Volume to Make Another Killing for Denmark,” The Telegraph, December 2, 2012; Jay Green, “Where Designers Rule,” Business Week, November 5, 2007, pp. 46-51; Deborah Steinborn, “Talking about Design,” Wall Street Journal, June 23, 2008, p. R6; www. bang-olufsen. com; note that the Beo Lab 8000 was replaced by the Beo Lab 8002 in 2010. 35. Andrew Roberts, “Louis Vuitton Tops Hermes as World's Most Valuable Luxury Brand,” Bloomberg Businessweek, May 21, 2012. 36. Thomas Tochterman and Linda Dauriz, “Luxury Lifestyle: Business Beyond Buzzwords,” Mc Kinsey white paper report, www. mckinsey. com, June 2012. For recessionary effects on luxury goods, see Wagner A. Kamakura and Rex Yuxing Du, “How Economic Contractions and Expansions Affect Expenditure Patterns,” Journal of Consumer Research, 39 (August 2012), pp. 229-47. 37. Stellene Volande, “The Secret to Hermès's Success,” Departures, November-December 2009, pp. 110-12; Cathy Horyn, “Why So Stodgy, Prada. com?,” New York Times, December 30, 2009. 38. Tricia Carr, “Sub-Zero Pushes Products via Digital Quiz,” Luxury Daily, April 4, 2012; “Creative Campaigns from Massage Envy, Sub-Zero and Hoveround,” Direct Marketing News, May 17, 2010; Beth Snyder Bulik, “Sub-Zero Keeps Its Cool in a Value-Obsessed Economy,” Advertising Age, May 25, 2009, p. 14. 39. “Patrón Tequila Picks Up Steam, Heads toward 2M Cases,” Shanken News Daily, April 12, 2012; Elizabeth Behrman, “Staying Ahead, On and Off the Track,” Tampa Bay Times, March 9, 2012; Christopher Palmeri, “The Barroom Brawl over Patron,” Business Week, September 17, 2007, p. 72. 40. Ariel Adams, “Montblanc on How to Be a Luxury Brand for Many,” Forbes, March 14, 2013; Lorna Pappas, “Montblanc CEO Shares Pricing and Brand Marketing Insights,” Retail Touchpoints, October 19, 2012; Ken Kamen, “Investors Should Take a Page from Montblanc's Successful Strategy,” Forbes, December 20, 2011. 41. Mignon Reyneke, Alexandra Sorokác ˘ ová, and Leyland Pitt, “Managing Brands in Times of Economic Downturn: How Do Luxury Brands Fare?,” Journal of Brand Management 19 (April 2012), pp. 457-66. 42. Christina Binkley, “Like Our Sunglasses? Try Our Vodka! Brand Extensions Get Weirder, Risking Customer Confusion,” Wall Street Journal, November 8, 2007. 43. “Luxury Habits Mature in China,” www. warc. com, December 21, 2012; “China Becomes Biggest Luxury Market,” www. warc. com, December 17, 2012. 44. Andrew Roberts, “Building Luxury Brand Loyalty via Exclusive Experiences,” Businessweek, January 31, 2013. 45. Brett Berk, “Extreme Test Drive,” Bloomberg Businessweek, May 14, 2012; www. porsche. com/usa/eventsandracing/sportdrivingschool, accessed June 2, 2014. 46. “Luxury Brands Fall Short on the Web,” www. warc. com, January 21, 2103; “Gucci Sees Mobile Success,” www. warc. com, March 12, 2013; “Fashion Giants Fail on Digital in China,” www. warc. com, March 22, 2013; “Luxury Apps Fall Short,” www. warc. com, February 21, 2103. 47. Natalie Zmuda, “How the Recession Changed the Luxury-Advertising Landscape,” Advertising Age, April 25, 2011. 48. “Levi's Introduces New Waste<Less Jean Using Recycled Materials,” Daily News, August 21, 2013; Flemmich Webb, “Rubbish Jeans: How Levi's Is Turning Plastic into Fashion,” The Guardian, April 18, 2013; Herb Weisbaum, “Would You Wear These? Jeans Made from Recycled Plastic Bottles,” Today, March 13, 2013; Susan Berfield, “Levi's Has a money. cnn. com, July 13, 2009; Chris Shunk, “Paradox: As Quality Improves, Mercedes-Benz Dealership Profits Decline,” Automotive News, January 27, 2009; Gail Edmondson, “Mercedes Gets Back up to Speed,” Business Week, November 13, 2006, pp. 46-47. 11. David Kesmodel, “No Glass Ceiling for the Best Job in the Universe,” Wall Street Journal, June 29, 2010. 12. Bernd Schmitt and Alex Simonson, Marketing Aesthetics: The Strategic Management of Brand, Identity, and Image (New York: Free Press, 1997). 13. Mark Brohan, “Nike's Web Sales Flourish in Fiscal 2010,” Internet Retailer, June 30, 2010. 14. Rupal Parekh, “Personalized Products Please but Can They Create Profit,” Advertising Age, May 20, 2012; www. us. burberry. com/store/ bespoke; Paul Sonne, “Mink or Fox? The Trench Gets Complicated,” Wall Street Journal, November 3, 2011. 15. Stanley Reed, “Rolls-Royce at Your Service,” Business Week, November 15, 2005, pp. 92-93; Rolls-Royce, www. rolls-royce. com/civil/services, accessed March 16, 2014; “Rolls-Royce Engine Support,” Aviation Today, June 1, 2006. 16. Mohanbir Sawhney, Robert C. Wolcott, and Inigo Arroniz, “The 12 Different Ways for Companies to Innovate,” MIT Sloan Management Review (April 1, 2006); “Cemex Demand Forecasting, Inventory Management and Route Planning,” www. CAv QM. com, September 29, 2010. 17. "Goodyear Launches Tire Services," Fleet Owner Exclusive Insight, February 22, 2012. 18. Chris Prentice, “The Washers and Dryers that Talk Back,” Bloomberg Businessweek, August 9, 2010. 19. Paul Mc Dougall, "Movado Builds Customer Ties with Repair Process," Informationweek, September 17, 2012. 20. Karen Talley, “The Holiday-Gift Return Free-for-All,” Wall Street Journal, December 23, 2012. 21. Beth Teitell, “I Hate It. I'll Never Wear It. But I Won't Return It.,” Boston Globe, January 1, 2011. 22. J. Andrew Petersen and V. Kumar, “Can Product Returns Make You Money?,” MIT Sloan Management Review 51 (Spring 2010), pp. 85-89. 23. This section is based on a comprehensive treatment of product returns: James Stock, Thomas Speh, and Herbert Shear, “Managing Product Returns for Competitive Advantage,” MIT Sloan Management Review (Fall 2006), pp. 57-62. See also J. Andrew Petersen and V. Kumar, “Can Product Returns Make You Money?,” MIT Sloan Management Review (Spring 2010), pp. 85-89. 24. Dave Blanchard, “Moving Forward in Reverse,” Logistics Today, July 12, 2005; Kelly Shermach, “Taming CRM in the Retail Sector,” CRM Buyer, October 12, 2006; www. epinions. com, June 28, 2010. 25. Ravindra Chitturi, Rajagopal Raghunathan, and Vijay Mahajan, “Delight by Design: The Role of Hedonic versus Utilitarian Benefits,” Journal of Marketing 72 (May 2008), pp. 48-63. 26. Linda Tischler, “The United States of Design,” Fast Company, October 2011. 27. Levent Ozler, “Winners of 2013 International Design Excellence Awards,” Designer, July 1, 2013; Megan Rose Dickey, “THE DESIGN 75: The Best Designers in Technology,” Business Insider, May 7, 2013; “The World's Most Innovative Companies,” Forbes, August 14, 2013. 28. Haydn Shaughnessy, “How Samsung Competes with Apple In Design,” Forbes, April 19, 2013; “Samsung Wins 39 i F Design Awards This Year!,” Samsung Tomorrow, March 25, 2013; Melissa J. Perneson, “An Inside Look at Samsung's Approach to Product Design,” Tech Hive, January 9, 2013. 29. Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture, and Consciousness (New York: Harper Collins, 2003). 30. Elena Bergeron, “Keeping Eyes on the Rides,” Fast Company, September 2012, p. 34. 31. Joe Mc Kendrick, “Bringing Design Thinking to Information Technology,” ZDNet, April 29, 2013. See also Ananth Narayanan,	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E30 Endnotes 66. Eric T. Anderson and Duncan I. Simester, “Does Demand Fall when Customers Perceive That Prices Are Unfair? The Case of Premium Pricing for Large Sizes,” Marketing Science 27 (May-June 2008), pp. 492-500. 67. “2014 Subaru Outback Review,” www. edmunds. com, accessed August 17, 2013. 68. Ricard Gil and Wesley R. Hartmann, “Empirical Analysis of Metering Price Discrimination: Evidence from Concession Sales at Movie Theaters,” Marketing Science 28 (November-December 2009), pp. 1046-62. 69. Rick Aristotle Munarriz, “Why Hewlett-Packard Will Never Be Great Again,” Daily Finance, August 8, 2012; Kevin Kelleher, “HP's Printer Problem,” Fortune, March 29, 2012; Connie Guglielmo, “Hewlett-Packard Says Printer Business Is 'Healthy,'” Bloomberg News, December 22, 2009; “HP Annual Report 2008. ” 70. R. Venkatesh and Vijay Mahajan, “The Design and Pricing of Bundles: A Review of Normative Guidelines and Practical Approaches,” Vithala R. Rao, ed., Handbook of Pricing Research in Marketing (Northampton, MA: Edward Elgar Publishing Company, 2009), pp. 232-57. 71. Jerilyn Klein Bier, “Want to Make A Bundle? Try Bundling,” Automotive News, March 28, 2012. 72. Dilip Soman and John T. Gourville, “Transaction Decoupling: How Price Bundling Affects the Decision to Consume,” Journal of Marketing Research 38 (February 2001), pp. 30-44; Ramanathan Subramaniam and R. Venkatesh, “Optimal Bundling Strategies in Multiobject Auctions of Complements or Substitutes,” Marketing Science 28 (March-April 2009), pp. 264-73. 73. Anita Elberse, “Bye-Bye Bundles: The Unbundling of Music in Digital Channels,” Journal of Marketing 74 (May 2010), pp. 107-23. 74. Tansev Geylani, J. Jeffrey Inman, and Frenkel Ter Hofstede, “Image Reinforcement or Impairment: The Effects of Co-Branding on Attribute Uncertainty,” Marketing Science 27 (July-August 2008), pp. 730-44; Ed Lebar, Phil Buehler, Kevin Lane Keller, Monika Sawicka, Zeynep Aksehirli, and Keith Richey, “Brand Equity Implications of Joint Branding Programs,” Journal of Advertising Research 45 (December 2005). 75. Based in part on a talk by Nancy Bailey, “Using Licensing to Build the Brand,” Brand Masters Conference, December 7, 2000. 76. Philip Kotler and Waldermar Pfoertsch, Ingredient Branding: Making the Invisible Visible (Heidelberg, Germany: Springer-Verlag, 2011). 77. Simon Graj, “Intel, Gore-Tex and Eastman: The Provenance of Ingredient Branding,” Forbes, July 10, 2013; Anil Jayaraj, “Solving Ingredient Branding Puzzle,” Business Standard, August 13, 2012. 78. "Facts and Figures," www. vibram. com, accessed August 17, 2013. 79. Kalpesh Kaushik Desai and Kevin Lane Keller, “The Effects of Brand Expansions and Ingredient Branding Strategies on Host Brand Extendibility,” Journal of Marketing 66 (January 2002), pp. 73-93. 80. Martin Bishop, “Finding Your Nemo: How to Survive the Dangerous Waters of Ingredient Branding,” Chief Executive, March 15, 2010. 81. “Du Pont Receives Corporate Innovation Award,” Du Pont, www. dupont. com, November 13, 2009. 82. Kevin Lane Keller, Strategic Brand Management, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 2013). See also Philip Kotler and Waldemar Pfoertsch, B2B Brand Management (New York: Springer, 2006). 83. “New and Improved?,” Consumer Reports, September 2013, pp. 12-13. 84. Howard Fox, “The Secret Language of Colour,” Brands & Branding, October 2010, pp. 48-50. See also Lauren Labrecque and George Milne, “Exciting Red and Competent Blue: The Importance of Color in Marketing,” Journal of the Academy of Marketing Science 40 (September 2012), pp. 711-27; and Niki Hynes, “Colour and Meaning in Corporate Logos: An Empirical Study,” Journal of Brand Management 16 (July/August 2009), pp. 545-55. 85. Stuart Elliott, “Tropicana Discovers Some Buyers Are Passionate about Packaging,” New York Times, February 23, 2009; Linda Tischler, “Never Mind! Pepsi Pulls Much-Loathed Tropicana Packaging,” Fast New Color for Blue Jeans: Green,” Bloomberg Businessweek, October 18, 2012. 49. For branding advantages of a product system, see Ryan Rahinel and Joseph P. Redden, “Brands as Product Coordinators: Matching Brands Make Joint Consumption Experiences More Enjoyable,” Journal of Consumer Research 39 (April 2013), pp. 1290-99. 50. In reality, Tide's product line is actually deeper and more complex. There are nine powder products, 17 liquid products, one stain release product, one Tide to Go product, one Tide washing machine cleaner, and nine Tide accessories. 51. A. Yesim Orhun, “Optimal Product Line Design when Consumers Exhibit Choice Set-Dependent Preferences,” Marketing Science 28 (September-October 2009), pp. 868-86; Robert Bordley, “Determining the Appropriate Depth and Breadth of a Firm's Product Portfolio,” Journal of Marketing Research 40 (February 2003), pp. 39-53; Peter Boatwright and Joseph C. Nunes, “Reducing Assortment: An Attribute-Based Approach,” Journal of Marketing 65 (July 2001), pp. 50-63. 52. Ryan Hamilton and Alexander Chernev, “The Impact of Product Line Extensions and Consumer Goals on the Formation of Price Image,” Journal of Marketing Research 47 (February 2010), pp. 51-62. 53. Adapted from a Hamilton Consultants white paper, December 1, 2000. 54. This illustration is found in Benson P. Shapiro, Industrial Product Policy: Managing the Existing Product Line (Cambridge, MA: Marketing Science Institute, 1977), pp. 3-5, 98-101. 55. Tim Higgins, “Mercedes Adds Coupe to U. S. C-Class Line in Bid to Top BMW: Cars,” www. bloomberg. com, September 26, 2011. 56. Aner Sela, Jonah Berger, and Wendy Liu, “Variety, Vice and Virtue: How Assortment Size Influences Option Choice,” Journal of Consumer Research 35 (April 2009), pp. 941-51; Cassie Mogilner, Tamar Rudnick, and Sheena S. Iyengar, “The Mere Categorization Effect: How the Presence of Categories Increases Choosers' Perceptions of Assortment Variety and Outcome Satisfaction,” Journal of Consumer Research 35 (August 2008), pp. 202-15; John Gourville and Dilip Soman, “Overchoice and Assortment Type: When and Why Variety Backfires,” Marketing Science 24 (Summer 2005), pp. 382-95. 57. Ellen Byron, “Tide Turns 'Basic' for P&G in Slump,” Wall Street Journal, August 6, 2009; Dan Sewell, “P&G Ends 'Tide Basic' Test, No Word on Plans,” Bloomberg Businessweek, June 23, 2010. 58. Timothy B. Heath, Devon Del Vecchio, and Michael S. Mc Carthy, “The Asymmetric Effects of Extending Brands to Lower and Higher Quality,” Journal of Marketing 75 (July 2011), pp. 3-20. 59. “BMW Group Posts Highest Sales Ever in 2012,” PR Newswire, January 10, 2013; Alex Taylor III, “Bavaria's Next Top Model,” Fortune, March 30, 2009, pp. 100-3; Alex Taylor III, “The Ultimate Fairly Inexpensive Driving Machine,” Fortune, November 1, 2004, pp. 130-40. 60. Steuart Henderson Britt, “How Weber's Law Can Be Applied to Marketing,” Business Horizons, February 1975, pp. 21-29. 61. Brett R. Gordon, “A Dynamic Model of Consumer Replacement Cycles in the PC Processor Industry,” Marketing Science 28 (September-October 2009), pp. 846-67; Raghunath Singh Rao, Om Narasimhan, and George John, “Understanding the Role of Trade-Ins in Durable Goods Markets: Theory and Evidence,” Marketing Science 28 (September-October 2009), pp. 950-67. 62. Scott Cendrowski, “Nike's New Marketing Mojo,” Fortune, February 13, 2012. 63. Nirmalya Kumar, “Kill a Brand, Keep a Customer,” Harvard Business Review, December 2003, pp. 86-95. 64. Laurens M. Sloot, Dennis Fok, and Peter Verhoef, “The Short-and Long-Term Impact of an Assortment Reduction on Category Sales,” Journal of Marketing Research 43 (November 2006), pp. 536-48. 65. Joann Muller, “How Volkswagen Will Rule the World,” Forbes, April 17, 2013; “Volkswagen Brand Turnaround Drives Q1 Group Profits,” Reuters, April 29, 2010; Andreas Cremer, “VW in 'Last Attempt' to Save Seat amid Spanish Crisis,” Bloomberg Businessweek, May 14, 2010; George Rädler, Jan Kubes, and Bohdan Wojnar, “Skoda Auto: From 'No-Class' to World-Class in One Decade,” Critical EYE 15 (July 2006).	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E31Uncertainty,” Journal of Consumer Research 39 (December 2012), pp. 831-47. 8. “After Recent Cruise Disasters, Carnival Tries to Right the Ship,” CBS News, September 3, 2013; Brad Tuttle, “Four Months after the 'Poop Cruise,' the Carnival Triumph Sails Again—and Is Sold Out,” Time, June 14, 2013; Allan Adamson and Chekitan Dev, “Can Carnival Recover from the Damage to Its Brand?,” Marketing Daily, April 12, 2013; “Cruise Ship Fire Started with Leaking Fuel-Oil Line,” KTLA 5, February 19, 2013; Lateef Mungin and Steve Almasy, “Crippled Cruise Ship Returns; Passengers Happy to Be Back,” CNN, February 15, 2013. 9. For discussion of how the blurring of the line distinguishing products and services changes the meaning of this taxonomy, see Christopher Lovelock and Evert Gummesson, “Whither Services Marketing? In Search of a New Paradigm and Fresh Perspectives,” Journal of Service Research 7 (August 2004), pp. 20-41; and Stephen L. Vargo and Robert F. Lusch, “Evolving to a New Dominant Logic for Marketing,” Journal of Marketing 68 (January 2004), pp. 1-17. 10. Theodore Levitt, “Marketing Intangible Products and Product Intangibles,” Harvard Business Review, May-June 1981, pp. 94-102; Leonard L. Berry, “Services Marketing Is Different,” Business, May-June 1980, pp. 24-29. 11. B. H. Booms and M. J. Bitner, “Marketing Strategies and Organizational Structures for Service Firms,” J. Donnelly and W. R. George, eds., Marketing of Services (Chicago: American Marketing Association, 1981), pp. 47-51. 12. Bernd H. Schmitt, Customer Experience Management (New York: John Wiley & Sons, 2003); Bernd H. Schmitt, David L. Rogers, and Karen Vrotsos (2003), There's No Business That's Not Show Business: Marketing in an Experience Culture (Upper Saddle River, NJ: Prentice Hall Financial Times, 2004). 13. For some emerging research results on the effects of creating time and place service separation, see Hean Tat Keh and Jun Pang, “Customer Reaction to Service Separation,” Journal of Marketing 74 (March 2010), pp. 55-70. 14. “The Client: Larry Traxler and Dave Horton, Hilton,” Hospitality Style, November 15, 2012; David Carey, “Cleaning Up at Hilton,” The Deal Magazine, July 22, 2011; “Hilton Brand Unveils New Lobby Look,” National Real Estate Investor, April 19, 2011; “Princess Cruises, Hilton Hotels, Southwest Airlines, and Enterprise Rental Cars Rank Highest in Brand Equity by Category: 2010 Harris Poll Equi Trend Results,” Harris Interactive, March 23, 2010. 15. Rebecca J. Slotegraaf and J. Jeffrey Inman, “Longitudinal Shifts in the Drivers of Satisfaction with Product Quality: The Role of Attribute Resolvability,” Journal of Marketing Research 41 (August 2004), pp. 269-80. 16. The material in this paragraph is based in part on Valarie Zeithaml, Mary Jo Bitner, and Dwayne D. Gremler, “Service Innovation and Design,” Services Marketing: Integrating Customer Focus across the Firm, 6th ed. (New York: Mc Graw-Hill, 2013), chapter 8. 17. John De Vine, Shyam Lal, and Michael Zea, “The Human Factor in Service Design,” Mc Kinsey Quarterly, January 2012; G. Lynn Shostack, “Service Positioning through Structural Change,” Journal of Marketing 51 (January 1987), pp. 34-43. 18. Vikas Mittal, Wagner A. Kamakura, and Rahul Govind, “Geographical Patterns in Customer Service and Satisfaction: An Empirical Investigation,” Journal of Marketing 68 (July 2004), pp. 48-62. 19. Jeffrey F. Rayport, Bernard J. Jaworski, and Ellie J. Kyung, “Best Face Forward: Improving Companies' Service Interface with Customers,” Journal of Interactive Marketing 19 (Autumn 2005), pp. 67-80; Asim Ansari and Carl F. Mela, “E-Customization,” Journal of Marketing Research 40 (May 2003), pp. 131-45. 20. W. Earl Sasser, “Match Supply and Demand in Service Industries,” Harvard Business Review, November-December 1976, pp. 133-40. 21. Steven M. Shugan and Jinhong Xie, “Advance Selling for Services,” California Management Review 46 (Spring 2004), pp. 37-54; Eyal Biyalogorsky and Eitan Gerstner, “Contingent Pricing to Reduce Price Risks,” Marketing Science 23 (Winter 2004), pp. 146-55. Company, February 23, 2009; Natalie Zmuda, “Tropicana Line's Sales Plunge 20% Post-Rebranding,” Advertising Age, April 2, 2009; Kenneth Hein, “Tropicana Squeezes Out Fresh Design with a Peel,” Brandweek, January 19, 2009, p. 30. 86. John Pflueger, “How Dell Turned Bamboo and Mushrooms into Environmental-Friendly Packaging,” MIT Sloan Management Review, July 17, 2012; Caroline Lennon, “5 Companies Producing Products with Eco-Friendly Packaging,” One Green Planet, April 2, 2013. 87. Sarah Skidmore, “Sun Chips Biodegradable Bag Made Quieter for Critics,” Huffington Post, February 24, 2011; Bruce Horovitz, “Frito-Lay Sends Noisy, 'Green' Sun Chips Bag to the Dump,” USA Today, October 5, 2010; Suzanne Vranica, “Snack Attack: Chip Eaters Make Noise about a Crunchy Bag,” Wall Street Journal, August 18, 2010. 88. John C. Kozup, Elizabeth H. Creyer, and Scot Burton, “Making Healthful Food Choices: The Influence of Health Claims and Nutrition Information on Consumers' Evaluations of Packaged Food Products and Restaurant Menu Items,” Journal of Marketing 67 (April 2003), pp. 19-34; Siva K. Balasubramanian and Catherine Cole, “Consumers' Search and Use of Nutrition Information: The Challenge and Promise of the Nutrition Labeling and Education Act,” Journal of Marketing 66 (July 2002), pp. 112-27. 89. Sean Poulter, “How Food Labels Can Mislead Shoppers about Fat Content,” Daily Mail, September 1, 2010. For some FDA background, see “Guidance for Industry: A Food Labeling Guide,” www. fda. gov/ food/Guidance Regulation, October 2009. 90. Robert Berner, “Watch Out, Best Buy and Circuit City,” Business Week, November 21, 2005, pp. 46-48. 91. Tao Chen, Ajay Kalra, and Baohung Sun, “Why Do Consumers Buy Extended Service Contracts,” Journal of Consumer Research 36 (December 2009), pp. 611-23. 92. Chris Serres, “More Electronics Buyers Skip Extended Warranties,” Minneapolis Star Tribune, July 14, 2007. For an empirical study, see Junhong Chu and Pradeep K. Chintagunta, “Quantifying the Economic Value of Warranties in the U. S. Server Market,” Marketing Science 28 (January-February 2009), pp. 99-121. Chapter 14 1. Leonard L. Berry, On Great Service: A Framework for Action (New York: Free Press, 2006), as well as others of his texts. 2. John Adams, “How USAA Innovates Online Banking,” American Banker, September 1, 2012; David Rohde, “In the Era of Greed, Meet America's Good Bank: USAA,” The Atlantic, January 27, 2012; Jena Mc Gregor, “USAA's Battle Plan,” Bloomberg Business Week, March 1, 2010; “Customer Service Champs,” Business Week, March 5, 2007; Allison Enright, “Serve Them Right,” Marketing News, May 1, 2006. 3. “Employment by Major Industry Sector, 2000, 2010, and Projected 2020,” Bureau of Labor Statistics, www. bls. gov, February 1, 2012. 4. For a thorough review of academic research into services, see Roland T. Rust and Tuck Siong Chung, “Marketing Models of Service and Relationships,” Marketing Science 25 (November-December 2006), pp. 560-80; and Roland T. Rust and Ming-Hui Huang, Service Marketing: Insights and Direction, Fast Forward Series (Cambridge, MA: Marketing Science Institute, 2011). 5. Annie Gasparro, “A New Test for Panera's Pay-What-You-Can,” Wall Street Journal, June 4, 2013; Brandon Gutman, “Panera Bread Doubles Digital Spend from Last Year,” Forbes, February 20, 2013; Stuart Elliott, “Selling Products by Selling Shared Values,” New York Times, February 13, 2013; Ben Fox, “Panera Bread Net up 34% on Same Store Sales Growth,” Wall Street Journal, February 5, 2013; Beth Kowitt, “A Founder's Bold Gamble on Panera,” Fortune, August 13, 2012; Jenn Abelson, “Bread and Circumstance,” Boston. com, February 14, 2010; Kate Rockwood, “Rising Dough,” Fast Company, October 2009, pp. 69-71. 6. Valarie A. Zeithaml, “How Consumer Evaluation Processes Differ between Goods and Services,” J. Donnelly and W. R. George, eds., Marketing of Services (Chicago: American Marketing Association, 1981), pp. 186-90. 7. Jin Sun, Hean Tat Keh, and Angela Y. Lee, “The Effect of Attribute Alignability on Service Evaluation: The Moderating Role of	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E32 Endnotes Commitment, and Organizational Citizenship Behaviors,” Journal of Marketing 68 (January 2004), pp. 128-46. 37. Dan Heath and Chip Heath, “I Love You. Now What?,” Fast Company, October 2008, pp. 95-96. 38. Evan Hessel, “Kung Pao Chicken for the Soul,” Forbes, April 21, 2008, pp. 106-7. 39. Jeffrey Hollender, “Lessons We Can All Learn from Zappos CEO Tony Hsieh,” The Guardian, March 14, 2013; Tricia Morris, “Using Metrics to Create a Zappos-Like Customer Service Culture,” Parature, November 13, 2012; Mig Pascual, “Zappos: 5 Out-of-the-Box Ideas for Keeping Employees Engaged,” U. S. News, October 30, 2012; Helen Coster, “A Step Ahead,” Forbes, June 2, 2008, pp. 78-80; Paula Andruss, “Delivering Wow through Service,” Marketing News, October 15, 2008, p. 10; Jeffrey M. O'Brien, “Zappos Knows How to Kick It,” Fortune, February 2, 2009, pp. 55-60; Brian Morrissey, “Amazon to Buy Zappos,” Adweek, July 22, 2009; Christopher Palmeri, “Now for Sale, the Zappos Culture,” Bloomberg Business Week, January 11, 2010, p. 57. 40. Frances X. Frei, “The Four Things a Service Business Must Get Right,” Harvard Business Review, April 2008, pp. 70-80. 41. Christian Gronroos, “A Service-Quality Model and Its Marketing Implications,” European Journal of Marketing 18 (1984), pp. 36-44. 42. Detelina Marinova, Jun Ye, and Jagdip Singh, “Do Frontline Mechanisms Matter? Impact of Quality and Productivity Orientations on Unit Revenue, Efficiency, and Customer Satisfaction,” Journal of Marketing 72 (March 2008), pp. 28-45. 43. Christian Gronroos, “A Service-Quality Model and Its Marketing Implications,” European Journal of Marketing 18 (1984), pp. 36-44. 44. Ad de Jong, Ko de Ruyter, and Jos Lemmink, “Antecedents and Consequences of the Service Climate in Boundary-Spanning Self-Managing Service Teams,” Journal of Marketing 68 (April 2004), pp. 18-35; Michael D. Hartline and O. C. Ferrell, “The Management of Customer-Contact Service Employees: An Empirical Investigation,” Journal of Marketing 60 (October 1996), pp. 52-70; Christian Homburg, Jan Wieseke, and Torsten Bornemann, “Implementing the Marketing Concept at the Employee-Customer Interface: The Role of Customer Need Knowledge,” Journal of Marketing 73 (July 2009), pp. 64-81; Chi Kin (Bennett) Yim, David K. Tse, and Kimmy Wa Chan, “Strengthening Customer Loyalty through Intimacy and Passion: Roles of Customer-Firm Affection and Customer-Staff Relationships,” Journal of Marketing Research 45 (December 2008), pp. 741-56. 45. “Charles Schwab Launches Brokerage and Schwab Bank Mobile Deposit for i Pad,” www. markets. on. nytimes. com, September 11, 2011; Sheridan Prasso, “Charles Schwab's Money Moves,” Fortune, June 13, 2011; Betsy Morris, “Chuck Schwab Is Worried about the Small Investor. Does That Mean We Should Be Worried Too?,” Bloomberg Businessweek, May 31, 2010; Rob Markey, Fred Reichheld, and Andreas Dullweber, “Closing the Customer Feedback Loop,” Harvard Business Review, December 2009, pp. 43-47. 46. William Baldwin, “Who Needs Bank Branches?,” Forbes, August 22, 2011. 47. Michael Sanserino and Cari Tuna, “Companies Strive Harder to Please Customers,” Wall Street Journal, July 27, 2009, p. B4. 48. Jena Mc Gregor, “When Service Means Survival,” Business Week, March 2, 2009, pp. 26-30. 49. Roland T. Rust and Ming-Hui Huang, “Optimizing Service Productivity,” Journal of Marketing 76 (March 2012), pp. 47-66. 50. Linda Ferrell and O. C. Ferrell, “Redirecting Direct Selling: High-touch Embraces High-tech,” Business Horizons 55 (May 2012), pp. 273-81. 51. Heather Green, “How Amazon Aims to Keep You Clicking,” Business Week, March 2, 2009, pp. 34-40. 52. Allison Enright, “Live Chat Use Is on the Rise, Survey Says,” Internet Retailer, May 10, 2011. 53. Gregory Jones, “Jim Weddle Is Positioning Edward Jones to Be the Top of Mind Choice,” Smart Business, May 31, 2013; www. edwardjones. com/en_US/different/index. html, accessed June 2, 2014; 22. Karl Taro Greenfeld, “Fast and Furious,” Bloomberg Businessweek, May 9, 2011. 23. David Fickling, “Singapore Airlines' Competition Rises,” Bloomberg Businessweek, May 17, 2012; Loizos Heracleous and Jochen Wirtz, “Singapore Airlines' Balancing Act,” Harvard Business Review, July/ August, 2010; James Wallace, “Singapore Airlines Raises the Bar for Luxury Flying,” Seattle Post Intelligencer, January 18, 2007; Justin Doebele, “The Engineer,” Forbes, January 9, 2006, pp. 122-24; www. singaporeair. com. 24. David Roe, “Forrester's Customer Experience Index: The Good, The Bad and the Poor,” www. cmswire. com, January 17, 2013; “The Emerging Role of Social Customer Experience in Customer Care,” www. lithium. com, May 2013; “The State of Customer Experience, 2012,” white paper, Forrester Research, Inc., April 24, 2012; Josh Bernoff, “Numbers Show Marketing Value in Sustaining Good Customer Service,” Advertising Age, January 17, 2011. 25. Cheryl Conner, “Why Every Organization Needs a Standard Response Time Policy,” Forbes, August 16, 2013; Cheryl Conner, “The 5 Ways Companies Mishandle Online Complaints,” Forbes, August 2, 2013. See also Guda van Noort and Lotte M. Willemsen, “Online Damage Control: The Effects of Proactive versus Reactive Webcare Interventions in Consumer-Generated and Brand-Generated Platforms,” Journal of Interactive Marketing 26 (August 2012), pp. 131-40. 26. “Butterball, LLC,” Hoover's Company Record s, October 15, 2012; Stephanie Warren, “Turkey 911! Butterball's Hotline Saves Your Thanksgiving,” Popular Mechanics, November 23, 2011. 27. Elisabeth Sullivan, “Happy Endings Lead to Happy Returns,” Marketing News, October 30, 2009, p. 20. 28. “How to Provide Customer Self-Service Online,” Inc., accessed August 17, 2012; Nikki Hopewell, “Moyer Is Committed to Delivering a Comcastic Experience,” Marketing News, October 15, 2008, pp. 28-30. 29. https://twitter. com/Delta Assist; “Delta Airlines Tracks the Pulse of Its Customers, Responds with Twitter,” Ragan's PR Daily, 2012; “Delta Assist Brings Airline Customer Service to Facebook,” www. Simpli Flying. com, March 14, 2011; “The Stevie Awards for Sales & Customer Service,” www. stevieawards. com, 2013. 30. Matthew Dixon, Karen Freeman, and Nicholas Toman, “Stop Trying to Delight Your Customers,” Harvard Business Review, July-August 2010, pp. 116-22. 31. Chi Kin (Bennett) Yim, Kimmy Wa Chan, and Simon S. K. Lam, “Do Customers and Employees Enjoy Service Participation? Synergistic Effects of Self-and Other-Efficacy,” Journal of Marketing 76 (November 2012), pp. 121-40; Zhenfeng Ma & Laurette Dubé, “Process and Outcome Interdependency in Frontline Service Encounters,” Journal of Marketing 75 (May 2011), pp. 83-98; Stephen S. Tax, Mark Colgate, and David Bowen, “How to Prevent Your Customers from Failing,” MIT Sloan Management Review (Spring 2006), pp. 30-38. 32. Kimmy Wa Chan, Chi Kin (Bennett) Yim, and Simon S. K. Lam, “Is Customer Participation in Value Creation a Double-Edged Sword? Evidence from Professional Financial Services Across Cultures,” Journal of Marketing 74 (May 2010), pp. 48-64. 33. Valarie Zeithaml, Mary Jo Bitner, and Dwayne D. Gremler, Services Marketing: Integrating Customer Focus across the Firm, 6th ed. (New York: Mc Graw-Hill, 2013). 34. Rachel R. Chen, Eitan Gerstner, and Yinghui (Catherine) Yang, “Customer Bill of Rights Under No-Fault Service Failure: Confinement and Compensation,” Marketing Science 31 (January/ February 2012), pp. 157-71; Michael Sanserino and Cari Tuna, “Companies Strive Harder to Please Customers,” Wall Street Journal, July 27, 2009, p. B4. 35. James L. Heskett, W, Earl Sasser Jr., and Joe Wheeler, Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage (Boston, MA: Harvard Business School Press, 2008). 36. D. Todd Donovan, Tom J. Brown, and John C. Mowen, “Internal Benefits of Service Worker Customer Orientation: Job Satisfaction,	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E33 69. Roger Yu, “Sheraton Has Designs on Fresh Look,” USA Today, August 26, 2008, p. 4B. 70. Bruce Upbin, “Why Hipmunk Is the World's Best Travel Site,” Forbes, June 29, 2012; Luke O'Brien, “Travel Search Gets Hip (Again),” Fast Company, March 2011, p. 40; Tomio Geron, “Priceline Buying Travel Site Kayak for $1. 8 Billion,” Forbes, November 8, 2012; Geoff Colvin, “Kayak Takes on the Big Dogs,” Fortune, September 27, 2012; Michael J. De La Merced, “For Kayak Founders, Winding Journey to an I. P. O. Ends,” New York Times, July 20, 2012. 71. “Minute Clinic Opens Its First Walk-in Medical Clinics Inside CVS/ Pharmacy Stores in Cincinnati and Dayton,” PRNewswire, October 4, 2012; Shelly Banjo, “Wal-Mart's New Health Push,” Wall Street Journal, August 23, 2012; Peter West, “Retail Medical Clinics Offer Quality Care: Study,” Health Day, August 31, 2009; Ellen Mc Girt, “Fast Food Medicine,” Fast Company, September 2007, pp. 37-38. 72. Joe Sharkey, “Clearing Skies for Private Jets,” New York Times, August 20, 2012; Dealbook, “Berkshire Hathaway's Net Jets to Buy Marquis Jet,” New York Times, November 4, 2010; “Kenny Dichter: A Big Idea Takes Off,” Special Advertising Supplement, CIT Behind the Business, Condé Nast Portfolio, September 2007. 73. Meghan Casserly, “Blow Out,” Forbes, November 19, 2012, pp. 66-70; George Anders, “What Is Reddit Worth?,” Forbes, November 19, 2012, pp. 56-60; Nick Leiber, “Elderly Care, A Click Away,” Bloomberg Businessweek, October 29, 2012. 74. Eric Savitz, “Can Ticketmaster CEO Nathan Hubbard Fix the Ticket Market,” Forbes, February 18, 2011. 75. Abbey Klaasen, “How Wells Fargo Has Evolved Its Marketing to Fit a Larger Footprint,” Ad Age, August 20, 2013; Geoff Colvin, “Wells Fargo CEO: Why Americans Are Saving So Much,” Fortune, November 26, 2012; Steve Denning, “Does Wells Fargo Practice Radical Management?,” Forbes, January 30, 2012. 76. Susan M. Keaveney, “Customer Switching Behavior in Service Industries: An Exploratory Study,” Journal of Marketing 59 (April 1995), pp. 71-82. 77. Dave Dougherty and Ajay Murthy, “What Service Customers Really Want,” Harvard Business Review, September 2009, p. 22. 78. Roland T. Rust and Richard L. Oliver, “Should We Delight the Customer?,” Journal of the Academy of Marketing Science 28 (December 2000), pp. 86-94. 79. “American Express Ranks Highest in Customer Service for the Seventh Consecutive Year,” Business Wire, August 22, 2013; Blake Ellis, “America's Favorite Credit Card,” Fortune, August 22, 2013; Geoff Colvin, “How Can American Express Help You?,” Fortune, April 30, 2012; “100 Best Companies to Work For,” Fortune, 2012 80. A. Parasuraman, Valarie A. Zeithaml, and Leonard L. Berry, “A Conceptual Model of Service Quality and Its Implications for Future Research,” Journal of Marketing 49 (Fall 1985), pp. 41-50. See also Michael K. Brady and J. Joseph Cronin Jr., “Some New Thoughts on Conceptualizing Perceived Service Quality,” Journal of Marketing 65 (July 2001), pp. 34-49. 81. Leonard L. Berry and A. Parasuraman, Marketing Services: Competing through Quality (New York: Free Press, 1991), p. 16. 82. Parasuraman, Zeithaml, and Berry, “A Conceptual Model of Service Quality and Its Implications for Future Research,” pp. 41-50. 83. William Boulding, Ajay Kalra, Richard Staelin, and Valarie A. Zeithaml, “A Dynamic Model of Service Quality: From Expectations to Behavioral Intentions,” Journal of Marketing Research 30 (February 1993), pp. 7-27. 84. Roland T. Rust and Tuck Siong Chung, “Marketing Models of Service and Relationships,” Marketing Science 25 (November-December 2006), pp. 560-80; Katherine N. Lemon, Tiffany Barnett White, and Russell S. Winer, “Dynamic Customer Relationship Management: Incorporating Future Considerations into the Service Retention Decision,” Journal of Marketing 66 (January 2002), pp. 1-14. 85. Kent Grayson and Tim Ambler, “The Dark Side of Long-Term Relationships in Marketing Services,” Journal of Marketing Research 36 (February 1999), pp. 132-41. Jena Mc Gregor, “Customer Service Champs,” Business Week, March 5, 2007, pp. 52-64. 54. Paul Hagen, “The Rise of the Chief Customer Officer,” Forbes, February 16, 2011. 55. Suzanne Kapner, “Citi Won't Sleep on Customer Tweets,” Wall Street Journal, October 4, 2012. 56. Jena Mc Gregor, “When Service Means Survival,” Business Week, March 2, 2009, pp. 26-30. 57. John A. Martilla and John C. James, “Importance-Performance Analysis,” Journal of Marketing 41 (January 1977), pp. 77-79. 58. Dave Dougherty and Ajay Murthy, “What Service Customers Really Want,” Harvard Business Review, September 2009, p. 22; for a contrarian point of view, see Edward Kasabov, “The Compliant Customer,” MIT Sloan Management Review (Spring 2010), pp. 18-19. 59. Jeffrey G. Blodgett and Ronald D. Anderson, “A Bayesian Network Model of the Customer Complaint Process,” Journal of Service Research 2 (May 2000), pp. 321-38. 60. Jeroen Schepers, Tomas Falk, Ko de Ruyter, Ad de Jong, and Maik Hammerschmidt, “Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement when Shaping Frontline Employee Behavior?,” Journal of Marketing 76 (November 2012), pp. 1-20; James G. Maxham III and Richard G. Netemeyer, “Firms Reap What They Sow: The Effects of Shared Values and Perceived Organizational Justice on Customers' Evaluations of Complaint Handling,” Journal of Marketing 67 (January 2003), pp. 46-62; Jagdip Singh, “Performance Productivity and Quality of Frontline Employees in Service Organizations,” Journal of Marketing 64 (April 2000), pp. 15-34. 61. Stephen S. Tax, Stephen W. Brown, and Murali Chandrashekaran, “Customer Evaluations of Service Complaint Experiences: Implications for Relationship Marketing,” Journal of Marketing 62 (April 1998), pp. 60-76. 62. Brad Tuttle, “One Airline That Stubbornly Refuses to Pile on the Fees (for Now),” Time, May 7, 2013; Jennifer Rooney, “Southwest Airlines CMO Kevin Krone Explains What's Behind the New Grown-Up Ads,” Forbes, April 22, 2013; Brad Tuttle, “Southwest Airlines: We're Not Really about Cheap Flights Anymore,” Time, March 26, 2013; David Whelan, “All Grown Up,” Forbes, July 18, 2011. Dan Tracy, “Jet Blue Revives Plans for Trainee Hotel at Orlando Airport,” Orlando Sentinel, August 19, 2013; Justin Bachman, “How Jet Blue Aims to Grab Some High-Dollar Traffic,” Bloomberg, June 13, 2013; Robin Farzad and Justin Bachman, “Once High-Flying, Jet Blue Returns to Earth,” Bloomberg Businessweek, April 5, 2012. 63. Lisa Shidler, “John Bogle Tells the Morningstar Crowd Just Why the Vanguard Group Has a Problem,” www. riabiz. com, June 14, 2013; Eric Schurenberg, “How I Did It: John Bogle of the Vanguard Group,” Inc, September 25, 2012. 64. Sarah Turcotte, “Rousing Hotel Retail,” Fast Company, December 2012/January 2013, p. 50; Joseph De Acetis, “Seaside Luxe: Branding the Retail Space to Fit a Resort's Clientele,” Forbes, May 17, 2012. 65. Jessi Hempel, “Salesforce Hits Its Stride,” Fortune, March 2, 2009, pp. 29-32. 66. Leonard Berry, Venkatesh Shankar, Janet Turner Parish, Susan Cadwallader, and Thomas Dotzel, “Creating New Markets through Service Innovation,” Sloan Management Review 47 (Winter 2006), pp. 56-63. 67. Dinah Eng, “The Rise of Cirque du Soleil,” Fortune, November 7, 2011, pp. 39-42; Matt Krantz, “Tinseltown Gets Glitzy New Star,” USA Today, August 24, 2009; Linda Tischler, “Join the Circus,” Fast Company, July 2005, pp. 53-58; “Cirque du Soleil,” America's Greatest Brands 3 (2004); Geoff Keighley, “The Factory,” Business 2. 0, February 2004, p. 102; Robin D. Rusch, “Cirque du Soleil Phantasmagoria Contorts,” Brandchannel. com, December 1, 2003. 68. Thomas Dotzel, Venkatesh Shankar, and Leonard L. Berry, “Service Innovativeness and Firm Value,” Journal of Marketing Research 50 (April 2013), pp. 259-76.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E34 Endnotes 3. “Brands A-Z, Nestlé,” www. nestlé. com, retrieved February 3, 2013. 4. Scott Sanderude, “Growth from Harvesting the Sky: The $200 Million Challenge,” talk at Marketing Science Institute Conference: New Frontiers for Growth, Boston, MA, April 2005. 5. Stephen J. Carson, “When to Give Up Control of Outsourced New-Product Development,” Journal of Marketing 71 (January 2007), pp. 49-66. 6. “2013 Best New Product Awards—Shopping List,” www. betterhomesandgardens. com, retrieved February 3, 2013. 7. For some academic discussion of the effects of new-product introductions on markets, see Harald J. Van Heerde, Carl F. Mela, and Puneet Manchanda, “The Dynamic Effect of Innovation on Market Structure,” Journal of Marketing Research 41 (May 2004), pp. 166-83; and for a contrast with radically different new products, see Khaled Aboulnasr, Om Narasimhan, Edward Blair, and Rajesh Chandy, “Competitive Response to Radical Product Innovations,” Journal of Marketing 72 (May 2008), pp. 94-110. 8. Austin Carr, “Nike: The No. 1 Most Innovative Company of 2013,” Fast Company, February 2013. 9. “Enabling Multifaceted Innovation,” IBM Global Business Services, www-935. ibm. com/services/us/gbs/bus/pdf/g510-6310-executive-brief-enabling-multifaceted. pdf, 2006. 10. Thomas Dotzel, Venkatesh Shankar, and Leonard L. Berry, “Service Innovativeness and Firm Value,” Journal of Marketing Research 50 (April 2013), pp. 259-76; Michael J. Barone and Robert D. Jewell, “The Innovator's License: A Latitude to Deviate from Category Norms,” Journal of Marketing 77 (January 2013), pp. 120-34; Christine Moorman, Simone Wies, Natalie Mizik, and Fredrika J. Spencer, “Firm Innovation and the Ratchet Effect among Consumer Packaged Goods Firms,” Marketing Science 31 (November/ December 2012), pp. 934-51; Katrijn Gielens, “New Products: The Antidote to Private Label Growth?,” Journal of Marketing Research 49 (June 2012), pp. 408-23; Gaia Rubera and Ahmet H. Kirca, “Firm Innovativeness and Its Performance Outcomes: A Meta-Analytic Review and Theoretical Integration,” Journal of Marketing 76 (May 2012), pp. 130-47; Shuba Srinivasan, Koen Pauwels, Jorge Silva-Risso, and Dominique M. Hanssens, “Product Innovations, Advertising and Stock Returns,” Journal of Marketing 73 (January 2009), pp. 24-43; Alina B. Sorescu and Jelena Spanjol, “Innovation's Effect on Firm Value and Risk: Insights from Consumer Packaged Goods,” Journal of Marketing 72 (March 2008), pp. 114-32; Sungwook Min, Manohar U. Kalwani, and William T. Robinson, “Market Pioneer and Early Follower Survival Risks: A Contingency Analysis of Really New versus Incrementally New Product-Markets,” Journal of Marketing 70 (January 2006), pp. 15-33. 11. Eddie Yoon and Linda Deeken, “Why It Pays to Be a Category Creator,” Harvard Business Review, March 2013, pp. 21-23. 12. Lydia Dishman, “How Dr. Dre's Burgeoning Headphones Company Stays True to Its Bass-Thumping Roots,” Fast Company, September 13, 2012; Andrew Das and Andrew Martin, “Tuning Out Olympic Edict,” New York Times, August 1, 2012; Neil Janowitz, “50 Cent Remixes Beats by Dre with SMS Headphones,” Fast Company, March 19, 2012; Andrew J. Martin, “Headphones with Swagger (and Lots of Bass),” New York Times, November 19, 2011. 13. Stefan Wuyts, Shantanu Dutta, and Stefan Stremersch, “Portfolios of Interfirm Agreements in Technology-Intensive Markets: Consequences for Innovation and Profitability,” Journal of Marketing 68 (April 2004), pp. 88-100; Aric Rindfleisch and Christine Moorman, “The Acquisition and Utilization of Information in New-Product Alliance: A Strength-of-Ties Perspective,” Journal of Marketing 65 (April 2001), pp. 1-18. See also Raghunath Singh Rao, Rajesh K. Chandy, and Jaideep C. Prabhu, “The Fruits of Legitimacy: Why Some New Ventures Gain More from Innovation than Others,” Journal of Marketing 72 (July 2008), pp. 58-75. 14. Rajesh Sethi, Zafar Iqbal, and Anju Sethi, “Developing New-to-the-Firm Products: The Role of Micropolitical Strategies,” Journal of Marketing 76 (March 2012), pp. 99-115; Gerard J. Tellis, Jaideep C. Prabhu, 86. Leonard L. Berry, Kathleen Seiders, and Dhruv Grewal, “Understanding Service Convenience,” Journal of Marketing 66 (July 2002), pp. 1-17. 87. Sarah Nassauer, “Chili's to Install Tabletop Computer Screens,” Wall Street Journal, September 15, 2013. 88. Sarah Turcotte, “The Wait Is Over,” Fast Company, September 2012. 89. J. J. Colao, “Last Man Sitting,” Forbes, November 18, 2013, p. 88; Tomio Geren, “Facebook Moves into Local Commerce with Open Table Restaurant Bookings,” Forbes, August 12, 2013; Brian X. Chen, “Open Table Begins Testing Mobile Payments,” New York Times, July 30, 2013; Brian X. Chen, “Open Table to Acquire Foodspotting for $10 Million,” New York Times, January 29, 2013; Richard Mc Gill Murphy, “Your Table Is Waiting at Open Table,” Fortune, October 3, 2012. 90. “Help Yourself,” Economist, July 2, 2009, pp. 62-63. 91. “Comcast Gets By without Providing Customer Service,” SBWire, August 12, 2013; Dominic Basulto, “Can Silicon Valley Re-Invent Customer Service,” The Washington Post, April 19, 2013. 92. Jeffrey F. Rayport and Bernard J. Jaworski, Best Face Forward (Boston: Harvard Business School Press, 2005); Jeffrey F. Rayport, Bernard J. Jaworski, and Ellie J. Kyung, “Best Face Forward,” Journal of Interactive Marketing 19 (Autumn 2005), pp. 67-80; Jeffrey F. Rayport and Bernard J. Jaworski, “Best Face Forward,” Harvard Business Review, December 2004, pp. 47-58. 93. Matthew L. Meuter, Mary Jo Bitner, Amy L. Ostrom, and Stephen W. Brown, “Choosing among Alternative Service Delivery Modes: An Investigation of Customer Trial of Self-Service Technologies,” Journal of Marketing 69 (April 2005), pp. 61-83. 94. Ian Urbina, “Your Train Will Be Late She Says Cheerily,” New York Times, November 24, 2004. 95. Venkatesh Shankar, Leonard L. Berry and Thomas Dotzel, “A Practical Guide to Combining Products and Services,” Harvard Business Review, November 2009, pp. 94-99. 96. Eric Fang, Robert W. Palmatier, and Jan-Benedict E. M. Steenkamp, “Effect of Service Transition Strategies on Firm Value,” Journal of Marketing 72 (September 2008), pp. 1-14. 97. Mark Vandenbosch and Niraj Dawar, “Beyond Better Products: Capturing Value in Customer Interactions,” MIT Sloan Management Review 43 (Summer 2002), pp. 35-42. 98. Byron G. Auguste, Eric P. Harmon, and Vivek Pandit, “The Right Service Strategies for Product Companies,” Mc Kinsey Quarterly 1 (2006), pp. 41-51. 99. Goutam Challagalla, R. Venkatesh, and Ajay K. Kohli, “Proactive Postsales Service: When and Why Does It Pay Off?,” Journal of Marketing 73 (March 2009), pp. 70-87. Chapter 15 1. Joann Muller, “On Star Mirror: When Only a Human Will Do,” Forbes, May 3, 2012; “On Star FMV: Bringing On Star to Non-GM Vehicles,” www. Aol Autos. com, September 4, 2012; Carrie Kim, “Testing On Star's Add-on Kit,” Chicago Tribune, October 19, 2011; David Pogue, “On Star for All Who Have the Wherewithal,” New York Times, August 31, 2011. 2. For some scholarly reviews, see John R. Hauser, Gerald Tellis, and Abbie Griffin, “Research on Innovation: A Review and Agenda for Marketing Science,” Marketing Science, 25, (November/December 2006), pp. 687-717; Ely Dahan and John R. Hauser, “Product Development: Managing a Dispersed Process,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 179-222; Dipak Jain, “Managing New-Product Development for Strategic Competitive Advantage,” Dawn Iacobucci, ed., Kellogg on Marketing (New York: Wiley, 2001), pp. 130-48; for an overview of different industry approaches, see Frank T. Rothaermel and Andrew M. Hess, “Innovation Strategies Combined,” MIT Sloan Management Review (Spring 2010), pp. 13-15. See also Merle Crawford and Anthony Di Benedetto, New Products Management, 10th ed. (New York: Mc Graw-Hill, 2011).	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E35 27. Ely Dahan and John R. Hauser, “Product Development: Managing a Dispersed Process,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 179-222. 28. Robert G. Cooper and Elko J. Kleinschmidt, New Products: The Key Factors in Success (Chicago: American Marketing Association, 1990). 29. Elaine Wong, “The Most Memorable Product Launches of 2010,” Forbes, December 3, 2010; Susumu Ogama and Frank T. Piller, “Reducing the Risks of New-Product Development,” MIT Sloan Management Review 47 (Winter 2006), pp. 65-71. 30. Steve Hamm, “Speed Demons,” Business Week, March 27, 2006, pp. 69-76. 31. Tom Mc Nichol, “A Start-Up's Best Friend? Failure,” Business 2. 0, March 2007, pp. 39-41. 32. Thomas N. Burton, “By Learning from Failures Lilly Keeps Drug Pipelines Full,” Wall Street Journal, April 21, 2004. 33. Ashlee Vance, “SAP Dials It Up to Warp Speed, Bloomberg Businessweek, February 25, 2013, pp. 27-28; Chris Kanaracus, “SAP Retools Research Strategy around Internal Startups,” Info World, December 5, 2012; Kevin Kwang, “SAP Targets Startups to Widen Reach," www. ZDnet. com, September 6, 2012; Alex Williams, “SAP Holding Startup Forums to Develop Ecosystem for HANA—The Company's First Ever Platform Play,” www. Tech Crunch. com, August 25, 2012. 34. Steve Alexander, “Dyson Likes 'Wrong Thinking,'” Star Tribune, October 28, 2012; Virginia Gardiner, “Dyson Airblade,” Dwell, March 10, 2010; Reena Jana, “Dyson's Air Multiplier: Flaw as Function,” Bloomberg Business Week, October 12, 2009. 35. Brian Hindo, “Rewiring Westinghouse,” Business Week, May 19, 2008, pp. 48-49. 36. Roger L. Martin, “The Innovation Catalysts,” Harvard Business Review, June 2011, pp. 82-87. 37. Arlene Weintraub and Meg Tirrell, “Eli Lilly's Drug Assembly Line,” Bloomberg Businessweek, March 8, 2010. 38. “Diageo Focuses on Innovation in Asia,” www. warc. com, July 31, 2013. 39. Anne Vander Mey, “Dell Gets in Touch with Its Inner Entrepreneur,” Fortune, December 12, 2011. 40. John Bessant, Kathrin Moslein, and Bettina Von Stamm, “In Search of Innovation,” Wall Street Journal, March 22, 2009. 41. J. C. Spender and Bruce Strong, “Who Has Innovative Ideas? Employees.,” Wall Street Journal, June 14, 2012. 42. Lisa C. Troy, Tanat Hirunyawipada, and Audhesh K. Paswan, “Cross-Functional Integration and New Product Success: An Empirical Investigation of the Findings,” Journal of Marketing 72 (September 2008), pp. 132-46; Rajesh Sethi, Daniel C. Smith, and C. Whan Park, “Cross-Functional Product Development Teams, Creativity, and the Innovativeness of New Consumer Products,” Journal of Marketing Research 38 (February 2001), pp. 73-85. 43. Amy Wallace, “You Bring an Idea, and They'll Do the Rest,” New York Times, June 11, 2011. 44. J. J. Colao, “Can a Crowdsourcing Invention Company Become the Best Retailer in the World?,” Forbes, May 9, 2013. 45. Barrett Sheridan, “It's Getting Crowded in Here,” Newsweek, September 11, 2008. 46. Robert G. Cooper, Winning at New Products: Accelerating the Process from Idea to Launch (New York: Perseus Publishing, 2001); see also Robert G. Cooper, “Stage-Gate Systems: A New Tool for Managing New Products,” Business Horizons, May-June 1990, pp. 44-54. 47. Richard Barrett, “Tata Steel's Cutting Edge,” Metal Bulletin Weekly, August 13, 2012. 48. Ely Dahan and John R. Hauser, “Product Development: Managing a Dispersed Process,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 179-222. 49. Another alternative approach to the funnel process advocates “rocketing. ” See David Nichols, Return on Ideas (West Sussex, UK: Wiley, 2007). and Rajesh K. Chandy, “Radical Innovation across Nations: The Preeminence of Corporate Culture,” Journal of Marketing 73 (January 2009), pp. 3-23. 15. Jan R. Landwehr, Daniel Wentzel, and Andreas Herrmann, “Product Design for the Long Run: Consumer Responses to Typical and Atypical Designs at Different Stages of Exposure,” Journal of Marketing 77 (September 2013), pp. 92-107; Ji Hoon Jhang, Susan Jung Grant, and Margaret C. Campbell, “Get It? Got It. Good! Enhancing New Product Acceptance by Facilitating Resolution of Extreme Incongruity,” Journal of Marketing Research 49 (April 2012), pp. 247-59; Theodore J. Noseworthy and Remi Trudel, “Looks Interesting, but What Does It Do? Evaluation of Incongruent Product Form Depends on Positioning,” Journal of Marketing Research 48 (December 2011), pp. 1008-19; C. Page Moreau, Arthur B. Markman, and Donald R. Lehmann, “'What Is It?' Category Flexibility and Consumers' Response to Really New Products,” Journal of Consumer Research 27 (March 2001), pp. 489-98. 16. Steve Hoeffler, “Measuring Preferences for Really New Products,” Journal of Marketing Research 40 (November 2003), pp. 406-20; Glen Urban, Bruce Weinberg, and John R. Hauser, “Premarket Forecasting of Really New Products,” Journal of Marketing 60 (January 1996), pp. 47-60. 17. Ashish Sood and Gerard J. Tellis, “Technological Evolution and Radical Innovation,” Journal of Marketing 69 (July 2005), pp. 152-68. 18. For more discussion, see Jakki Mohr, Sanjit Sengupta, and Stanley Slater, Marketing of High-Technology Products and Innovations, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2010). 19. Lillie-Beth Brinkman, “5 Things Google Glass Has Taught Me about Beta Testing,” News OK, July 11, 2013; “Google Gets Deeper into Hardware with New Tablet, TV Gadget,” Reuters, July 24, 2013; Joe Lazauskas, “How Google Glass Could Transform Marketing and Business,” Forbes, June 24, 2013; Brad Stone, “Inside the Moonshot Factory,” Bloomberg Businessweek, May 22, 2103; Sarah Rotman Epps, “Project Glass: Google's Transparent Product Strategy Is Great Marketing, Too,” Forrester, March 4, 2013; Marcus Moretti, “Presenting: Google's 10 Worst Flops Ever,” Business Insider, June 27, 2012; Susan Wojcicki, “The Eight Pillars of Innovation,” Google, July 2011. 20. Steve Hamm, “Speed Demons,” Business Week, March 27, 2006, pp. 69-76. 21. Christina Passariello, “Brand New Bag: Louis Vuitton Tries Modern Methods on Factory Lines,” Wall Street Journal, October 9, 2006. 22. Dina Bass, “Microsoft Tries to Pick Up the Pace,” Bloomberg Businessweek, July 1, 2013. 23. Robert Safian, “Terry Kelly, the 'Un-CEO' of W. L. Gore, on How to Deal with Chaos: Grow Up,” Fast Company, October 2012; “100 Best Companies to Work For,” www. CNNmoney. com, February 6, 2012; Gary Hamel, “W. L. Gore: Lessons from a Management Revolutionary,” Wall Street Journal, March 18, 2010; “The World's Most Innovative Companies,” Fast Company, March 2009. 24. Tim Brown, Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation (New York: Harper Collins, 2009). 25. Stuart Dredge, “Angry Birds Star Wars II to Launch for i OS, Android, and Windows Phone,” The Guardian, August 23, 2013; Edmond Lococo, “Angry Birds Maker Rovio Expects Consumer to Drive Sales,” Bloomberg, May 8, 2013; Brett Molina, “'Angry Birds' Maker Rovio Sees Revenue Soar,” USA Today, April 3, 2013; Roger Cheng, “Angry Birds and Rovio's Plans for World Domination,” CNET, December 18, 2012; J. J. Mc Corvey, “Rovio Takes Flight with 'Angry Birds' but Disney-Sized Success Still Up in the Air,” Fast Company, November 26, 2012; Cliff Edwards and Ronald Grover, “Even Angry Birds Need an Agent,” Bloomberg Businessweek, May 30, 2011. 26. Clayton M. Christensen, Disrupting Class: How Disruptive Innovation Will Change the Way the World Learns (New York: Mc Graw-Hill, 2008) and others of his books.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E36 Endnotesof Firms Selling Products Designed by Users,” Journal of Marketing 76 (September 2012), pp. 18-32; Patricia Seybold, Outside Innovation: How Your Customers Will Codesign Your Company's Future (New York: Collins, 2006). 68. Christine Raasch and Eric Von Hippel, “Innovation Process Benefits: The Journey as Reward,” MIT Sloan Management Review, Fall 2013, pp. 33-39; Donna L. Hoffman, Praveen K. Kopalle, and Thomas P. Novak, “The 'Right' Consumers for Better Concepts: Identifying and Using Consumers High in Emergent Nature to Further Develop New Product Concepts,” Journal of Marketing Research 47 (October 2010), pp. 854-65; Helena Yli-Renko and Ramkumar Janakiraman, “How Customer Portfolio Affects New Product Development in Technology-Based Firms,” Journal of Marketing 72 (September 2008), pp. 131-48. 69. Eric von Hippel, Democratizing Innovation (Cambridge, MA: MIT Press, 2005); Pamela D. Morrison, John H. Roberts, and David F. Midgley, “The Nature of Lead Users and Measurement of Leading Edge Status,” Research Policy 33 (2004), pp. 351-62. 70. John W. Heinke Jr. and Chun Zhang, “Increasing Supplier-Driven Innovation,” MIT Sloan Management Review (Winter 2010), pp. 41-46; Eric (Er) Fang, “Customer Participation and the Trade-Off Between New Product Innovativeness and Speed to Market,” Journal of Marketing 72 (July 2008), pp. 90-104. Note that this research also shows that customer involvement can also slow the development process if a high level of interaction and coordination is required across stages. 71. Jacob Goldenberg, Ronu Horowitz, Amnon Levav, and David Mazursky, “Find Your Innovation Sweet Spot,” Harvard Business Review, March 2003. 72. Kevin Zheng Zhou, Chi Kin (Bennett) Yim, and David K. Tse, “The Effects of Strategic Orientations on Technology-and Market-Based Breakthrough Innovations,” Journal of Marketing 69 (April 2005), pp. 42-60. 73. Jens Martin Skibsted and Rasmus Bech Hansen, “User-Led Innovation Can't Create Breakthroughs; Just Ask Apple and Ikea,” Fast Company, February 15, 2011. 74. Erik Kain, “Xbox One Vs. PS4: Why Sony Is Still the Best Choice for Gamers,” Forbes, July 25, 2013; “Sony's PS4 Has Fifty Percent Lead over Microsoft's Xbox One Says Survey,” PR Newswire, July 24, 2013; Ian Sherr, “Sony Boosts Initial Internal Sales Estimates for its Play Station 4,” Wall Street Journal, June 11, 2013; Brad Stone, “Nintendo Wii to Add Netflix Service for Streaming Video,” New York Times, January 13, 2010; Eric A. Taub, “Will Nothing Slow Wii?,” New York Times Bits Blog, October 17, 2008; John Gaudiosi, “How the Wii Is Creaming the Competition,” Business 2. 0, April 25, 2007; Martin Fackler, “Putting the We Back in Wii,” New York Times, June 8, 2007. 75. Darren W. Dahl and Page Moreau, “The Influence and Value of Analogical Thinking during New-Product Ideation,” Journal of Marketing Research 39 (February 2002), pp. 47-60; Michael Michalko, Cracking Creativity: The Secrets of Creative Genius (Berkeley, CA: Ten Speed Press, 1998); James M. Higgins, 101 Creative Problem-Solving Techniques (New York: New Management, 1994). 76. Drew Boyd and Jacob Goldenberg, “Think Inside the Box,” Wall Street Journal, June 14, 2013; Philip Kotler and Fernando Trias de Bes, Lateral Marketing: New Techniques for Finding Breakthrough Ideas (New York: Wiley, 2003). 77. NBC Research, “Friends,” Program Test Report, May 27, 1994; “NBC's Failing Grade for 'Friends,'” The Smoking Gun, May 10, 2004, www. smokinggun. com. 78. Olivier Toubia and Laurent Florès, “Adaptive Idea Screening Using Consumers,” Marketing Science 26 (May-June 2007), pp. 342-60. 79. David L. Alexander, John G. Lynch Jr., and Qing Wang, “As Time Goes By: Do Cold Feet Follow Warm Intentions for Really New Versus Incrementally New Products,” Journal of Marketing Research 45 (June 2008), pp. 307-19; Steve Hoeffler, “Measuring Preferences for Really New Products,” Journal of Marketing Research 40 (November 2003), pp. 406-20. 50. Robert G. Cooper, Product Leadership: Creating and Launching Superior New Products (New York: Perseus Books, 1998). 51. Rajesh Sethi and Zafar Iqbal, “Stage-Gate Controls, Learning Failure, and Adverse Effect on Novel New Products,” Journal of Marketing 72 (January 2008), pp. 118-34. 52. Robert G. Cooper, “How Companies Are Reinventing Their Idea-to-Launch Methodologies,” Research Technology Management, March-April 2009, pp. 47-57. 53. John Hauser, Gerard J. Tellis, and Abbie Griffin, “Research on Innovation: A Review and Agenda for Marketing Science,” Marketing Science 25 (November-December 2006), pp. 687-717. 54. “How Marketers Approach Creativity,” Advertising Age, June 10, 2013; Byron Acohido, “Microsoft Cultures Creativity in Unique Lab,” USA Today, July 11, 2007; Erich Joachimsthaler, Hidden in Plain Sight: How to Find and Execute Your Company's Next Big Growth Strategy (Boston: Harvard Business School Press, 2007); Subin Im and John P. Workman Jr., “Market Orientation, Creativity, and New-Product Performance in High-Technology Firms,” Journal of Marketing 68 (April 2004), pp. 114-32. 55. Sharon Machlis, “Innovation and the 20% Solution,” Computerworld, February 2, 2009. 56. “The World's Fifty Most Innovative Companies,” Special Report, Business Week, May 9, 2007. 57. Christina Chaey, “Linked In Launches an Incubator to Turn Employees into Entrepreneurs,” Fast Company, December 7, 2012 58. Alison Overholt, “American Idol: Accounting Edition,” Fortune, October 17, 2011. 59. Andrew King and Karim R. Lakhani, “Using Open Innovation to Identify the Best Ideas,” MIT Sloan Management Review, Fall 2013, pp. 41-48; Anna S. Cui and Gina O'Connor, “Alliance Portfolio Resource Diversity and Firm Innovation,” Journal of Marketing 76 (July 2012), pp. 24-43; Néomie Raassens, Stefan Wuyts, and Inge Geyskens, “The Market Valuation of Outsourcing New Product Development,” Journal of Marketing Research 49 (October 2012), pp. 682-95; Henry Chesbrough, Open Business Models: How to Thrive in the New-Innovation Landscape (Boston: Harvard University Press, 2006); Eric Von Hippel, Democratizing Innovation (Cambridge, MA: MIT Press, 2005). 60. Ashwin W. Joshi and Sanjay Sharma, “Customer Knowledge Development: Antecedents and Impact on New-Product Performance,” Journal of Marketing 68 (October 2004), pp. 47-59. 61. Abbie J. Griffin and John Hauser, “The Voice of the Customer,” Marketing Science 12 (Winter 1993), pp. 1-27. See also Nicole E. Coviello and Richard M. Joseph, “Creating Major Innovations with Customers: Insights from Small and Young Technology Firms,” Journal of Marketing 76 (November 2012), pp. 87-104. 62. Miho Inada, “Tokyo Café Targets Trend Makers,” Wall Street Journal, August 24, 2008. 63. Amy Wallace, “Putting Customers in Charge Of Design,” New York Times, May 15, 2010. 64. Alan Mac Cormack, Fiona Murray, and Erika Wagner, “Spurring Innovations through Competitions,” MIT Sloan Management Review, Fall 2013, pp. 25-32. 65. Bruce Horovitz, “Savvy Marketers Let Consumers Call the Shots,” USA Today, March 24, 2011. 66. Ben Hopkins, “Mobile Medical Platform Med M Wins Cisco I-Prize,” www. rusbase. com, September 18, 2013; “Companies Increasingly Use Crowdsourcing Strategically: Cisco's I-Prize,” www. yannigroth. com, October 8, 2012; “Cisco Announces Winner of Global I-Prize Innovation Competition,” press release, www. cisco. com, June 29, 2010; Guido Jouret, “Inside Cisco's Search for the Next Big Idea,” Harvard Business Review, September 2009, pp. 43-45; Anya Kamentz, “The Power of the Prize,” Fast Company, May 2008, pp. 43-45; www. cisco. com/web/solutions/iprize/index. html, accessed June 2, 2014 67. Martin Schreier, Christoph Fuchs, and Darren W. Dahl, “The Innovation Effect of User Design: Exploring Consumers' Innovation Perceptions	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E37 92. John Hauser, “House of Quality,” Harvard Business Review, May-June 1988, pp. 63-73; customer-driven engineering is also called “quality function deployment. ” 93. Cindy Atoji Keene, “Shoe Tester Puts His Sole into the Job,” Boston Globe, November 4, 2012. 94. Eyal Biyalogorsky, William Boulding, and Richard Staelin, “Stuck in the Past: Why Managers Persist with New-Product Failures,” Journal of Marketing 70 (April 2006), pp. 108-21. 95. Jack Neff, “Packaged-Goods Testing Gets a Makeover,” Ad Age, February 11, 2013; Kevin J. Clancy, Peter C. Krieg, and Marianne Mc Garry Wolf, Marketing New Products Successfully: Using Simulated Test Marketing Methodology (New York: Lexington Books, 2005); Glen L. Urban, John R. Hauser, and Roberta A. Chicos, “Information Acceleration: Validation and Lessons from the Field,” Journal of Marketing Research 34 (February 1997), pp. 143-53. 96. Karlee Weinmann and Aimee Groth, “New Fast Food Products Get Tested First in Columbus, Ohio,” Business Insider, November 2, 2011. 97. Su Hyun Lee, “Companies Turn to South Korea for Product Testing,” New York Times, November 10, 2010. 98. Megan Barnett, “China Is the New Test Market for Luxury,” Fortune, June 7, 2013. 99. Austin Carr, “Starbucks Leap of Faith,” Fast Company, June 2013, pp. 46-48. 100. Lora Kolodny, “Startups Get Help Testing Apps before Their Release,” The Wall Street Journal, April 17, 2013. 101. Tomio Geren, “Square's Early Testing Program Connects with Merchants,” Forbes, March 21, 2013. 102. Rajesh Chandy, Brigette Hopstaken, Om Narasimhan, and Jaideep Prabhu, “From Invention to Innovation: Conversion Ability in Product Development,” Journal of Marketing Research 43 (August 2006), pp. 494-508. 103. Joan Schneider and Julie Hall, “Why Most Product Launches Fail,” Harvard Business Review, April 2011, pp. 21-23. 104. Alicia Barroso and Gerard Llobet, “Advertising and Consumer Awareness of New, Differentiated Products,” Journal of Marketing Research 49 (December 2012), pp. 773-92; Norris I. Bruce, Natasha Zhang Foutz, and Ceren Kolsarici, “Dynamic Effectiveness of Advertising and Word of Mouth in Sequential Distribution of New Products,” Journal of Marketing Research 49 (August 2012), pp. 469-86. 105. Rob Trump, “Why Would You Ever Give Money through Kickstarter?,” New York Times, February 8, 2013; Julianne Pepitone, “Kickstarter's Growing Pains,” www. cnn. com, December 18, 2012; Suw Charman-Anderson, “Kickstarter: Dream Maker or Promise Breaker?,” Forbes, November 30, 2012. 106. Remco Prins and Peter C. Verhoef, “Marketing Communication Drivers of Adoption Timing of a New E-Service among Existing Customers,” Journal of Marketing 71 (April 2007), pp. 169-83. 107. For further discussion, see Elie Ofek and Özge Turut, “Vaporware, Suddenware, and Trueware: New Product Preannouncements under Market Uncertainty,” Marketing Science 32 (March/April 2013), pp. 342-55 ; Feryal Erhun, Paulo Conçalves, and Jay Hopman, “The Art of Managing New Product Transitions,” MIT Sloan Management Review 48 (Spring 2007), pp. 73-80; Yuhong Wu, Sridhar Balasubramanian, and Vijay Mahajan, “When Is a Preannounced New Product Likely to Be Delayed?,” Journal of Marketing 68 (April 2004), pp. 101-13; Raji Srinivasan, Gary L. Lilien, and Arvind Rangaswamy, “First In First Out? The Effects of Network Externalities on Pioneer Survival,” Journal of Marketing 68 (January 2004), pp. 41-58; Barry L. Bayus, Sanjay Jain, and Ambar Rao, “Truth or Consequences: An Analysis of Truth or Vaporware and New-Product Announcements,” Journal of Marketing Research 38 (February 2001), pp. 3-13. 108. Yvonne van Everdingen, Dennis Folk, and Stefan Stremersch, “Modeling Global Spillover in New Product Takeoff,” Journal of Marketing Research 46 (October 2009), pp. 637-52; Katrijn Gielens and Jan-Benedict E. M. Steenkamp, “Drivers of Consumer Acceptance of New Packaged Goods: An Investigation across 80. Min Zhao, Steve Hoeffler, and Darren W. Dahl, “The Role of Imagination-Focused Visualization on New Product Evaluation,” Journal of Marketing Research 46 (February 2009), pp. 46-55; Raquel Castano, Mita Sujan, Manish Kacker, and Harish Sujan, “Managing Customer Uncertainty in the Adoption of New Products: Temporal Distance and Mental Stimulation,” Journal of Marketing Research 45 (June 2008), pp. 320-36; Darren W. Dahl and C. Page Moreau, “The Influence and Value of Analogical Thinking during New-Product Ideation,” Journal of Marketing Research 39 (February 2002), pp. 47-60; Michelle L. Roehm and Brian Sternthal, “The Moderating Effect of Knowledge and Resources on the Persuasive Impact of Analogies,” Journal of Consumer Research 28 (September 2001), pp. 257-72; Darren W. Dahl, Amitava Chattopadhyay, and Gerald J. Gorn, “The Use of Visual Mental Imagery in New-Product Design,” Journal of Marketing Research 36 (February 1999), pp. 18-28. 81. Eric Fish, “Rapid Prototyping: How It's Done at GM,” Automotive Design & Production, September/October 2011; Leslie Gordon, “Rapid Prototyping for Orthopedics,” Medical Design News, October 2009. 82. Steve Hamm, “Speed Demons,” Business Week, March 27, 2006, pp. 69-76. 83. Leonard David, “Next-Generation GPS Satellites Designed in Virtual Reality,” www. NBCnews. com, March 22, 2012; Greg Avery, “Inside Lockheed Martin's Out-of-This-World Virtual-Reality Lab,” Denver Business Journal, January 24, 2011. 84. Jon Fortt, “Heavy Duty Computing,” Fortune, March 2, 2009, pp. 34-36. 85. For additional information, also see David Bakken and Curtis L. Frazier, “Conjoint Analysis: Understanding Consumer Decision Making,” Rajiv Grover and Marco Vriens, eds., The Handbook of Marketing Research (Thousand Oaks, CA: Sage, 2006); Vithala R. Rao and John R. Hauser, “Conjoint Analysis, Related Modeling, and Application,” Yoram Wind and Paul E. Green, eds., Market Research and Modeling: Progress and Prospects: A Tribute to Paul Green (New York: Springer, 2004), pp. 141-68. For another approach, see Young-Hoon Park, Min Ding, and Vithala R. Rao, “Eliciting Preference for Complex Products: A Web-Based Upgrading Method,” Journal of Marketing Research 45 (October 2008), pp. 562-74. 86. Jerry Wind, Paul Green, Douglas Shifflet, and Marsha Scarbrough, “Courtyard by Marriott: Designing a Hotel Facility with Consumer-Based Marketing Models,” Interfaces 19 (January-February 1989), pp. 25-47; for another interesting application, see Paul E. Green, Abba M. Krieger, and Terry Vavra, “Evaluating EZ-Pass: Using Conjoint Analysis to Assess Consumer Response to a New Tollway Technology,” Marketing Research (Summer 1999), pp. 5-16. 87. The full-profile example was taken from Paul E. Green and Yoram Wind, “New Ways to Measure Consumers' Judgments,” Harvard Business Review, July-August 1975, pp. 107-17. 88. To learn about some of the new research developments in conjoint, see Olivier Toubia, Theodoros Evgeniou, and John R. Hauser, “Optimization-Based and Machine-Learning Methods for Conjoint Analysis: Estimation and Question Design,” A. Gustafsson, A. Herrmann, and F. Huber, eds., Conjoint Measurement: Methods and Applications, 4th ed. (New York: Springer, 2008), pp. 231-57; and Oded Netzer, Olivier Toubia, Eric T. Bradlow, Ely Dahan, Theodoros Evgeniou, Fred M. Feinberg, Eleanor M. Feit, Sam K. Hui, Joseph Johnson, John C. Liechty, James B. Orlin, and Vithala R. Rao, “Beyond Conjoint Analysis: Advances in Preference Measurement,” Marketing Letters 19, no. 3 (2008), pp. 337-54. 89. Peter N. Golder and Gerald J. Tellis, “Will It Ever Fly? Modeling the Takeoff of Really New Consumer Durables,” Marketing Science 16 (Summer 1997), pp. 256-70. 90. Roger A. Kerin, Michael G. Harvey, and James T. Rothe, “Cannibalism and New-Product Development,” Business Horizons, October 1978, pp. 25-31. 91. The present value ( V) of a future sum ( I) to be received t years from today and discounted at the interest rate ( r) is given by V = I t/(1 + r)t. Thus $4,716,000/(1. 15)5 = $2,345,000.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E38 Endnotes Chapter 16 1. “Ryanair Food Costs More than Price of Flight,” The Telegraph, August 28, 2012; Simon Calder, “Ryanair Unveils Its Latest Plan to Save Money: Remove Toilets from the Plane,” The Independent, October 12, 2011; Felix Gillette, “Ryanair's O'Leary Mulls One-Euro Toilets, Standing Passengers,” www. bloomberg. com, September 2, 2010; Peter J. Howe, “The Next Pinch: Fees to Check Bags,” Boston Globe, March 8, 2007; Kerry Capel, “'Wal-Mart with Wings,'” Business Week, November 27, 2006, pp. 44-45. 2. Xavier Dreze and Joseph C. Nunes, “Using Combined-Currency Prices to Lower Consumers' Perceived Cost,” Journal of Marketing Research 41 (February 2004), pp. 59-72; Raghuram Iyengar, Kamel Jedidi, and Rajeev Kohli, “A Conjoint Approach to Multipart Pricing,” Journal of Marketing Research 45 (April 2008), pp. 195-201; Marco Bertini and Luc Wathieu, “Attention Arousal through Price Partitioning,” Marketing Science 27 (March/April 2008), pp. 236-46. 3. Daniel Fisher, “Cheap Seats,” Forbes, August 24, 2009, pp. 102-3. 4. “Let's Make a Deal,” Consumer Reports, August 2013, pp. 15-17. 5. Tomio Geron, “The Share Economy,” Forbes, February 11, 2013 6. Eric Spitznagel, “Rise of the Barter Economy,” Bloomberg Businessweek, April 30, 2012, pp. 75-77; Stephanie Schomer, “Dare to Share,” Fast Company, December 2010/January 2011, pp. 75-84. 7. Tomio Geron, “The Share Economy,” Forbes, February 11, 2013; Danielle Sacks, “The Sharing Economy,” Fast Company, May 2011, pp. 88-93, 130-31. 8. Caroline Fairchild, “The Rental Generation Sees No Point in Buying,” Bloomberg Businessweek, August 13, 2012; Stephanie Schomer, “Rent The Runway Lets You Wear Designer Fashion on the Cheap,” Fast Company, December 31, 2010. 9. Michael J. De La Merced, “New Capital Could Raise Airbnb Value to $10 Billion,” New York Times, March 20, 2014; Tomio Geron, “Is Airbnb the Next e Bay, Uber the Next Amazon?,” Forbes, August 7, 2013; Larry Downes, “Airbnb: A Spare Room for Debate,” Harvard Business Review, June 26, 2013; Mackenzie Yang, “NYC Judge Rules Airbnb Rental Is an 'Illegal Hotel,'” Time, May 21, 2013; Tomio Geron, “Airbnb and the Unstoppable Rise of the Share Economy,” Forbes, January 23, 2013. 10. Sacks, “The Sharing Economy,” pp. 88-93, 130-31. 11. Christian Homburg, Ove Jensen, and Alexander Hahn, “How to Organize Pricing? Vertical Delegation and Horizontal Dispersion of Pricing Authority,” Journal of Marketing 76 (September 2012), pp. 49-69. 12. For a thorough review of pricing research, see Chezy Ofir and Russell S. Winer, “Pricing: Economic and Behavioral Models,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage Publications, 2002). For a recent sampling of some of the abundant academic research on consumer processing of prices, see Ray Weaver and Shane Frederick, “A Reference Price Theory of the Endowment Effect,” Journal of Marketing Research 49 (October 2012), pp. 696-707; and Kwanho Suk, Jiheon Lee, and Donald R. Lichtenstein, “The Influence of Price Presentation Order on Consumer Choice,” Journal of Marketing Research 49 (October 2012), pp. 708-17. 13. Eric Wilson, “Why Does This Pair of Pants Cost $550?,” New York Times, April 26, 2010; Pia Sarkar, “Which Shirt Costs $275?— Brand Loyalty, Bargain Hunting, and Unbridled Luxury All Play a Part in the Price You'll Pay for a T-Shirt,” Final Edition, March 15, 2007, p. C1. Products and Countries,” International Journal of Research in Marketing 24 (June 2007), pp. 97-111; Venkatesh Shankar, Gregory S. Carpenter, and Lakshman Krishnamukthi, “Late Mover Advantages: How Innovative Late Entrants Outsell Pioneers,” Journal of Marketing Research 35 (February 1998), pp. 54-70. 109. Mark Leslie and Charles A. Holloway, “The Sales Learning Curve,” Harvard Business Review, July-August 2006, pp. 114-23. 110. For details, see Keith G. Lockyer, Critical Path Analysis and Other Project Network Techniques (London: Pitman, 1984); see also Arvind Rangaswamy and Gary L. Lilien, “Software Tools for New-Product Development,” Journal of Marketing Research 34 (February 1997), pp. 177-84. 111. The following discussion leans heavily on Everett M. Rogers, Diffusion of Innovations (New York: Free Press, 1962). Also see his third edition, published in 1983. 112. Karthik Sridhar, Ram Bezawada, and Minakshi Trivedi, “Investigating the Drivers of Consumer Cross-Category Learning for New Products Using Multiple Data Sets,” Marketing Science 31 (July/August 2012), pp. 668-88; C. Page Moreau, Donald R. Lehmann, and Arthur B. Markman, “Entrenched Knowledge Structures and Consumer Response to New Products,” Journal of Marketing Research 38 (February 2001), pp. 14-29. 113. John T. Gourville, “Eager Sellers & Stony Buyers,” Harvard Business Review, June 2006, pp. 99-106. 114. Chuan-Fong Shih and Alladi Venkatesh, “Beyond Adoption: Development and Application of a Use-Diffusion Model,” Journal of Marketing 68 (January 2004), pp. 59-72. See also Ashish Sood, Gareth M. James, Gerard J. Tellis, and Ji Zhu, “Predicting the Path of Technological Innovation: SAW vs. Moore, Bass, Gompertz, and Kryder,” Marketing Science 31 (November/December 2012), pp. 964-79. 115. Michal Herzenstein, Steven S. Posavac, and J. Joˇsko Brakuz, “Adoption of New and Really New Products: The Effects of Self-Regulation Systems and Risk Salience,” Journal of Marketing Research 44 (May 2007), pp. 251-60; Christophe Van den Bulte and Yogesh V. Joshi, “New-Product Diffusion with Influentials and Imitators,” Marketing Science 26 (May-June 2007), pp 400-21; Steve Hoeffler, “Measuring Preferences for Really New Products,” Journal of Marketing Research 40 (November 2003), pp. 406-20. 116. Everett M. Rogers, Diffusion of Innovations (New York: Free Press, 1962), p. 192; Geoffrey A. Moore, Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (New York: Harper Business, 1999); for an interesting application with services, see Barak Libai, Eitan Muller, and Renana Peres, “The Diffusion of Services,” Journal of Marketing Research 46 (April 2009), pp. 163-75. 117. Michael Haenlein and Barak Libai, “Targeting Revenue Leaders for a New Product,” Journal of Marketing 77 (May 2013), pp. 65-80. 118. Jordan Robertson, “How Nike Got Street Cred,” Business 2. 0, May 2004, pp. 43-46. 119. Ted Marzilli, “Fresh Ticket Oak Campaign a Boost for Stub Hub Perception,” Forbes, May 23, 2013; Mallory Russell, “Five Questions with Stub Hub's CMO,” Ad Age, October 23, 2012; Karl Greenberg, “Stub Hub CMO Ray Elias: We Are Not Just a Ticket Seller,” Marketing Daily, September 13, 2012; Dinah Eng, “Stub Hub: Anatomy of a Game-Changing Idea,” Fortune, July 23, 2012; Rob Golum, “Live Nation Wields 'The Boss' in Stub Hub Ticket Battle,” Bloomberg, March 2, 2012. 120. Cliff Edwards, “Will Souping Up Ti Vo Save It?,” Business Week, May 17, 2004, pp. 63-64; Cliff Edwards, “Is Ti Vo's Signal Still Fading?,” Business Week, September 10, 2001, pp. 72-74.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E39Serdar Sayman, Stephen J. Hoch, and Jagmohan S. Raju, “Positioning of Store Brands,” Marketing Science 21 (Fall 2002), pp. 378-97. 31. Shantanu Dutta, Mark J. Zbaracki, and Mark Bergen, “Pricing Process as a Capability: A Resource-Based Perspective,” Strategic Management Journal 24 (July 2003), pp. 615-30. 32. “To All i Phone Customers,” Apple Inc., www. apple. com/hotnews/ openiphoneletter, September 6, 2007; Gary F. Gebhardt, “Price Skimming's Unintended Consequences,” Marketing Science Institute Working Paper Series, MSI Report No. 09-109, 2009. 33. Wilfred Amaldoss and Chuan He, “Pricing Prototypical Products,” Marketing Science 32 (September-October 2013), pp. 733-52. 34. Timothy Aeppel, “Seeking Perfect Prices, CEO Tears Up the Rules,” Wall Street Journal, March 27, 2007. 35. Florian Zettelmeyer, Fiona Scott Morton, and Jorge Silva-Risso, “How the Internet Lowers Prices: Evidence from Matched Survey and Automobile Transaction Data,” Journal of Marketing Research 43 (May 2006), pp. 168-81; Jeffrey R. Brown and Austan Goolsbee, “Does the Internet Make Markets More Competitive? Evidence from the Life Insurance Industry,” Journal of Political Economy 110 (October 2002), pp. 481-507. 36. Joo Heon Park and Douglas L. Mac Lachlan, “Estimating Willingness to Pay with Exaggeration Bias-Corrected Contingent Valuation Method,” Marketing Science 27 (July-August 2008), pp. 691-98. 37. Walter Baker, Mike Marn, and Craig Zawada, “Price Smarter on the Net,” Harvard Business Review, February 2001, pp. 122-27. 38. Brian Bergstein, “The Price Is Right,” Associated Press, April 29, 2007. 39. Thomas T. Nagle, John E. Hogan, and Joseph Zale, The Strategy and Tactics of Pricing, 5th ed. (Upper Saddle River, NJ: Pearson, 2011) 40. Brett R. Gordon, Avi Goldfarb, and Yang Li, “Does Price Elasticity Vary with Economic Growth? A Cross-Category Analysis,” Journal of Marketing Research 50 (February 2013), pp. 4-23. See also Harald J. Van Heerde, Maarten J. Gijsenberg, Marnik G. Dekimpe, and Jan-Benedict E. M. Steenkamp, “Price and Advertising Effectiveness over the Business Cycle,” Journal of Marketing Research 50 (April 2013), pp. 177-93. 41. Tammo H. A. Bijmolt, Harald J. Van Heerde, and Rik G. M. Pieters, “New Empirical Generalizations on the Determinants of Price Elasticity,” Journal of Marketing Research 42 (May 2005), pp. 141-56. 42. William W. Alberts, “The Experience Curve Doctrine Reconsidered,” Journal of Marketing 53 (July 1989), pp. 36-49. 43. Joseph Weber, “Over a Buck for Dinner? Outrageous,” Business Week, March 9, 2009, p. 57. 44. Sharon Silkey Carter, “Death of PT Cruiser Seen as a Symbol of Industry's Problem,” USA Today, July 8, 2010. 45. Chris Burritt, “Why 'Less Is More' Rules Fashion,” Bloomberg Businessweek, May 30, 2011, pp. 18-19. 46. Marco Bertini, Luc Wathieu, and Sheena S. Iyengar, “The Discriminating Consumer: Product Proliferation and Willingness to Pay for Quality,” Journal of Marketing Research 49 (February 2012), pp. 39-49. 47. Nirmalya Kumar, “Strategies to Fight Low-Cost Rivals,” Harvard Business Review, December 2006, pp. 104-12; Robert J. Frank, Jeffrey P. George, and Laxman Narasimhan, “When Your Competitor Delivers More for Less,” Mc Kinsey Quarterly (Winter 2004), pp. 48-59. See also Jan-Benedict E. M. Steenkamp and Nirmalya Kumar, “Don't Be Undersold,” Harvard Business Review, December 2009, pp. 90-95. 48. Nirmalya Kumar, “Strategies to Fight Low-Cost Rivals,” Harvard Business Review, December 2006, pp. 104-12. 14. Hooman Estalami, Alfred Holden, and Donald R. Lehmann, “Macro-Economic Determinants of Consumer Price Knowledge: A Meta-Analysis of Four Decades of Research,” International Journal of Research in Marketing 18 (December 2001), pp. 341-55. 15. For a comprehensive review, see Tridib Mazumdar, S. P. Raj, and Indrajit Sinha, “Reference Price Research: Review and Propositions,” Journal of Marketing 69 (October 2005), pp. 84-102. For a different point of view, see Chris Janiszewski and Donald R. Lichtenstein, “A Range Theory Account of Price Perception,” Journal of Consumer Research 25 (March 1999), pp. 353-68. For business-to-business applications, see Hernan A. Bruno, Hai Che, and Shantanu Dutta, “Role of Reference Price on Price and Quantity: Insights from Business-to-Business Markets,” Journal of Marketing Research 49 (October 2012), pp. 640-54. 16. For a discussion of how “incidental” prices outside the category can serve as contextual reference prices, see Joseph C. Nunes and Peter Boatwright, “Incidental Prices and Their Effect on Willingness to Pay,” Journal of Marketing Research 41 (November 2004), pp. 457-66. 17. Ritesh Saini, Raghunath Singh Rao, and Ashwani Monga, “Is the Deal Worth My Time? The Interactive Effect of Relative and Referent Thinking on Willingness to Seek a Bargain,” Journal of Marketing 74 (January 2010), pp. 34-48. 18. Gurumurthy Kalyanaram and Russell S. Winer, “Empirical Generalizations from Reference-Price Research,” Marketing Science 14 (Summer 1995), pp. 161-69. 19. Glenn E. Mayhew and Russell S. Winer, “An Empirical Analysis of Internal and External Reference-Price Effects Using Scanner Data,” Journal of Consumer Research 19 (June 1992), pp. 62-70. 20. Robert Ziethammer, “Forward-Looking Buying in Online Auctions,” Journal of Marketing Research 43 (August 2006), pp. 462-76. 21. John T. Gourville, “Pennies-a-Day: The Effect of Temporal Reframing on Transaction Evaluation,” Journal of Consumer Research 24 (March 1998), pp. 395-408. See also Anja Lambrecht and Catherine Tucker, “Paying with Money or Effort: Pricing when Customers Anticipate Hassle,” Journal of Marketing Research 49 (February 2012), pp. 66-82. 22. Wilfred Amaldoss and Sanjay Jain, “Pricing of Conspicuous Goods: A Competitive Analysis of Social Effects,” Journal of Marketing Research 42 (February 2005). 23. “Ferrari Focuses on Exclusivity,” www. warc. com, May 10, 2013; Roger Bennett, “Gained in Translation,” Bloomberg Businessweek, April 2, 2012. 24. Mark Stiving and Russell S. Winer, “An Empirical Analysis of Price Endings with Scanner Data,” Journal of Consumer Research 24 (June 1997), pp. 57-68. 25. Eric T. Anderson and Duncan Simester, “Effects of $9 Price Endings on Retail Sales: Evidence from Field Experiments,” Quantitative Marketing and Economics 1 (March 2003), pp. 93-110. 26. Eric Anderson and Duncan Simester, “Mind Your Pricing Cues,” Harvard Business Review, September 2003, pp. 96-103. 27. Anderson and Simester, “Mind Your Pricing Cues,” Harvard Business Review, September 2003, pp. 96-103. 28. Ibid. 29. Daniel J. Howard and Roger A. Kerin, “Broadening the Scope of Reference-Price Advertising Research: A Field Study of Consumer Shopping Involvement,” Journal of Marketing 70 (October 2006), pp. 185-204. 30. Katherine N. Lemon and Stephen M. Nowlis, “Developing Synergies between Promotions and Brands in Different Price-Quality Tiers,” Journal of Marketing Research 39 (May 2002), pp. 171-85; but see also	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E40 Endnotes 64. Bernard Condon, “The Haggle Economy,” Forbes, June 8, 2009, pp. 26-27; Sandy D. Jap, “The Impact of Online Reverse Auction Design on Buyer-Supplier Relationships,” Journal of Marketing 71 (January 2007), pp. 146-59; Sandy D. Jap, “An Exploratory Study of the Introduction of Online Reverse Auctions,” Journal of Marketing 67 (July 2003), pp. 96-107. 65. Paul W. Farris and David J. Reibstein, “How Prices, Expenditures, and Profits Are Linked,” Harvard Business Review, November-December 1979, pp. 173-84. 66. Joel E. Urbany, “Justifying Profitable Pricing,” Journal of Product and Brand Management 10 (2001), pp. 141-57; Charles Fishman, “The Wal-Mart You Don't Know,” Fast Company, December 2003, pp. 68-80. 67. Alicia A. Caldwell, “21 Airlines Fined in Price-Fixing Scheme,” Associated Press, March 5, 2011. 68. P. N. Agarwala, Countertrade: A Global Perspective (New Delhi: Vikas, 1991); Michael Rowe, Countertrade (London: Euromoney Books, 1989); Christopher M. Korth, ed., International Countertrade (New York: Quorum Books, 1987). 69. Anthony Ramirez, “Pepsi Will Be Bartered for Ships and Vodka in Deal with Soviets,” New York Times, April 9, 1990. 70. For an interesting discussion of a quantity surcharge, see David E. Sprott, Kenneth C. Manning, and Anthony Miyazaki, “Grocery Price Settings and Quantity Surcharges,” Journal of Marketing 67 (July 2003), pp. 34-46. 71. Kusum L. Ailawadi, Scott A. Neslin, and Karen Gedenk, “Pursuing the Value-Conscious Consumer: Store Brands versus National-Brand Promotions,” Journal of Marketing 65 (January 2001), pp. 71-89. 72. Raghunath Singh Rao and Richard Schaefer, “Conspicuous Consumption and Dynamic Pricing,” Marketing Science 32 (September-October 2013), pp. 786-804; Michael J. Barone and Tirthankar Roy, “Does Exclusivity Always Pay Off? Exclusive Price Promotions and Consumer Response,” Journal of Marketing 74 (March 2010), pp. 121-32. 73. Jay E. Klompmaker, William H. Rogers, and Anthony E. Nygren, “Value, Not Volume,” Marketing Management (May-June 2003), pp. 45-48; Lands' End, www. landsend. com, June 23, 2013. 74. Peter Burrows and Olga Kharif, “Can AT&T Tame the i Hogs,” Bloomberg Businessweek, December 28, 2009, and January 4, 2010, pp. 21-22. 75. For an illustrative academic application, see Adib Bagh and Hemant K. Bhargava, “How to Price Discriminate when Tariff Size Matters,” Marketing Science 32 (January-February 2013), pp. 111-26. 76. Matthew Phillips, “We've Only Just Begun (to Spend),” Bloomberg Businessweek, February 13, 2012. 77. Andrea Rothman, “Greyhound Taps Airline Pricing Models to Boost Profit,” www. bloomberg. com, May 21, 2013; Bill Saporito, “This Offer Won't Last! Why Sellers Are Switching to Dynamic Pricing,” Time, January 21, 2013, p. 56; Patrick Rishe, “Dynamic Pricing: The Future of Ticket Pricing in Sports,” Forbes, January 6, 2012. 78. “Increasing Revenue and Reducing Workload Using Yield Management Software,” Globe Newswire, March 12, 2013; Julia Angwin and Dana Mattioli, “Coming Soon: Toilet Paper Priced Like Airline Tickets,” Wall Street Journal, September 5, 2012. 79. Dana Mattioli, “On Orbitz, Mac Users Steered to Pricier Hotels,” Wall Street Journal, August 23, 2012; Christopher Elliott, “Do Travel Companies Raise Prices Based on Who You Are?,” Huffington Post, September 1, 2013. 80. Felix Salmon, “Why the Internet Is Perfect for Price Discrimination,” Reuters, September 3, 2013. For more information about 49. “2011 Win Strategy Report,” www. parker. com/winstrategyreport, 2011; Tom Brennan, “High-Tech Parker Hannifin?,” www. cnbc. com, April 29, 2008; Aeppel, “Seeking Perfect Prices, CEO Tears Up the Rules”; Todd Shryock, “Parker Hannifin: Perpetual Motion,” Smart Business Cleveland, October 1, 2005. 50. Bruce Einhorn, “Acer's Game-Changing PC Offensive,” Business Week, April 20, 2009, p. 65; Bruce Einhorn and Tim Culpan, “With Dell in the Dust, Acer Chases HP,” Bloomberg Businessweek, March 8, 2010, pp. 58-59. 51. “PACCAR Announces Fourth Quarter Revenue and Profit: Company Achieves Record Annual Revenue,” www. paccar. con, January 31, 2013; Jay Thompson, “The 2010 U. S. Diesel Engine Landscape— Paccar's Approach Will Be Most Changed without Cat,” Gerson Lehrman Group, www. glgroup. com; Angel Gonzales, “Paccar's Fuel-Saving Hybrid Truck Aimed at Nation's Distribution,” Seattle Times, July 29, 2008; Michael Arndt, “PACCAR: Built for the Long-Haul,” Business Week, January 30, 2006. 52. Anupam Mukerj, “Monsoon Marketing,” Fast Company, April 2007, p. 22. 53. Marco Bertini and Luc Wathieu, “How to Stop Customers from Fixating on Price,” Harvard Business Review, May 2010, pp. 85-91. 54. Bill Saporito, “Behind the Tumult at P&G,” Fortune, March 7, 1994, pp. 74-82. For empirical analysis of its effects, see Kusim L. Ailawadi, Donald R. Lehmann, and Scott A. Neslin, “Market Response to a Major Policy Change in the Marketing Mix: Learning from Procter & Gamble's Value Pricing Strategy,” Journal of Marketing 65 (January 2001), pp. 44-61. 55. Elisabeth Sullivan, “Value Pricing,” Marketing News, January 15, 2008, p. 08. 56. Michael Tsiros and David M. Hardesty, “Ending a Price Promotion: Retracting It in One Step or Phasing It Out Gradually,” Journal of Marketing 74 (January 2010), pp. 49-64. 57. Paul B. Ellickson and Sanjog Misra, “Supermarket Pricing Strategies,” Marketing Science 27 (September-October 2008), pp. 811-28. 58. Paul B. Ellickson, Sanjog Misra, and Harikesh S. Nair, “Repositioning Dynamics and Pricing Strategy,” Journal of Marketing Research 49 (December 2012), pp. 750-72. 59. Daiso Global, www. daisoglobal. com. 60. For a discussion of some theoretical issues with auctions, see Amar Cheema, Dipankar Chakravarti, and Atanu R. Sinha, “Bidding Behavior in Descending and Ascending Auctions,” Marketing Science 31 (September-October 2012), pp. 779-800; and Jason Shachat and Lijia Wei, “Procuring Commodities: First-Price Sealed-Bid or English Auctions?,” Marketing Science 31 (March-April 2012), pp. 317-33. 61. Nick Brown, “Kodak Patent Sale Plan Gets Bankruptcy Court Approval,” Reuters, January 11, 2013. 62. Eric Savitz, “SAP to Buy Ariba for $4. 3B,” www. forbes. com, May 22, 2012; Ashlee Vance, “For an Online Marketplace, It's Better Late than Never,” New York Times, November 20, 2010. 63. Using expected profit for setting price makes sense for the seller that makes many bids. The seller who bids only occasionally or who needs a particular contract badly will not find it advantageous to use expected profit. This criterion does not distinguish between a $1,000 profit with a 0. 10 probability and a $125 profit with a 0. 80 probability. Yet the firm that wants to keep production going would prefer the second contract to the first.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E41 6. For an academic treatment of related issues, see Elie Ofek, Zsolt Katona, and Miklos Sarvary, “'Bricks and Clicks': The Impact of Product Returns on the Strategies of Multichannel Retailers,” Marketing Science 30 (January-February 2011), pp. 42-60. 7. V. Kumar and Rajkumar Venkatesan, “Who Are Multichannel Shoppers and How Do They Perform? Correlates of Multichannel Shopping Behavior,” Journal of Interactive Marketing 19 (Spring 2005), pp. 44-61. 8. Tarun Kushwaha and Venkatesh Shankar, “Are Multichannel Customers Really More Valuable? The Moderating Role of Product Category Characteristics,” Journal of Marketing 77 (July 2013), pp. 67-85. 9. www. disney. com, December 9, 2010; Joyceann Cooney, “Mooney's Kingdom,” License, October 1, 2006. 10. Robert Klara, “Coach Trots Out a New Message,” Adweek, September 30, 2013, p. 15; Cotton Timberlake, “Luxury Brand Coach Moves to Sell Shoes,” Bloomberg Businessweek, June 13, 2013; Dana Mattioli, “Coach Sales Feel Pressure of Michael Kors,” Wall Street Journal, January 23, 2013; Coach Inc. Form 10-K filed with SEC on August 2, 2013. 11. Rajkumar Venkatesan, V. Kumar, and Nalini Ravishanker, “Multichannel Shopping: Causes and Consequences,” Journal of Marketing 71 (April 2007), pp. 114-32. 12. For detailed conceptual model, see Jill Avery, Thomas J. Steenburgh, John Deighton, Mary Caravella, “Adding Bricks to Clicks: Predicting the Patterns of Cross-Channel Elasticities Over Time,” Journal of Marketing 76 (May 2012), pp. 96-111. 13. Peter C. Verhoef, Scott A. Neslin, and Björn Vroomen, “Multichannel Customer Management: Understanding the Research-Shopper Phenomenon,” International Journal of Research in Marketing 24, no. 2 (2007), pp. 129-48. 14. Based on Rowland T. Moriarty and Ursula Moran, “Marketing Hybrid Marketing Systems,” Harvard Business Review, November-December 1990, pp. 146-55. 15. Hugo Martin, “Outdoor Retailer Patagonia Puts Environment Ahead of Sales Growth,” Los Angeles Times, May 24, 2012. 16. Mary Wagner, “IRCE 2011 Report: Learn It on the Web, Use It Cross-Channel,” www. internetretailer. com, June 20, 2011; Monte Burke, “A Conversation with REI Chief Executive, Sally Jewell,” Forbes, May 19, 2011; Megan Santosus, “Channel Integration: How REI Scaled E-Commerce Mountain,” www. cio. com, May 15, 2004. 17. Chekitan S. Dev and Don E. Schultz, “In the Mix: A Customer-Focused Approach Can Bring the Current Marketing Mix into the 21st Century,” Marketing Management 14 (January-February 2005). 18. www. oracle. com/us/corporate/oracle-fact-sheet-079219. pdf, accessed November 1, 2013. 19. www. apple. com/about/job-creation/, accessed November 1, 2013. 20. Robert Shaw and Philip Kotler, “Rethinking the Chain,” Marketing Management (July/August 2009), pp. 18-23. 21. “E-commerce Sales to Rise in U. S.,” www. warc. com, March 15, 2013; Lucia Moses, “Data Points: Spending It,” Adweek, April 16, 2012, pp. 24-25; Darrell Rigby, “The Future of Shopping,” Harvard Business Review, December 2011. 22. Lauren Johnson, “Walmart App Users Spend 40pc More than Average Shopper,” Mobile Commerce Daily, September 26, 2013; Chantal Tode, “Walmart Boosts Scan & Go Self-Checkout with Mobile Coupons,” Mobile Commerce Daily, August 2, 2013; Enid Burns, “Walmart's Mobile App Aims for 'Indispensable' Customer Tools,” E-Commerce Times, May 22, 2013; “Walmart Takes on Amazon,” www. warc. com, March 29, 2013; Farhad Manjoo, “Dot Convert,” Fast Company, December 2012/ January 2013; “Showrooming Shoppers Key for Walmart,” www. warc. com, November 26, 2012; Shelly Banjo, “Wal-Mart Is Testing Mobile specific types of price discrimination that are illegal, see Henry Cheeseman, Business Law, 8th ed. (Upper Saddle River, NJ: Pearson, 2013). 81. Bob Donath, “Dispel Major Myths about Pricing,” Marketing News, February 3, 2003, p. 10. For an interesting historical account, see Meghan R. Busse, Duncan I. Simester, and Florian Zettelmeyer, “'The Best Price You'll Ever Get': The 2005 Employee Discount Pricing Promotions, in the U. S. Automobile Industry,” Marketing Science 29 (March-April 2010), pp. 268-90. 82. Harald J. Van Heerde, Els Gijsbrechts, and Koen Pauwels, “Winners and Losers in a Major Price War,” Journal of Marketing Research 45 (October 2008), pp. 499-518. 83. For a classic review, see Kent B. Monroe, “Buyers' Subjective Perceptions of Price,” Journal of Marketing Research 10 (February 1973), pp. 70-80. See also Z. John Zhang, Fred Feinberg, and Aradhna Krishna, “Do We Care What Others Get? A Behaviorist Approach to Targeted Promotions,” Journal of Marketing Research 39 (August 2002), pp. 277-91. 84. Margaret C. Campbell, “Perceptions of Pricing Unfairness: Antecedents and Consequences,” Journal of Marketing Research 36 (May 1999), pp. 187-99. 85. Lan Xia, Kent B. Monroe, and Jennifer L. Cox, “The Price Is Unfair! A Conceptual Framework of Price Fairness Perceptions,” Journal of Marketing 68 (October 2004), pp. 1-15; Eric T. Anderson and Duncan Simester, “Does Demand Fall when Customers Perceive That Prices Are Unfair? The Case of Premium Pricing for Larger Sizes,” Marketing Science 27 (May-June 2008), pp. 492-500. 86. Eric Mitchell, “How Not to Raise Prices,” Small Business Reports, November 1990, pp. 64-67. 87. Kusum L. Ailawadi, Donald R. Lehmann, and Scott A. Neslin, “Market Response to a Major Policy Change in the Marketing Mix: Learning from Procter & Gamble's Value Pricing Strategy,” Journal of Marketing 65 (January 2001), pp. 44-61. 88. Laura Heller, “Publix the Walmart Slayer Wins Another Round with Low Prices,” Forbes, July 30, 2013. 89. Nirmalya Kumar, “Strategies to Fight Low-Cost Rivals,” Harvard Business Review (December 2006), pp. 104-12. See also Adrian Ryans, Beating Low Cost Competition: How Premium Brands Can Respond to Cut-Price Rivals (West Sussex, England: John Wiley & Sons, 2008); Jack Neff, “How the Discounters Hurt Themselves,” Advertising Age, December 10, 2007, p. 12. Chapter 17 1. L. L. Bean, www. llbean. com; Shelley Banjo, “Firms Take Online Reviews to Heart,” Wall Street Journal, July 29, 2012; Michael Arndt, “L. L. Bean Follows Its Shoppers to the Web,” Bloomberg Businessweek, February 18, 2010. 2. Anne T. Coughlan, Erin Anderson, Louis W. Stern, and Adel I. El-Ansary, Marketing Channels, 7th ed. (Upper Saddle River, NJ: Prentice Hall, 2007). 3. Louis W. Stern and Barton A. Weitz, “The Revolution in Distribution: Challenges and Opportunities,” Long Range Planning 30 (December 1997), pp. 823-29. 4. For a summary of academic research, see Erin Anderson and Anne T. Coughlan, “Channel Management: Structure, Governance, and Relationship Management,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2001), pp. 223-47. 5. Sarah E. Needleman, “Dial-a-Mattress Retailer Blames Troubles on Stores, Executive Team,” Wall Street Journal, July 14, 2009, p. B1.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E42 Endnotes 36. Richard Mc Gill Murphy, “Cashing In on Kiosks,” Fortune, December 3, 2012; Jessica Mintz, “Redbox Machines Take On Netflix's Red Envelope,” USA Today, June 22, 2009; Michael Kraus, “How Redbox Is Changing Retail,” Marketing News, November 15, 2009, p. 23. 37. Janko Roettgers, “Netflix May Ditch DVDs Sooner Rather than Later,” Bloomberg Businessweek, October 21, 2013; Ashlee Vance, “Netflix, Reed Hastings Survive Missteps to Join Silicon Valley's Elite,” Bloomberg Businessweek, May 9, 2013; Ronald Grover, Adam Satariano, and Ari Levy, “Honest, Hollywood, Netflix Is Your Friend,” Bloomberg Businessweek, January 11, 2010, pp. 54-55; Michael V. Copeland, “Tapping Tech's Beautiful Minds,” Fortune, October 12, 2009, pp. 35-36; Jefferson Graham, “Netflix Is Still Renting Strong,” USA Today, July 1, 2009, p. 2B; Timothy J. Mullaney, “The Mail Order House That Clobbered Blockbuster,” Business Week, June 5, 2006, pp. 56-57. 38. “Trouser Suit,” Economist, November 24, 2001, p. 56. 39. “Why STIHL Chooses Independent Dealers,” www. stihlusa. com, accessed November 2, 2013; Ken Waldron, “How Stihl Fulfilled Brand Promise of Superior Product, Customer Service,” Advertising Age, December 10, 2009; Timothy Appel, “Too Good for Lowe's and Home Depot?,” Wall Street Journal, July 24, 2006. 40. “Nike Says No to Blue-Light Specials,” Fortune, May 4, 2005. 41. Robert K. Heady, “Online Bank Offers Best Rates,” South Florida Sun-Sentinel, November 22, 2004. 42. Anderson and Coughlan, “Channel Management: Structure, Governance, and Relationship Management,” Handbook of Marketing, pp. 223-47; Michaela Draganska, Daniel Klapper, and Sofia B. Villa-Boas, “A Larger Slice or a Larger Pie? An Empirical Investigation of Bargaining Power in the Distribution Channel,” Marketing Science 29 (January-February 2010), pp. 57-74. 43. These bases of power were identified in John R. P. French and Bertram Raven, “The Bases of Social Power,” Dorwin Cartwright, ed., Studies in Social Power (Ann Arbor: University of Michigan Press, 1959), pp. 150-67. 44. Joydeep Srivastava and Dipankar Chakravarti, “Channel Negotiations with Information Asymmetries: Contingent Influences of Communication and Trustworthiness Reputations,” Journal of Marketing Research 46 (August 2009), pp. 557-72. 45. Daniel Corsten and Nirmalya Kumar, “Do Suppliers Benefit from Collaborative Relationships with Large Retailers? An Empirical Investigation of Efficient Consumer Response Adoption,” Journal of Marketing 69 (July 2005), pp. 80-94; for some related research, see Ashwin W. Joshi, “Continuous Supplier Performance Improvement: Effects of Collaborative Communication and Control,” Journal of Marketing 73 (January 2009), pp. 133-50. 46. Cotton Timberlake, “In the i Phone Era, Leica Tries Its Own Stores,” Bloomberg Businessweek, June 18, 2012. 47. For a detailed case study example, see Jennifer Shang, Tuba Pinar Yildrim, Pandu Tadikamalla, Vikas Mittal, and Lawrence Brown, “Distribution Network Redesign for Marketing Competitiveness,” Journal of Marketing 73 (March 2009), pp. 146-63. 48. Xinlei Chen, George John, and Om Narasimhan, “Assessing the Consequences of a Channel Switch,” Marketing Science 27 (May-June 2008), pp. 398-416. 49. Thomas H. Davenport and Jeanne G. Harris, Competing on Analytics: The New Science of Winning (Boston: Harvard Business School Press, 2007). 50. Junhong Chu, Pradeep K. Chintagunta, and Naufel J. Vilcassim, “Assessing the Economic Value of Distribution Channels: An Application to the Personal Computer Industry,” Journal of Marketing Research 44 (February 2007), pp. 29-41. Checkout,” Wall Street Journal, September 1, 2012; Matthew Boyle and Douglas Mac Millan, “Wal-Mart's Rocky Path from Bricks to Clicks,” Bloomberg Businessweek, July 25, 2011. 23. Jayne O'Donnell, “As Shoppers Change, So Do Stores,” USA Today, January 26, 2010. 24. Thomas H. Davenport, Leandro Dalle Mule, and John Lucker, “Know What Your Customers Want Before They Do,” Harvard Business Review, December 2011, pp. 84-92. 25. Anderson and Coughlan, “Channel Management: Structure, Governance, and Relationship Management,” Handbook of Marketing, pp. 223-47. 26. “Ford Dealers Are Recognized for Outstanding Contributions to Their Communities with Ford's Salute to Dealers Award,” www. media. ford. com, February 3, 2012. 27. “Kimberly-Clark Test Online Retail Site,” www. warc. com, March 6, 2013. 28. www. clevelandclinic. org, December 9, 2010; Geoff Colvin, “The Cleveland Clinic's Delos Cosgrove,” Fortune, March 1, 2010, pp. 38-45. 29. Asim Ansari, Carl F. Mela, and Scott A. Neslin, “Customer Channel Migration,” Journal of Marketing Research 45 (February 2008), pp. 60-76; Jacquelyn S. Thomas and Ursula Y. Sullivan, “Managing Marketing Communications,” Journal of Marketing 69 (October 2005), pp. 239-51; Sridhar Balasubramanian, Rajagopal Raghunathan, and Vijay Mahajan, “Consumers in a Multichannel Environment: Product Utility, Process Utility, and Channel Choice,” Journal of Interactive Marketing 19 (Spring 2005), pp. 12-30; Edward J. Fox, Alan L. Montgomery, and Leonard M. Lodish, “Consumer Shopping and Spending across Retail Formats,” Journal of Business 77 (April 2004), pp. S25-S60. 30. Sara Valentini, Elisa Montaguti, and Scott A. Neslin, “Decision Process Evolution in Customer Channel Choice,” Journal of Marketing 75 (November 2011), pp. 72-86. 31. “They're Shopping, but Not as We Know It,” Marketing Week, June 14, 2012; John Helyar, “The Only Company Wal-Mart Fears,” Fortune, November 24, 2003, pp. 158-66. See also Michael Silverstein and Neil Fiske, Trading Up: The New American Luxury (New York: Portfolio, 2003). 32. Kelly Liyakasa, “Retailers Brace for Holiday Mobile Commerce Crush,” www. adexchanger. com, September 25, 2013; Lydia Dishman, “Target's Carwheel to Bridge the Digital and Brick-and-Mortar Divide,” Forbes, May 9, 2013; “Retailers Begin to Fight Back on Mobile,” www. warc. com, November 23, 2012. 33. Susan Broniarczyk, “Product Assortment,” Curtis Haugtvedt, Paul Herr, and Frank Kardes, eds., Handbook of Consumer Psychology (New York: Lawrence Erlbaum Associates, 2008), pp. 755-79; Alexander Chernev and Ryan Hamilton, “Assortment Size and Option Attractiveness in Consumer Choice among Retailers,” Journal of Marketing Research 46 (June 2009), pp. 410-20; Richard A. Briesch, Pradeep K. Chintagunta, and Edward J. Fox, “How Does Assortment Affect Grocery Store Choice,” Journal of Marketing Research 46 (April 2009), pp. 176-89. 34. Katrijn Gielens and Marnik G. Dekimpe, “The Entry Strategies Retail Firms into Transition Economies,” Journal of Marketing 71 (April 2007), pp. 196-212. 35. David Segal, “Apple's Retail Army, Long on Loyalty but Short on Pay,” The New York Times, June 23, 2012; Gardiner Morse and Ron Johnson, “Retail Isn't Broken. Stores Are,” Harvard Business Review, December 2011, pp. 78-82; Yukari Iwatani Kane and Ian Sherr, “Secrets from Apple's Genius Bar: Full Loyalty, No Negativity,” Wall Street Journal, June 15, 2011; Alex Frankel, “Magic Shop,” Fast Company, November 2007, pp. 45-49; Jerry Useem, “Simply Irresistible,” Fortune, March 19, 2007, pp. 107-12; Nick Wingfield, “How Apple's Store Strategy Beat the Odds,” Wall Street Journal, May 17, 2006.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E43 66. Coremetrics Benchmark December US Retail, www. coremetrics. com/ downloads/coremetrics-benchmark-industry-report-2008-12-us. pdf. 67. Jeff Borden, “The Right Tools,” Marketing News, April 15, 2008, pp. 19-21. 68. Geg Bensinger, “Order It Online, and ... Voilá,” Wall Street Journal, December 3, 2012. 69. Amanda B. Bower and James G. Maxham III, “Return Shipping Policies of Online Retailers: Normative Assumptions and the Long-Term Consequences of Fee and Free Returns,” Journal of Marketing 76 (September 2012), pp. 110-24. 70. Christine Birkner, “The ABCs of Affiliate Marketing,” Marketing News, August 31, 2012. 71. Alexis K. J. Barlow, Noreen Q. Siddiqui, and Mike Mannion, “Development in Information and Communication Technologies for Retail Marketing Channels,” International Journal of Retail and Distribution Management 32 (March 2004), pp. 157-63; G&J Electronic Media Services, 7th Wave of the Gf K-Online-Monitor (Hamburg: Gf K Press, 2001). 72. Martin Holzwarth, Chris Janiszewski, and Marcus M. Newmann, “The Influence of Avatars on Online Consumer Shopping Behavior,” Journal of Marketing 70 (October 2006), pp. 19-36. 73. Ann E. Schlosser, Tiffany Barnett White, and Susan M. Lloyd, “Converting Web Site Visitors into Buyers: How Web Site Investment Increases Consumer Trusting Beliefs and Online Purchase Intentions,” Journal of Marketing 70 (April 2006), pp. 133-48. 74. Ronald Abler, John S. Adams, and Peter Gould, Spatial Organizations: The Geographer's View of the World (Upper Saddle River, NJ: Prentice Hall, 1971), pp. 531-32. 75. “Alibaba Breaks Sales Record amid China Singles-Day Rebate,” Bloomberg, November 12, 2013; Julianne Pepitone, “Meet Alibaba, Yahoo's Chinese Secret Weapon,” CNNMoney, October 29, 2013; Danielle Kucera, “How Alibaba Could Underprice Amazon, and Other Things You Should Know,” Bloomberg Businessweek, October 14, 2013; John Foley, “Why Alibaba Could Be China's Next $100 Billion IPO,” Reuters Breakingviews, April 26, 2013; Jessica E. Vascellaro, “Alibaba. com Plans U. S Push,” Wall Street Journal, August 7, 2009. 76. Andrea Chang, “Retailers Fuse Stores with E-commerce,” Los Angeles Times, June 27, 2010. 77. Anjali Cordeiro, “Procter & Gamble Sees Aisle Expansion on the Web,” Wall Street Journal, September 2, 2009, p. B6A; Anjali Cordeiro and Ellen Byron, “Procter & Gamble to Test Online Store to Study Buying Habits,” Wall Street Journal, January 15, 2010. 78. “Brands Gain Ground in Online Retail Race,” www. warc. com, February 8, 2013. 79. Xubing Zhang, “Retailer's Multichannel and Price Advertising Strategies,” Marketing Science 28 (November-December 2009), pp. 1080-94. 80. “2012 Annual Report,” www. harley-davidson. com; Rick Barrett, “Store Closings Place Number of U. S. Dealerships at About Same Level as 2002,” Milwaukee Journal Sentinel, January 29, 2012; Susan Fournier and Lara Lee, “Getting Brand Communities Right,” Harvard Business Review, April 2009, pp. 105-11; “New Harley Davidson Accessory and Clothing Store,” PRLog, July 21, 2009; Bob Tedeshi, “How Harley Revved Online Sales,” Business 2. 0, December 2002-January 2003, pp. 44. 81. “How Mobile Coupons Are Driving an Explosion in Mobile Commerce,” Business Insider, August 12, 2013; “New York Startup Launches First Stand-Alone Mobile Commerce Solution for Small and Medium-Sized Businesses,” PRNewswire, June 27, 2013. 82. Lucia Moses, “Data Points: Mobile Shopping,” Adweek, May 20, 2013, pp. 20-21. 51. Rajdeep Grewal, Alok Kumar, Girish Mallapragada, and Amit Saini, “Marketing Channels in Foreign Markets: Control Mechanisms and the Moderating Role of Multinational Corporation Headquarters-Subsidiary Relationship,” Journal of Marketing Research 50 (June 2013), pp. 378-98; Zhilin Yang, Chenting Su, and Kim-Shyan Fam, “Dealing with Institutional Distances in International Marketing Channels: Governance Strategies That Engender Legitimacy and Efficiency,” Journal of Marketing 76 (May 2012), pp. 41-55. 52. Richard Gibson, “U. S. Franchises Find Opportunities to Grow Abroad,” Wall Street Journal, August 11, 2009, p. B5. 53. “Send for the Supermarketers,” The Economist, April 16, 2011, pp. 67-68; “Unshackling the Chain Stores,” The Economist, May 31, 2008, pp. 69-70. 54. “Coach Taps Chinese Opportunity,” www. warc. com, October 25, 2012; Jeffrey Ng and Mariko Sanchanta, “J. Crew Brings Its Brand to China,” Wall Street Journal, July 31, 2012; Laurie Burkitt and Bob Davis, “Chasing China's Shoppers,” Wall Street Journal, June 14, 2012; “All Eyes on Chinese Aisles,” The Economist, May 21, 2011; 55. Paul Sonne and Peter Evans, “The $1. 6 Billion Grocery Flop: Tesco Poised to Quit U. S.,” Wall Street Journal, December 5, 2012; Paul Sonne, “At Tesco Expansion Takes a Back Seat,” Wall Street Journal, November 7, 2012; Peter Evans, “Britain's Tesco Tries Out New Retail Recipe,” Wall Street Journal, July 8, 2012; Matthew Boyle and Michael V. Copeland, “Tesco Reinvents the 7-Eleven,” Fortune, November 26, 2007, p. 34. 56. Christina Passariello, “Carrefour's Makeover Plan: Become Ikea of Groceries,” Wall Street Journal, September 16, 2010. 57. Harriett Walker, “Bright Sparks: Urban Outfitters,” The Independent, January 23, 2012; Michael Arndt, “Urban Outfitters Grow-Slow Strategy,” Bloomberg Businessweek, March 1, 2010, p. 56; Michael Arndt, “How to Play It: Apparel Makers,” Bloomberg Businessweek, March 1, 2010, p. 61. 58. “Nordstrom to Expand Topshop and Topman Partnership to 28 Additional Stores This Fall,” PRNewswire, August 27, 2013; “Topshop Confirms German Expansion,” Fashion United, July 8, 2013; Stephanie Wong and Susan Li, “Billionaire Green Starts Hunt for First Topshop China Stores,” Bloomberg Businessweek, June 5, 2013; Cara Waters, “Topshop Opens Its Doors in Sydney: Five Secrets to the Retailer's Success in Australia,” Smart Company, October 4, 2012; Cotton Timberlake, “Nordstrom Tries an Extreme Makeover with Topshop,” Bloomberg Businessweek, July 12, 2102; Damien Reece, “Topshop's Injection of True Brit Stirs Up the Big Apple,” Daily Telegraph, April 2, 2009; Jenifer Reingold, “The British (Retail) Invasion,” Fortune, July 7, 2008, pp. 132-38. 59. V. Kasturi Rangan, Transforming Your Go-to-Market Strategy: The Three Disciplines of Channel Management (Boston: Harvard Business School Press, 2006). 60. Stefan Wuyts, Stefan Stremersch, Christophe Van Den Bulte, and Philip Hans Franses, “Vertical Marketing Systems for Complex Products: A Triadic Perspective,” Journal of Marketing Research 41 (November 2004), pp. 479-87. 61. Arnt Bovik and George John, “When Does Vertical Coordination Improve Industrial Purchasing Relationships,” Journal of Marketing 64 (October 2000), pp. 52-64 62. Raji Srinivasan, “Dual Distribution and Intangible Firm Value: Franchising in Restaurant Chains,” Journal of Marketing 70 (July 2006), pp. 120-35. 63. www. citizensbank. com, December 9, 2010. 64. “Low Prices Key to E-commerce,” www. warc. com, March 6, 2013. 65. Joel C. Collier and Carol C. Bienstock, “How Do Customers Judge Quality in an E-tailer,” MIT Sloan Management Review (Fall 2006), pp. 35-40.	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E44 Endnotes 101. Jerry Useem, Julie Schlosser, and Helen Kim, “One Nation under Wal-Mart,” Fortune (Europe), March 3, 2003. For a more thorough academic examination that shows the benefits to suppliers from Walmart expanding their market, see Qingyi Huang, Vincent R. Nijs, Karsten Hansen, and Eric T. Anderson, “Wal-Mart's Impact on Supplier Profits,” Journal of Marketing Research 49 (April 2012), pp. 131-43. 102. Sreekumar R. Bhaskaran and Stephen M. Gilbert, “Implications of Channel Structure for Leasing or Selling Durable Goods,” Marketing Science 28 (September-October 2009), pp. 918-34. 103. For some examples of when conflict can be viewed as helpful, see Anil Arya and Brian Mittendorf, “Benefits of Channel Discord in the Sale of Durable Goods,” Marketing Science 25 (January-February 2006), pp. 91-96; and Nirmalya Kumar, “Living with Channel Conflict,” CMO Magazine, October 2004. 104. Danny T. Wang, Flora F. Gu, and Maggie Chuoyan Dong, “Observer Effects of Punishment in a Distribution Network,” Journal of Marketing Research 50 (October 2013), pp. 627-43. 105. This section draws on Coughlan et al., Marketing Channels, chapter 9. See also Jonathan D. Hibbard, Nirmalya Kumar, and Louis W. Stern, “Examining the Impact of Destructive Acts in Marketing Channel Relationships,” Journal of Marketing Research 38 (February 2001), pp. 45-61; Kersi D. Antia and Gary L. Frazier, “The Severity of Contract Enforcement in Interfirm Channel Relationships,” Journal of Marketing 65 (October 2001), pp. 67-81; James R. Brown, Chekitan S. Dev, and Dong-Jin Lee, “Managing Marketing Channel Opportunism: The Efficiency of Alternative Governance Mechanisms,” Journal of Marketing 64 (April 2000), pp. 51-65; Alberto Sa Vinhas and Erin Anderson, “How Potential Conflict Drives Channel Structure: Concurrent (Direct and Indirect) Channels,” Journal of Marketing Research 42 (November 2005), pp. 507-15. 106. Niraj Dawar and Jason Stornelli, “Rebuilding the Relationship Between Manufacturers and Retailers,” MIT Sloan Management Review, Winter 2013, pp. 83-90. 107. Nirmalya Kumar, “Living with Channel Conflict,” CMO Magazine, October 2004. 108. Kersi D. Antia, Xu (Vivian) Zheng, and Gary L. Frazier, “Conflict Management and Outcomes in Franchise Relationships: The Role of Regulation,” Journal of Marketing Research 50 (October 2013), pp. 577-89. 109. Andrew Kaplan, “All Together Now?,” Beverage World, March 2007, pp. 14-16. 110. Tricia Carr, “Gucci Combines Physical, Mobile Commerce via Digital Store-in-Store,” Luxury Daily, June 18, 2012; Christina Passriello, “Fashionably Late? Designer Brands Are Starting to Embrace E-Commerce,” Wall Street Journal, May 19, 2006. Chapter 18 1. Mike O'Toole, “Warby Parker, One Million Eyeglasses, and the Next Generation of Brands,” Forbes, July 22, 2013; Knowledge@Wharton, “The Consumer Psychology behind Warby Parker's $95 Pricing for Eyeglasses,” Time, May 23, 2013; Sheila Shayon, “Warby Parker's Long-Term Vision: From the Web to the Street, NYC to the World,” Brandchannel, September 11, 2012; “Warby Parker Revolutionizes Eyewear Market by Borrowing from Apple, Zappos,” Advertising Age, November 27, 2011. 2. Mina Kimes, “The Sun Tzu at Sears,” Bloomberg Businessweek, July 11, 2013; Jessica Dubois-Maahs, “Sears' Failure to Adapt Disillusions Shoppers, Shareholders,” Medill Report, March 12, 2013; “February 2013 and Historical ACSI Benchmarks,” American Customer Satisfaction Index, February 26, 2013; Chris Morran, “Sears 83. Christopher Heine, “For Mobile Marketing That Really Works, Just Look to Asia,” Adweek, February 11, 2013, pp. 19-21. 84. Jon Fingas, “NTT Do Co Mo's Xi Gets 10 Million Subscribers on the LTE Bandwagon,” www. engadget. com, February 19, 2013. 85. Venkatesh Shankar, Alladi Venkatesh, Charles Hofacker, and Prasad Naik, “Mobile Marketing in the Retailing Environment: Current Insights and Future Research Avenues,” special issue, Venkatesh Shankar and Manjit Yadav, eds., Journal of Interactive Marketing 24 (May 2010), pp. 111-20; Venkatesh Shankar and Sridhar Balasubramanian, “Mobile Marketing: A Synthesis and Prognosis,” Journal of Interactive Marketing 23 (2009), pp. 118-29; Herbjørn Nysveen, Per E. Pedersen, Helge Thorbjørnsen, and Pierre Berthon, “Mobilizing the Brand: The Effects of Mobile Services on Brand Relationships and Main Channel Use,” Journal of Service Research 7 (2005), pp. 257-76; Douglas Lamont, Conquering the Wireless World: The Age of M-Commerce (New York: John Wiley & Sons, 2001). 86. Chantal Tode, “Dunkin' Donuts Tries to Best Starbucks in Mobile Loyalty,” Mobile Commerce Daily, October 28, 2013; Christopher Heine, “Dunkin' Drives to Twitter & Vine,” Adweek, October 14, 2013, p. 16; Paul Frumkin, “Dunkin' Donuts Taps Eli Manning to Promote App,” Nation's Restaurant News, September 4, 2013; Lauren Johnson, “Dunkin' Donuts Drills Down on Location to Boost Mobile Payments App,” Mobile Commerce Daily, August 19, 2013. 87. Jonathan Nelson, “One Screen to Rule Them All,” Adweek, February 11, 2013. 88. Lucia Moses, “Data Points: Women and Mobile,” Adweek, October 28, 2013. 89. Stephanie Clifford, “Retailers Add Gadgets for Shoppers at Ease with Technology,” Wall Street Journal, March 9, 2012. 90. Dr. Paul Marsden, “The Social Commerce Acid Test from Amex,” Social Commerce Today, July 21, 2011; Shayndi Raice and Robin Sidel, “Am Ex Teams Up with Foursquare,” Wall Street Journal, March 4, 2011. 91. Christopher Heine, “The Top 7 Reasons Mobile Ads Don't Work,” Adweek, October 17, 2013. 92. Farhan Thawar, “2013: The Breakout Year for Mobile Commerce,” Wired, March 15, 2013. 93. “How Mobile Coupons Are Driving an Explosion in Mobile Commerce,” Business Insider, August 12, 2013. 94. Sam K. Hui, J. Jeffrey Inman, Yanliu Huang, and Jacob Suher, “The Effect of In-Store Travel Distance on Unplanned Spending: Applications to Mobile Promotion Strategies,” Journal of Marketing 77 (March 2013), pp. 1-16. 95. Lauren Brousel, “5 Things You Need to Know about Geofencing,” CIO, August 28, 2013; Dana Mattioli and Miguel Bustillo, “Can Texting Save Stores?,” Wall Street Journal, May 8, 2012. 96. Stephanie Clifford, “Attention, Shoppers: Store Is Tracking Your Cell,” New York Times, July 14, 2013. 97. Rick Whiting, “Oracle Says Recent Initiatives Are Reducing Channel Conflict,” www. crn. com, October 14, 2009; Barbara Darow, “Oracle's New Partner Path,” CRN, August 21, 2006, p. 4. 98. Anne Coughlan and Louis Stern, “Marketing Channel Design and Management,” Dawn Iacobucci, ed., Kellogg on Marketing (New York: John Wiley & Sons, 2001), pp. 247-69. 99. Nirmalya Kumar, “Some Tips on Channel Management,” rediff. com, July 1, 2005. 100. Matthew Boyle, “Brand Killers,” Fortune, August 11, 2003, pp. 51-56; for an opposing view, see Anthony J. Dukes, Esther Gal-Or, and Kannan Srinivasan, “Channel Bargaining with Retailer Asymmetry,” Journal of Marketing Research 43 (February 2006), pp. 84-97.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E45 18. Clint Boulton, “Snackmaker Modernizes the Impulse Buy with Sensors, Analytics,” Wall Street Journal, October 11, 2013. 19. Elizabeth A. Harris, “Retailers Seek Partners in Social Networks,” New York Times, November 26, 2013. 20. Christopher Heine, “Social Pics Help Retailers Get Real,” Adweek, September 16, 2013, p. 11. 21. Sam Grobart, “Cracking Whole Foods,” Bloomberg Businessweek, November 26, 2012; “Forbes Earnings Preview: Whole Foods Market,” Forbes, November 2, 2012; Leslie Patton and Bryan Gruley, “Walter Robb on Whole Foods' Recession Lessons,” Bloomberg Businessweek, August 9, 2012; Martin Lindstrom, “How Whole Foods 'Primes' You to Shop,” Fast Company, September 14, 2011; “Whole Foods Market 2009 Annual Report,” www. wholefoodsmarket. com/ company/pdfs/ar09. pdf. 22. Ann Zimmerman and Kris Hudson, “Chasing Upscale Customers Tarnishes Mass-Market Jeweler,” Wall Street Journal, June 26, 2006; Kris Hudson, “Signet Sparkles with Jewelry Strategy,” Wall Street Journal, June 26, 2006. 23. Jillian Berman, “Retailers Try to Get Creative with Their Catalogs during Tough Times,” USA Today, July 19, 2010. 24. Ashley Lutz, “Why the Lingerie Industry Can't Compete with Victoria's Secret,” Business Insider, September 2, 2013; Sapna Maheshwari, “Victoria's Secret Channels Mad Men into Hottest Limited,” Bloomberg Businessweek, November 12, 2012; Scott Cendrowski and Anne Vander Mey, “Victoria's Secret Weapons,” Fortune, February 6, 2012. 25. Robert P. Rooderkerk, Harald J. van Heerde, and Tammo H. A. Bijmolt, “Optimizing Retail Assortment,” Marketing Science 32 (September-October 2013), pp. 699-715. 26. Richard A. Briesch, William R. Dillon, and Edward J. Fox, “Category Positioning and Store Choice: The Role of Destination Categories,” Marketing Science 32 (May-June 2013), pp. 488-509. 27. Jessi Hempel, “Urban Outfitters, Fashion Victim,” Business Week, July 17, 2006, p. 60. 28. Aeropostale, www. aeropostale. com, accessed December 9, 2013; Jeanine Poggi, “Best in Class: Price Is Right at Aeropostale,” The Street, June 16, 2009; “Aeropostale, Inc. Seeks New Faces for Fall Ad Campaign with 'Real Teens 2010' Contest,” PR Newswire, March 15, 2010; Robert Berner, “To Lure Teenager Mall Rats, You Need the Right Cheese,” Business Week, June 7, 2004, pp. 96-101. 29. Vanessa O'Connell, “Reversing Field, Macy's Goes Local,” Wall Street Journal, April 21, 2008. 30. Mary Catherine O'Conner, “Gillette Fuses RFID with Product Launch,” RFID Journal, March 27, 2006; “The End of Privacy?,” Consumer Reports, June 2006, pp. 33-40; “Radio Silence,” Economist, June 9, 2007, pp. 20-21; Todd Lewan, “The Chipping of America,” Associated Press, July 29, 2007. 31. ALDI South, www. aldi-sued. de; ALDI North, www. aldi-nord. de. 32. Venkatesh Shankar and Ruth N. Bolton, “An Empirical Analysis of Determinants of Retailer Pricing Strategy,” Marketing Science 23 (Winter 2004), pp. 28-49. 33. Nishu Kakkar, “Bijan: The Most Expensive Store by Appointment Only,” www. most-expensive. com/store-world, December 14, 2011; Eric Wilson, “Bijan Pakzad, Designer of High Fashion, Dies at 71,” New York Times, April 18, 2011. Is Failing Because It Spends Next-to-Nothing to Maintain Stores,” Consumerist, July 30, 2012; Michael Brush, “Why Sears Is on Its Last Legs,” MSN Money, April 17, 2012; Andrea Billups, “Sears, Kmart Failed to Anticipate Their Customers' Needs,” The Washington Times, December 29, 2011. 3. Karsten Hansen and Vishal Singh, “Market Structure across Retail Formats,” Marketing Science 28 (July-August 2009), pp. 656-73. 4. “U. S. E-commerce Sales as Percent of Retail Sales,” Census Bureau, September 30, 2013. 5. Jill Becker, “Vending Machines for All Your Needs,” www. cnn. com, August 16, 2012; Nick Montano, “Japan's Vending Machine Industry Declines 2%,” Vending Times, June, 2012; David Meerman Scott, “Should Coca-Cola Unplug Its Vending Machines in Japan to Conserve Scarce Power?,” Huffington Post, March 22, 2011. 6. Alistair Barr and Scott Martin, “The First 'Flash Sales' Site to Go Public Is ... Zulily,” USA Today, October 8, 2013; Sarah Frier, “Gilt Groupe CEO Seeks to Prove Flash Sales Are No Fad,” Bloomberg Businessweek, August 1, 2013; Spencer E. Ante, “Are Flash Sales Still 'Fab'ulous?,” Wall Street Journal, July 19, 2012; Christina Cheddar Berk, “Time for Flash Sales to Adapt or Die,” www. cnbc. com, May 25, 2012; Shelley Dubois, “What's Gilt Groupe's Secret Weapon?,” Fortune, March 5, 2012; Matthew Carroll, “The Rise of Gilt Groupe: The Great Recession Fuels the Perfect Storm,” Forbes, January 2, 2012; Claire Cain Miller, “Flash-Sale Site Shifts Its Model,” New York Times, August 14, 2011. 7. “Census Bureau's First Release of Comprehensive Franchise Data Shows Franchises Make Up More than 10 Percent of Employer Businesses,” www. census. gov, September 14, 2010. 8. J. J. Colao, “Top 20 Franchises for the Buck,” Forbes, February 8, 2012. 9. Vivian Giang, “Mc Donald's Hamburger University: Step Inside the Most Exclusive School in the World,” Business Insider, April 12, 2012. 10. Raymund Flandez, “New Franchise Idea: Fewer Rules, More Difference,” Wall Street Journal, September 18, 2007, p. B4; www. greatharvest. com/company/philosophy. html, accessed December 9, 2013. 11. Karma Allen, “How Savvy Retailers Are Reinventing the Pop-Up Model,” www. cnbc. com, November 22, 2013; Matt Townsend, “The Staying Power of Pop-Ups,” Bloomberg Businessweek, November 15, 2010. 12. Brad Stone and David Welch, “The Future Retail Wasteland,” Bloomberg Businessweek, April 16, 2012. 13. Mark Vroegrijk, Els Gijsbrechts, and Katia Campo, “Close Encounter with the Hard Discounter: A Multiple-Store Shopping Perspective on the Impact of Local Hard-Discounter Entry,” Journal of Marketing Research 50 (October 2013), pp. 606-26. 14. Jim Zarroli, “In Trendy World of Fast Fashion, Styles Aren't Made to Last,” www. npr. org, March 11, 2013; “Zara, H&M Are Top UK Fashion Brands,” www. warc. com, December 17, 2012; “Fast Retailing Prioritizes Innovation,” www. warc. com, October 15, 2012. 15. Annie Gasparro and Timothy W. Martin, “What's Wrong with America's Supermarkets,” Wall Street Journal, July 12, 2012; Elizabeth Shell, “Bargain Basement and Top Shelf: What's Driving Growth for Retailers,” www. pbs. org, December 23, 2011; Ellen Byron, “As Middle Class Shrinks, P&G Aims High and Low,” Wall Street Journal, September 12, 2011. 16. Tim Dickey, “Electronic Shelf Labels,” Retail Technology Trends, February 26, 2010. 17. K. C. Ifeanyi, “Burberry Makes It Rain in Taipei,” www. fastcompany. com, April 27, 2012; Barry Silverstein, “The Future of Retail: Reinventing and Preserving the In-Store Experience,” www. brandchannel. com, March 22, 2013.	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E46 Endnotesplma. com, accessed April 3, 2013; Emily Bryson York, “Don't Blame Private Label Gains on the Recession,” Advertising Age, April 21, 2009. 54. Matthew Boyle, “Even Better than the Real Thing,” Bloomberg Businessweek, November 28, 2011. 55. Lien Lamey, Barbara Deleersnyder, Jan-Benedict E. M. Steenkamp, and Marnik G. Dekimpe, “The Effect of Business-Cycle Fluctuations on Private-Label Share: What Has Marketing Conduct Got to Do with It?,” Journal of Marketing 76 (January 2012), pp. 1-19. 56. Kusum Ailawadi and Bari Harlam, “An Empirical Analysis of the Determinants of Retail Margins: The Role of Store-Brand Share,” Journal of Marketing 68 (January 2004), pp. 147-65. 57. For a detailed analysis of contemporary research on private labels, see Michael R. Hyman, Dennis A. Kopf, and Dongdae Lee, “Review of Literature—Future Research Suggestions: Private Label Brands: Benefits, Success Factors, and Future Research, Journal of Brand Management 17 (March 2010), pp. 368-89. See also Kusum Ailawadi, Bari Harlam, Jacques Cesar, and David Trounce, “Retailer Promotion Profitability: The Role of Promotion, Brand, Category, and Market Characteristics,” Journal of Marketing Research 43 (November 2006), pp. 518-35; Kusum Ailawadi, Koen Pauwels, and Jan-Benedict E. M. Steenkamp, “Private Label Use and Store Loyalty,” Journal of Marketing 72 (November 2008), pp. 19-30. 58. Anne ter Braak, Marnik G. Dekimpe, and Inge Geyskens, “Retailer Private-Label Margins: The Role of Supplier and Quality-Tier Differentiation,” Journal of Marketing 77 (July 2013), pp. 86-103. 59. Natasha Singer, “Drug Firms Apply Brand to Generics,” New York Times, February 16, 2010; Casey Feldman, “Generic Drug Superstars,” Fortune, August 5, 2009; Mina Kimes, “Teva: The King of Generic Drugs,” Fortune, August 5, 2009; Jeanne Whalen, “Betting $10 Billion on Generics, Novartis Seeks to Inject Growth,” Wall Street Journal, May 4, 2006. 60. Boyle, “Even Better than the Real Thing. ” 61. Grant Surridge, “Brands of the Year: Rediscovering the Loblaw Story,” Strategy, September 28, 2012; Jeff Beer, “An Even Better Choice?,” Canadian Business, October 5, 2011; Hollie Shaw, “Loblaws Bets on Black Label to Lure Sales,” Financial Post, September 13, 2011; Jim Chrizan, “Loblaw's Reverses Private Label Trend,” Packaging World, January 22, 2010; “Loblaw Launches a New Line of Discount Store Brands,” Store Brand Decisions, February 16, 2010; John J. Pierce, “Private Label Stimulus,” Private Label, March/April 2009. 62. For an analytical examination, see Sherif Nasser, Danko Turcic, and Chakravarthi Narasimhan, “National Brand's Response to Store Brands: Throw In the Towel or Fight Back?,” Marketing Science 32 (July-August 2013), pp. 591-608. 63. Brett Nelson, “Stuck in the Middle,” Forbes, August 15, 2005, p. 88; “Arrow Company Profile,” www. arrow. com, accessed December 12, 2013. 64. James A. Narus and James C. Anderson, “Contributing as a Distributor to Partnerships with Manufacturers,” Business Horizons (September-October 1987). See also Hlavecek and Mc Cuistion, “Industrial Distributors—When, Who, and How,” pp. 96-101. 65. Debra Hoffman, “Gartner Supply Chain Top 25,” www. gartner. com, May 30, 2013. 66. “The Supply Chain Evolution,” Fortune, Special Advertising Section, March 8, 2012. 67. Joe Barrett, “Whirlpool Cleans Up Its Delivery Act,” Wall Street Journal, September 24, 2009. 68. William C. Copacino, Supply Chain Management (Boca Raton, FL: St. Lucie Press, 1997); Robert Shaw and Philip Kotler, “Rethinking the Chain: Making Marketing Leaner, Faster, and Better,” Marketing Management (July/August 2009), pp. 18-23. 69. Danielle Gould, “Cutting Food Waste Increases Corporate Profits & Consumer Savings, Says Report,” Forbes, August 30, 2012. 34. Sam Grobart, “Target Practice,” Bloomberg Businessweek, January 7, 2013; Anne D'Innocenzio, “Target versus Walmart: Haves and Have Nots,” Associated Press, November 18, 2012; Stuart Feil, “50 Years of Discounting,” Special Advertising Section, Adweek, June 24, 2012. 35. Paul W. Miniard, Shazad Mustapha Mohammed, Michael J. Barone, and Cecilia M. O. Alvarez, “Retailers' Use of Partially Comparative Pricing: From Across-Category to Within-Category Effects,” Journal of Marketing 77 (July 2013), pp. 33-48; Jiwoong Shin, “The Role of Selling Costs in Signaling Price Image,” Journal of Marketing Research 42 (August 2005), pp. 305-12. 36. For a comprehensive framework of the key image drivers of price image formation for retailers, see Ryan Hamilton and Alexander Chernev, “Low Prices Are Just the Beginning: Price Image in Retail Management,” Journal of Marketing 77 (November 2013), pp. 1-20. 37. David R. Bell and James M. Lattin, “Shopping Behavior and Consumer Preference for Retail Price Format: Why 'Large Basket' Shoppers Prefer EDLP,” Marketing Science 17 (Spring 1998), pp. 66-68. 38. Ken Belson, “Meccas of Shopping Try Hand at Being Misers of Energy,” New York Times, April 10, 2012. 39. Cotten Timberlake, “Don't Even Think about Returning This Dress,” Bloomberg Businessweek, September 26, 2013; Miguel Bustillo, “Retailers Loosen Up on Returns,” Wall Street Journal, December 27, 2010. See also J. Andrew Peterson and V. Kumar, “Earning a Nice Return on Product Returns,” MIT Sloan Management Review 51 (Spring 2010), pp. 85-89; and J. Andrew Peterson and V. Kumar, “Are Product Returns a Necessary Evil? Antecedents and Consequences,” Journal of Marketing 73 (May 2009), pp. 35-51. 40. Christopher Steiner, “Taming the Spread,” Forbes, February 28, 2011. 41. Ilaina Jones, “Kohl's Looking at Spots in Manhattan,” Reuters, August 19, 2009; Cametta Coleman, “Kohl's Retail Racetrack,” Wall Street Journal, March 1, 2000. 42. Robert Klara, “Something in the Air,” Adweek, March 5, 2012, pp. 25-27. 43. Velitchka D. Kaltcheva and Barton Weitz, “When Should a Retailer Create an Exciting Store Environment?,” Journal of Marketing 70 (January 2006), pp. 107-18. 44. For more discussion, see B. Joseph Pine II and James H. Gilmore, The Experience Economy (Boston: Harvard Business School Press, 1999). 45. Dave Hodges, “Fans Welcome Bass Pro Shops to Town,” Tallahassee. com, September 5, 2013; Seth Lubove, “Bass Pro Billionaire Building Megastore with Boats, Guns,” Bloomberg, Businessweek, June 3, 2013; Michael Sheffield, “Details of Bass Pro Shops Megastore Revealed,” Memphis Business Journal, February 22, 2013; “Increase Retail Customer Traffic by Learning from Bass Pro Shop,” Infinitee, June 26, 2012; Thomas Pardee, “Bass Pro Shops,” Advertising Age, November 15, 2010. 46. Elizabeth Holmes, “Dark Art of Store Emails,” Wall Street Journal, December 18, 2012. 47. “Social Network Rockets Houlihan Restaurants' Profits,” Fast Company, March 2010. 48. Elizabeth Holmes, “Why Pay Full Price,” Wall Street Journal, May 5, 2011. 49. Shira Ovide, “Now on Twitter: Holiday Shopping Deals,” Wall Street Journal, December 16, 2012. 50. Christopher Heine, “The Daily Deal Gets Squeezed,” Adweek, March 11, 2013. 51. Carol Tice, “Anchors Away: Department Stores Lose Role at Malls,” Puget Sound Business Journal, February 13, 2004, p. 1. 52. “Private Label Sales Rise in Europe,” www. warc. com, October 19, 2012. 53. E. J. Schultz, “Grocery Shoppers Continue to Spend Less, Embrace Private Label,” Advertising Age, June 10, 2011; “Store Brands Growing across All Channels,” Private Label Manufacturers Association, www.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E47 5. “Content Drive Works for GE,” www. warc. com, August 12, 2013. 6. Alexander Konrad, “Bigger than Craisins,” Forbes, December 2, 2013; “Ocean Spray Challenges Raisins Fans to Make the Leap to Craisins Dried Cranberries,” Reuters, February 23, 2012; “Ocean Spray's Pop-Up Restaurant Emerges from 2,000 lbs. of Cranberries Inside a Cranberry Bog in Rockefeller Center,” Business Wire, September 29, 2011; Ken Romanzi, “Reintroducing the Cranberry to America!,” talk at the Tuck School of Business at Dartmouth, January 7, 2010; Francis J. Kelly III and Barry Silverstein, The Breakaway Brand (New York: Mc Graw-Hill, 2005). 7. Some of these definitions are adapted from the AMA Dictionary from the American Marketing Association, www. ama. org/resources/Pages/ Dictionary. aspx. 8. Tom Duncan, Principles of Advertising and IMC, 2nd ed. (New York: Mc Graw-Hill/Irwin, 2005). 9. Michael Mc Carthy, “Ron Burgundy's Durango Campaign Helps Dodge Laugh All the Way to the Bank,” Advertising Age, December 9, 2013; Marissa Mc Naughton, “Hands On Ron Burgundy Mobile Game Promotes Dodge Durango, Anchorman 2 Movie,” The Realtime Report, November 21, 2013; Greg Gilman, “How Will Ferrell's Ron Burgundy Became Dodge's Best Car Salesman Ever,” The Wrap, October 24, 2013. 10. Norris I. Bruce, Kay Peters, and Prasad A. Naik, “Discovering How Advertising Grows Sales and Builds Brands,” Journal of Marketing Research 49 (December 2012), pp. 793-806. 11. This section is based on the excellent text, John R. Rossiter and Larry Percy, Advertising and Promotion Management, 2nd ed. (New York: Mc Graw-Hill, 1997). 12. Patricia Odell, “Jockey and Target Join to Sell Women on Men's Brief,” Chief Marketer, August 6, 2012; “Best Retail Promotion: Jockey JKY Right on Target—Gold,” Pro Awards 2013, www. chiefmarketer. com; TPN Holdings, “Jockey Right on Target with JKY,” www. baalink. com/ reggie-case-study, accessed June 23, 2014. 13. James F. Engel, Roger D. Blackwell, and Paul W. Minard, Consumer Behavior, 9th ed. (Fort Worth, TX: Dryden, 2001). 14. John R. Rossiter and Larry Percy, Advertising and Promotion Management, 2nd ed. (New York: Mc Graw-Hill, 1997). 15. Roger D. Blackwell, Paul W. Miniard, and James F. Engel, Consumer Behavior, 10th ed. (Mason, OH: South-Western Publishing, 2006). 16. Ayn E. Crowley and Wayne D. Hoyer, “An Integrative Framework for Understanding Two-Sided Persuasion,” Journal of Consumer Research 20 (March 1994), pp. 561-74. 17. C. I. Hovland, A. A. Lumsdaine, and F. D. Sheffield, Experiments on Mass Communication, vol. 3 (Princeton, NJ: Princeton University Press, 1949). 18. H. Rao Unnava, Robert E. Burnkrant, and Sunil Erevelles, “Effects of Presentation Order and Communication Modality on Recall and Attitude,” Journal of Consumer Research 21 (December 1994), pp. 481-90. 19. Gillian Naylor, Susan Bardi Kleiser, Julie Baker, and Eric Yorkston, “Using Transformational Appeals to Enhance the Retail Experience,” Journal of Retailing 84 (April 2008), pp. 49-57. 20. Michael R. Solomon, Consumer Behavior, 10th ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2013). 21. Will Burns, “Reality Prank from Toys R Us Backfires with Women,” Forbes, November 6, 2013; Christopher Heine, “Toys R Us' Holiday Ads Employ Prankvertising,” Adweek, October 21, 2013. 22. Rik Pieters and Michel Wedel, “Attention Capture and Transfer in Advertising: Brand, Pictorial, and Text-Size Effects,” Journal of Marketing 68 (April 2004), pp. 36-50. 23. Herbert C. Kelman and Carl I. Hovland, “Reinstatement of the Communication in Delayed Measurement of Opinion Change,” Journal of Abnormal and Social Psychology 48 (July 1953), pp. 327-35. 24. Lucia Moses, “What Do These Real People Think of Ads Starring Real People,” Adweek, May 1, 2012. 70. Patrick Burnson, “”Slow and Steady: 24th Annual State of Logistics Report,” Logistics Management, July 2013; “The Logistics and Transportation Industry in the United States,” www. selectusa. commerce. gov. 71. Margie Manning, “Con Med Linvatec Takes a 'Lean' Journey,” Tampa Bay Business Journal, May 17, 2010; Pete Engardio, “Lean and Mean Gets Extreme,” Business Week, March 23 and 30, 2009, pp. 60-62; Traci Gregory, “Con Med Takes Lean Approach,” Central New York Business Journal, May 22, 2009. 72. Daisuke Wakabayashi, “How Lean Manufacturing Can Backfire,” Wall Street Journal, January 30, 2010; for some additional discussion of the downside of lean manufacturing, see Brian Hindo, “At 3M, a Struggle between Efficiency and Creativity,” Business Week, June 11, 2007. 73. Dana Mattioli, “Macy's Regroups in Warehouse Wars,” Wall Street Journal, May 14, 2012. 74. The optimal order quantity is given by the formula Q* = 2DS/IC, where D = annual demand, S = cost to place one order, and I = annual carrying cost per unit. Known as the economic-order quantity formula, it assumes a constant ordering cost, a constant cost of carrying an additional unit in inventory, a known demand, and no quantity discounts. For further reading on this subject, see Richard J. Tersine, Principles of Inventory and Materials Management, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 1994). 75. “All the Right Moves,” Fortune, Special Advertising Section, May 2, 2011. 76. Renee De Gross, “Retailers Try e Bay Overstocks, Returns for Sale Online,” Atlanta Journal-Constitution, April 10, 2004. 77. Katie Kelly Bell, “94 Point Brunello for Peanuts? How Wine Negociant Cameron Hughes Finds the Deals,” Forbes, November 27, 2012; Lettie Teague, “Taking Advantage of the Wine Glut,” Wall Street Journal, May 7, 2010; Maureen Farrell, “Wine Workout,” Forbes, March 30, 2009, pp. 64-65. 78. “The Total Package,” Bloomberg Businessweek, Special Advertising Section, November 28, 2011; Geoff Colvin, “The Trade Tracker,” Fortune, November 7, 2011; Helen Coster, “Calculus for Truckers,” Forbes, September 12, 2011; “All the Right Moves,” Fortune, Special Advertising Section, May 2, 2011. 79. “Manufacturing Complexity,” Economist: A Survey of Logistics, June 17, 2006, pp. 6-9. 80. Perry A. Trunick, “Nailing a Niche in Logistics,” Logistics Today, March 4, 2008. Chapter 19 1. Tim Nudd, “Inside Oreo's Adorable Triple Play for Father's Day,” Adweek, June 10, 2013; Jennifer Rooney, “Behind the Scenes of Oreo's Real-Time Super Bowl Slam Dunk,” Forbes, February 4, 2013; T. L. Stanley, “Brand Genius: Lisa Mann, VP Cookies, Mondel ez International,” Adweek, October 29, 2012; Stuart Elliott, “For Oreo Campaign Finale, a Twist on Collaboration,” New York Times, September 24, 2012; Rohit Nautiyal, “Cookie Time,” The Financial Express, June 28, 2011. 2. Ernst C. Osinga, Peter S. H. Leeflang, Shuba Srinivasan, and Jaap E. Wieringa, “Why Do Firms Invest in Consumer Advertising with Limited Sales Response? A Shareholder Perspective,” Journal of Marketing 75 (January 2011), pp. 109-24; Xueming Luo and Naveen Donthu, “Marketing's Credibility: A Longitudinal Investigation of Marketing Communication Productivity and Shareholder Value,” Journal of Marketing 70 (October 2006), pp. 70-91. 3. Gabriel Beltrone, “Agency of the Year (Digital Winner): AKQA,” Adweek, December 12, 2011; “Digital Agency of the Year: AKQA,” Campaign, December 11, 2011; Eliza Williams, “Heineken Launches Live Football Game Star Player,” Creative Review, April 27, 2011. 4. “Mondelez Seeks Digital Lead,” www. warc. com, January 14, 2013.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E48 Endnotes 40. Sreedhar Madhavaram, Vishag Badrinarayanan, and Robert E. Mc Donald, “Integrated Marketing Communication (IMC) and Brand Identity as Critical Components of Brand Equity Strategy,” Journal of Advertising 34 (Winter 2005), pp. 69-80; Mike Reid, Sandra Luxton, and Felix Mavondo, “The Relationship between Integrated Marketing Communication, Market Orientation, and Brand Orientation,” Journal of Advertising 34 (Winter 2005), pp. 11-23. 41. Don E. Schultz and Heidi Schultz, IMC, The Next Generation: Five Steps for Delivering Value and Measuring Financial Returns (New York: Mc Graw-Hill, 2003). Chapter 20 1. Alexander Coolidge, “P&G Aims for Moms' Heart with Latest 'Thank You' Ad,” USA Today, January 8, 2013; Emma Bazilian, “Ad of the Day: P&G Has a Winner with Latest Big Tearjerker Spot for Moms,” Adweek, January 7, 2014; “Procter & Gamble Brands Unite to Kick Off Sochi 2014 Olympic Winter Games,” www. pg. com, October 28, 2013; “In 2013, Once Again: Marketing Art Meets Science—Best in Show Winners of the Advertising Research Foundation's David Ogilvy Awards,” Journal of Advertising Research 53, no. 3 (2013); Katy Bachman, “Brought to You by the Moms of the World,” Adweek, August 19, 2013. 2. Paul F. Nunes and Jeffrey Merrihue, “The Continuing Power of Mass Advertising,” Sloan Management Review (Winter 2007), pp. 63-69. 3. E. J. Schultz, “Muscling Past Mayhem: Geico Rides Giant Ad Budget Past Allstate,” Advertising Age, July 8, 2013; Tim Nudd, “You Know the 'Fifteen Minutes' Line by Heart, but Did You Also Know ...,” Adweek, July 1, 2013; Gabriel Beltrone, “Eddie Money Falls Short of Paradise, but the Martin Agency's 'Happier Than' Spots Generally Do the Trick,” Adweek, August 28, 2012. 4. Russell H. Colley, Defining Advertising Goals for Measured Advertising Results (New York: Association of National Advertisers, 1961). 5. Alicia Barroso and Gerard Llobet, “Advertising and Consumer Awareness of New, Differentiated Products,” Journal of Marketing Research 49 (December 2012), pp. 773-92; Wilfred Amaldoss and Chuan He, “Product Variety, Informative Advertising, and Price Competition,” Journal of Marketing Research 47 (February 2010), pp. 146-56. 6. Stephen Williams, “Rivals Gang Up on Ford Trucks as Dodge Ram Joins Battering,” Advertising Age, February 20, 2012. 7. Debora Viana Thompson and Rebecca W. Hamilton, “The Effects of Information Processing Mode on Consumers' Responses to Comparative Advertising,” Journal of Consumer Research 32 (March 2006), pp. 530-40. 8. Rajesh Chandy, Gerard J. Tellis, Debbie Mac Innis, and Pattana Thaivanich, “What to Say When: Advertising Appeals in Evolving Markets,” Journal of Marketing Research 38 (November 2001); Gerard J. Tellis, Rajesh Chandy, and Pattana Thaivanich, “Decomposing the Effects of Direct Advertising: Which Brand Works, When, Where, and How Long?,” Journal of Marketing Research 37 (February 2000), pp. 32-46; Peter J. Danaher, André Bonfrer, and Sanjay Dhar, “The Effect of Competitive Advertising,” Journal of Marketing Research 45 (April 2008), pp. 211-25. 9. Demetrios Vakratsas, Fred M. Feinberg, Frank M. Bass, and Gurumurthy Kalyanaram, “The Shape of Advertising Response Functions Revisited: A Model of Dynamic Probabilistic Thresholds,” Marketing Science 23 (Winter 2004), pp. 109-19. 10. Leonard M. Lodish, Magid Abraham, Stuart Kalmenson, Jeanne Livelsberger, Beth Lubetkin, Bruce Richardson, and Mary Ellen Stevens, “How T. V. Advertising Works: A Meta-Analysis of 389 Real-World Split Cable T. V. Advertising Experiments,” Journal of Marketing Research 32 (May 1995), pp. 125-39. 25. C. E. Osgood and P. H. Tannenbaum, “The Principles of Congruity in the Prediction of Attitude Change,” Psychological Review 62 (January 1955), pp. 42-55. 26. Victoria Clarke, “Campaign of the Month: John Deere Launches Its Own Chat Show,” B2B Marketing, January 17, 2013; Kay Plantes, “John Deere—Branding and Business Models at Their Best,” WTN News, December 6, 2012. 27. Robert V. Kozinets, Kristine de Valck, Andrea C. Wojnicki, and Sarah J. S. Wilner, “Networked Narratives: Understanding Word-of-Mouth Marketing in Online Communities,” Journal of Marketing 74 (March 2010), pp. 71-89; David Godes and Dina Mayzlin, “Firm-Created Word-of-Mouth Communication: Evidence from a Field Test,” Marketing Science 28 (July-August 2009), pp. 721-39. 28. David Taintor, “Best Use of Branded Content: The Jaws of Opportunity,” Adweek, August 19, 2013; “Media Com Wins Adweek Media Plan of the Year for Volkswagen Campaign,” PRNewswire, August 19, 2013; “Volkswagen, 'The Beetle Shark Cage,'” Mediacom, accessed March 26, 2014. 29. Jon Swartz, “Small Firms Dive into Social Media,” USA Today, July 22, 2010, p. 3B. 30. Edward Skyler, “Citi Bike Boom,” The Hub, March/April 2014; Nick Summers, “How Citibank Bought a City Cheap,” Bloomberg Business Week, October 31, 2013; Christine Birker, “In Like Schwinn,” Marketing News, May 15, 2012, p. 7; Anne Vander Mey, “By the Numbers: Pushing Pedals,” Fortune, July 23, 2012; Jon Gertner, “Wheeling and Dealing,” Fast Company, July/August 2012. 31. Norris I. Bruce, Natasha Zhang Foutz, and Ceren Kolsarici, “Dynamic Effectiveness of Advertising and Word of Mouth in Sequential Distribution of New Products,” Journal of Marketing Research 49 (August 2012), pp. 469-86. See also Shyam Gopinath, Jacquelyn Thomas, and Lakshman Krishnamurthi, “Investigating the Relationship between the Content of Online Word of Mouth, Advertising and Brand Performance,” Marketing Science 33 (March-April 2014), pp. 241-58. 32. Adapted from G. Maxwell Ule, “A Media Plan for 'Sputnik' Cigarettes,” How to Plan Media Strategy (American Association of Advertising Agencies, 1957 Regional Convention), pp. 41-52. 33. Thomas C. Kinnear, Kenneth L. Bernhardt, and Kathleen A. Krentler, Principles of Marketing, 6th ed. (New York: Harper Collins, 1995). 34. K. Sridhar Moorthy and Scott A. Hawkins, “Advertising Repetition and Quality Perceptions,” Journal of Business Research 58 (March 2005), pp. 354-60; Amna Kirmani and Akshay R. Rao, “No Pain, No Gain: A Critical Review of the Literature on Signaling Unobservable Product Quality,” Journal of Marketing 64 (April 2000), pp. 66-79. 35. Demetrios Vakratsas and Tim Ambler, “How Advertising Works: What Do We Really Know?,” Journal of Marketing 63 (January 1999), pp. 26-43. 36. Ashlee Vance, “IBM on a Mission to Save the Planet,” Bloomberg Businessweek, March 15, 2012; “Let's Build a Smarter Planet,” Effie Worldwide, www. effie. org/winners/showcase/2010/; “IBM Smarter Planet Campaign from Ogilvy & Mather Wins Global Effie,” PRNewswire, June 9, 2010; Jeffrey M. O'Brien, “IBM's Grand Plan to Save the Planet,” Fortune, April 21, 2009. 37. Prasad A. Naik and Kalyan Raman, “Understanding the Impact of Synergy in Multimedia Communications,” Journal of Marketing Research 40 (November 2003), pp. 375-88. See also Prasad A. Naik, Kalyan Raman, and Russell S. Winer, “Planning Marketing-Mix Strategies in the Presence of Interaction Effects,” Marketing Science 24 (January 2005), pp. 25-34. 38. Scott Neslin, Sales Promotion, MSI Relevant Knowledge Series (Cambridge, MA: Marketing Science Institute, 2002). 39. Markus Pfeiffer and Markus Zinnbauer, “Can Old Media Enhance New Media?,” Journal of Advertising Research (March 2010), pp. 42-49.	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Endnotes E49 26. Sam Jaffe, “Easy Riders,” American Demographics, March 2004, pp. 20-23. 27. Max Chafkin, “Ads and Atmospherics,” Inc., February 2007. 28. Stephanie Clifford, “Billboards That Look Back,” New York Times, May 31, 2008. 29. Abbey Klaassen and Andrew Hampp, “Inside Outdoor's Digital Makeover,” Advertising Age: Creativity, June 14, 2010, p. 5. 30. Jon Fine, “Where Are Advertisers? At the Movies,” Business Week, May 25, 2009, pp. 65-66; “Advertisers Go Outside to Play,” Adweek Media, March 9, 2009, p. 1; Zack O'Malley Greenburg, “Take Your Brand for a Ride,” Forbes, March 2, 2009, p. 67. 31. Jeff Pelline, “New Commercial Twist in Corporate Restrooms,” San Francisco Chronicle, October 6, 1986. 32. Michael A. Wiles and Anna Danielova, “The Worth of Product Placement in Successful Films: An Event Study Analysis,” Journal of Marketing 73 (July 2009), pp. 44-63; Siva K. Balasubramanian, James Karrh, and Hemant Patwardhan, “Audience Response to Product Placements: An Integrative Framework and Future Research Agenda,” Journal of Advertising 35 (2006), pp. 115-41. 33. “Grow the Heineken Brand,” Heineken Annual Report 2012 ; Guy Lodge, “The Skyfall's the Limit on James Bond Marketing,” The Guardian, October 23, 2012; Marc Graser, “'Skyfall' a Windfall for Product Placement,” Variety, November 9, 2012; Oliver Chiang, “i Pad, Product Placement Star of ABC's 'Modern Family' Even before Launch,” Forbes, April 1, 2010. 34. “FCC Opens Inquiry into Stealthy TV Product Placement,” Associated Press, June 26, 2008. 35. Popai, www. popai. com, accessed August 22, 2010. 36. Ram Bezawada, S. Balachander, P. K. Kannan, and Venkatesh Shankar, “Cross-Category Effects of Aisle and Display Placements: A Spatial Modeling Approach and Insights,” Journal of Marketing 73 (May 2009), pp. 99-117; Pierre Chandon, J. Wesley Hutchinson, Eric T. Bradlow, and Scott H. Young, “Does In-Store Marketing Work? Effects of the Number and Position of Shelf Facings on Brand Attention and Evaluation at the Point of Purchase,” Journal of Marketing 73 (November 2009), pp. 1-17. 37. www. walmartsmartnetwork. info, accessed March 27, 2014; Bob Greenberg, “Reinventing Retail; E-commerce Impacts the Brick-and-Mortar Store Experience,” Adweek, February 15, 2010; Bill Yackey, “Walmart Reveals 18-Month Results for SMART Network,” Digital Signage Today, February 23, 2010. 38. Matt Mc Farland, “Intel's Hidden Ad Gamble Pays Off in First Game of Deal with FC Barcelona,” Washington Post, December 12, 2013. 39. Jeanine Poggi, “TV Ad Prices: Football Is Still King,” Advertising Age, October 20, 2013. 40. Steve Mc Clellan, “Costs for TV Spots Rocket 7%,” Media Daily News, January 29, 2013; “4As Television Production Cost Survey,” 4As, January 21, 2013 41. “Sports Illustrated Rate Card 2014” and “People Magazine Rate Card 2014” 42. Chen Lin, Sriram Venkataraman, and Sandy Jap, “Media Multiplexing Behavior: Implications,” Marketing Science, 32 (March-April 2013), pp. 310-24. 43. Marshall Freimer and Dan Horsky, “Periodic Advertising Pulsing in a Competitive Market,” Marketing Science 31 (July-August 2012), pp. 637-48. 44. David B. Montgomery and Alvin J. Silk, “Estimating Dynamic Effects of Market Communications Expenditures,” Management Science (June 1972), pp. 485-501; Kristian S. Palda, The Measurement of Cumulative Advertising Effect (Upper Saddle River, NJ: Prentice Hall, 1964), p. 87. 45. Peter J. Danaher and Tracey S. Dagger, “Comparing the Relative Effectiveness of Advertising Channels: A Case Study of a Multimedia 11. For an excellent review, see Greg Allenby and Dominique Hanssens, “Advertising Response,” Marketing Science Institute, Special Report, No. 05-200, 2005. See also Harald J. Van Heerde, Maarten J. Gijsenberg, Marnik G. Dekimpe, and Jan-Benedict E. M. Steenkamp, “Price and Advertising Effectiveness over the Business Cycle,” Journal of Marketing Research 50 (April 2013), pp. 177-93; Raj Sethuraman, Gerard J. Tellis, and Richard A. Briesch, “How Well Does Advertising Work? Generalizations from Meta-Analysis of Brand Advertising Elasticities,” Journal of Marketing Research 48 (June 2011), pp. 457-71. 12. Shyam Gopinath, Jacquelyn S. Thomas, and Lakshman Krishnamurthi, “Investigating the Relationship between the Content of Online Word of Mouth, Advertising, and Brand Performance,” Marketing Science 33 (March-April 2014), pp. 241-58. 13. Jeff Manning, “Got Milk?,” Associations Now, July 1, 2006, pp. 56-61; Jeff Manning and Kevin Lane Keller, “Making Advertising Work: How Got Milk? Marketing Stopped a 20-Year Sales Decline,” Marketing Management (January-February 2003); Jeff Manning, Got Milk? The Book (New York: Prima Lifestyles, 1999). 14. Debora V. Thompson and Prashant Malaviya, “Consumer-Generated Ads: Does Awareness of Advertising Co-Creation Help or Hurt Persuasion?,” Journal of Marketing 77 (May 2013), pp. 33-47; Benjamin Lawrence, Susan Fournier, and Frederic Brunel, “When Companies Don't Make the Ad: A Multi-Method Inquiry into the Differential Effectiveness of Consumer-Generated Advertising,” Journal of Advertising 42, no. 4 (2013), pp. 292-307; Rosie Baker, “Mc Donald's Preps Crowdsourced Olympic Ads,” Marketing Week, August 3, 2012; Eric Pfanner, “When Consumers Help, Ads Are Free,” New York Times, June 22, 2009, p. B6; Elisabeth Sullivan, “H. J. Heinz: Consumers Sit in the Director's Chair for Viral Effort,” Marketing News, February 10, 2008, p. 10; Louise Story, “The High Price of Creating Free Ads,” New York Times, May 26, 2007. See also the Special Issue on the Emergence and Impact of User-Generated Content, Marketing Science 31 (May-June 2012). 15. Anat Keinan, Francis Farrelly, and Michael Beverland, “Introducing i Snack 2. 0: The New Vegemite,” Harvard Business School Case, April 2012; Ruth Lamperd, “Vegemite Product Renamed Vegemite Cheesybite after i Snack 2. 0 Was Dumped,” Herald Sun, October 7, 2009. 16. Werner Reinartz and Peter Saffert, “Creativity in Advertising: When It Works and When It Doesn't,” Harvard Business Review, June 2013, pp. 107-12. 17. “Ouch! Advertising Icon Can't Duck Injury of His Own,” PR Newswire, January 8, 2012; Daniel P. Amos, “How I Did It: Aflac's CEO Explains How He Fell for the Duck,” Harvard Business Review, January-February 2010; Stuart Elliott, “Not Daffy or Donald, but Still Aflac's Rising Star,” New York Times, April 22, 2009. 18. “Newspapers: By the Numbers,” The State of the News Media 2013, www. stateofthemedia. org. 19. “i Pad Mini Shows Off Its Size Print Ads in Time, The New Yorker,” Advertising Ag e, November 30, 2012. 20. Tim Nudd, “The 2013 Clio Awards Winners,” Adweek, May 12, 2013. 21. Carol Hanley, “Radio Is ...,” Adweek, October 15, 2012, p. R4. 22. “Motel 6 Ad Earns Grand Prize at Radio Mercury Awards,” Motel 6, www. motel6. com, July 1, 2009; “Motel 6 Receives Hermes and Silver GALAXY Awards for 2002 Advertising Campaigns,” Business Editors/ Travel Writers, Business Wire, November 22, 2002. 23. For further reading, see Dorothy Cohen, Legal Issues in Marketing Decision Making (Cincinnati, OH: South-Western, 1995). 24. Schultz et al., Strategic Advertising Campaigns (Chicago: NTC/ Contemporary Publishing Company, September 1994), p. 340. 25. Prashant Malaviya, “The Moderating Influence of Advertising Context on Ad Repetition Effects: The Role of Amount and Type of Elaboration,” Journal of Consumer Research 34 (June 2007), pp. 32-40.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E50 Endnotes 59. Miguel Gomez, Vithala Rao, and Edward Mc Laughlin, “Empirical Analysis of Budget and Allocation of Trade Promotions in the U. S. Supermarket Industry,” Journal of Marketing Research 44 (August 2007); Norris Bruce, Preyas S. Desai, and Richard Staelin, “The Better They Are, the More They Give: Trade Promotions of Consumer Durables,” Journal of Marketing Research 42 (February 2005), pp. 54-66. 60. Kusum L. Ailawadi and Bari Harlam, “An Empirical Analysis of the Determinants of Retail Margins: The Role of Store Brand Share,” Journal of Marketing 68 (January 2004), pp. 147-66; Kusum L. Ailawadi, “The Retail Power-Performance Conundrum: What Have We Learned?,” Journal of Retailing 77 (Fall 2001), pp. 299-318; Koen Pauwels, “How Retailer and Competitor Decisions Drive the Long-Term Effectiveness of Manufacturer Promotions,” Journal of Retailing 83 (2007), pp. 364-90. 61. James Bandler, “The Shadowy Business of Diversion,” Fortune, August 17, 2009, p. 65. 62. IBIS World USA, www. ibisworld. com; Noah Lim, Michael J. Ahearne, and Sung H. Ham, “Designing Sales Contests: Does the Prize Structure Matter?,” Journal of Marketing Research 46 (June 2009), pp. 356-71. 63. Christopher Heine, “Best Use of Mobile: Go Ahead, Take a Picture—It Lasts Longer,” Adweek, August 19, 2013; “Samsung Galaxy Camera's Successful E-commerce Campaign,” Van West Media, August 26, 2013; “Samsung Galaxy Camera Presents 'Life's a Photo—Take It' Competition,” www. venturebeat. com, December 13, 2012. 64. Joe A. Dodson, Alice M. Tybout, and Brian Sternthal, “Impact of Deals and Deal Retraction on Brand Switching,” Journal of Marketing Research 15 (February 1978), pp. 72-81. 65. “Sponsorship Spending Growth Slows in North America as Marketers Eye Newer Media and Marketing Options,” IEG Sponsorship Report, January 7, 2014. 66. Philip Kotler, “Atmospherics as a Marketing Tool,” Journal of Retailing (Winter 1973-1974), pp. 48-64. 67. Bettina Cornwell, Michael S. Humphreys, Angela M. Maguire, Clinton S. Weeks, and Cassandra Tellegen, “Sponsorship-Linked Marketing: The Role of Articulation in Memory,” Journal of Consumer Research 33 (December 2006), pp. 312-21. 68. “Brands Suit Up for 'Iron Man 2,'” Adweek, May 14, 2010. 69. “BB&T Continues Sponsorship with Clint Bowyer, Richard Childress Racing,” Scene Daily, January 14, 2010; “BB&T Puts Name on New Winston-Salem Ballpark,” Winston-Salem Journal, February 24, 2010. 70. The Association of National Advertisers has a useful source: Event Marketing: A Management Guide, which is available at www. ana. net/ bookstore. 71. T. Bettina Cornwell, Clinton S. Weeks, and Donald P. Roy, “Sponsorship-Linked Marketing: Opening the Black Box,” Journal of Advertising 34 (Summer 2005). 72. B. Joseph Pine and James H. Gilmore, The Experience Economy: Work Is Theatre and Every Business a Stage (Cambridge, MA: Harvard University Press, 1999). 73. “2006 Experiential Marketing Study,” Jack Morton, www. jackmorton. com. 74. www. factorytour. com, accessed June 23, 2014. 75. “Do We Have a Story for You!,” Economist, January 21, 2006, pp. 57-58; Al Ries and Laura Ries, The Fall of Advertising and the Rise of PR (New York: Harper Collins, 2002). 76. “A Purr-fect Fit: Cee Lo Green and Purrfect Remix the Meow Mix Cat Food Jingle,” PRWeek Awards 2014, www. awards. prweekus. com; Rebecca Cullers, “Cee Lo Green Creates a Purrfect Meow Mix Remix with His Cat,” Adweek, May 10, 2012; Ken Wheaton, “Stop the Presses: Cee Lo Green, Purrfect Remix Meow Mix Jingle,” Advertising Age, May 4, 2012. 77. “The Comeback Kid: Cisco Bounces Back from a Knockdown Punch,” PRWeek Awards 2014, www. awards. prweekus. com. Blitz Campaign,” Journal of Marketing Research 50 (August 2013), pp. 517-34; Gerard J. Tellis, Rajesh K. Chandy, and Pattana Thaivanich, “Which Ad Works, When, Where, and How Often? Modeling the Effects of Direct Television Advertising,” Journal of Marketing Research 37 (February 2000), pp. 32-46. 46. Nigel Hollis, “The Future of Tracking Studies,” Admap, October 2004, pp. 151-53. 47. From Robert C. Blattberg and Scott A. Neslin, Sales Promotion: Concepts, Methods, and Strategies (Upper Saddle River, NJ: Prentice Hall, 1990). This text provides a detailed, analytical treatment of sales promotion. An comprehensive review of academic work on sales promotions can be found in Scott Neslin, “Sales Promotion,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 310-38. 48. “2014 Coupon Trends: 2013 Year-End Report,” www. inmar. com, March 2014. 49. For a good summary of the research on whether promotion erodes the consumer franchise of leading brands, see Robert C. Blattberg and Scott A. Neslin, “Sales Promotion: The Long and Short of It,” Marketing Letters 1 (December 2004). For a related topic, see Michael J. Barone and Tirthankar Roy, “Does Exclusivity Pay Off? Exclusive Price Promotions and Consumer Response,” Journal of Marketing 74 (March 2010), pp. 121-32. 50. Harald J. Van Heerde, Sachin Gupta, and Dick Wittink, “Is 75% of the Sales Promotion Bump due to Brand Switching? No, Only 33% Is,” Journal of Marketing Research 40 (November 2003), pp. 481-91. 51. Magid M. Abraham and Leonard M. Lodish, “Getting the Most out of Advertising and Promotion,” Harvard Business Review, May-June 1990, pp. 50-60. See also Shuba Srinivasan, Koen Pauwels, Dominique Hanssens, and Marnik Dekimpe, “Do Promotions Benefit Manufacturers, Retailers, or Both?,” Management Science 50 (May 2004), pp. 617-29. 52. Emily Bryson York and Natalie Zmuda, “Sampling: The New Mass Media,” Advertising Age, May 12, 2008, pp. 3, 56. 53. “2010 REGGIE Awards Shopper Marketing: P&G Gain—Project Gainiac,” Promotion Marketing Association, www. pmalink. org. 54. Rajkumar Venkatesan and Paul W. Farris, “Measuring and Managing Returns from Retailer-Customized Coupon Campaigns,” Journal of Marketing 76 (January 2012), pp. 76-94. 55. Nathan Vardi, “Groupon and Zynga Are the Worst-Performing Stocks of the Year,” Forbes, October 8, 2012; Cassie Lancellotti-Young, “Groupon Case,” Glassmeyer/Mc Namee Center for Digital Strategies, Dartmouth College, 2011; Brad Stone and Douglas Mac Millan, “Are These Four Words Worth $25 Billion,” Bloomberg Business Week, March 27, 2011; “Is Groupon a Good Deal?,” Entrepreneur, March 2011, p. 61. For relevant academic research, see Xueming Luo, Michelle Andrews, Yiping Song, and Jaakko Aspara, “Group-Buying Deal Popularity,” Journal of Marketing 78 (March 2014), pp. 20-33. 56. Kusum L. Ailawadi, Karen Gedenk, Christian Lutzky, and Scott A. Neslin, “Decomposition of the Sales Impact of Promotion-Induced Stockpiling,” Journal of Marketing Research 44 (August 2007); Eric T. Anderson and Duncan Simester, “The Long-Run Effects of Promotion Depth on New versus Established Customers: Three Field Studies,” Marketing Science 23 (Winter 2004), pp. 4-20; Luc Wathieu, A. V. Muthukrishnan, and Bart J. Bronnenberg. “The Asymmetric Effect of Discount Retraction on Subsequent Choice,” Journal of Consumer Research 31 (December 2004), pp. 652-65. 57. Rebecca J. Slotegraaf and Koen Pauwels, “The Impact of Brand Equity Innovation on the Long-Term Effectiveness of Promotions,” Journal of Marketing Research 45 (June 2008), pp. 293-306. 58. Kusum L. Ailawadi, Bari A. Harlam, Jacques Cesar, and David Trounce, “Promotion Profitability for a Retailer: The Role of Promotion, Brand, Category, and Store Characteristics,” Journal of Marketing Research 43 (November 2006), pp. 518-36.	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Endnotes E51 19. Ron Berman and Zsolt Katona, “The Role of Search Engine Optimization in Search Marketing,” Marketing Science 32 (July-August 2013), pp. 644-51; Oliver J. Rutz, Randolph E. Bucklin, and Garrett P. Sonnier, “A Latent Instrumental Variables Approach to Modeling Keyword Conversion in Paid Search Advertising,” Journal of Marketing Research 49 (June 2012), pp. 306-19; Oliver J. Rutz and Randolph E. Bucklin, “From Generic to Branded: A Model of Spillover in Paid Search Advertising,” Journal of Marketing Research 48 (February 2011), pp. 87-102; Paula Andruss, “How to Win the Bidding Wars,” Marketing News, April 1, 2008, p. 28; Jefferson Graham, “To Drive Traffic to Your Site, You Need to Give Good Directions,” USA Today, June 23, 2008. 20. Jay Paul, “A Revolutionary Marketing Strategy: Answer Customers' Questions,” New York Times, February 27, 2013. 21. Jacob Goldenberg, Gal Oestreicher-Singer, and Shachar Reichman, “The Quest for Content: How User-Generated Links Can Facilitate Online Exploration,” Journal of Marketing Research 49 (August 2012), pp. 452-68. 22. Zsolt Katona, “Competing for Influencers in a Social Network,” working paper, Haas School of Business, University of California at Berkeley, 2014; Michael Trusov, Anand V. Bodapati, and Randolph E. Bucklin, “Determining Influential Users in Internet Social Networks,” Journal of Marketing Research 47 (August 2010), pp. 643-58. 23. Peter J. Danaher, Janghyuk Lee, and Laoucine Kerbache, “Optimal Internet Media Selection,” Marketing Science 29 (March-April 2010), pp. 336-47; Puneet Manchanda, Jean-Pierre Dubé, Khim Yong Goh, and Pradeep K. Chintagunta, “The Effects of Banner Advertising on Internet Purchasing,” Journal of Marketing Research 43 (February 2006), pp. 98-108. 24. Glen Urban, Guilherme (Gui) Liberali, Erin Macdonald, Robert Bordley, and John Hauser, “Morphing Banner Advertising," Marketing Science 33 (January-February 2014), pp. 27-46; Jan H. Schumann, Florian von Wangenheim, and Nicole Groene, “Targeted Online Advertising: Using Reciprocity Appeals to Increase Acceptance among Users of Free Web Services,” Journal of Marketing 78 (January 2014), pp. 59-75; Michael Braun and Wendy Moe, “Online Display Advertising: Modeling the Effects of Multiple Creatives and Individual Impression Histories,” Marketing Science 32 (September/October 2013), pp. 753-67; Anja Lambrecht and Catherine Tucker, “When Does Retargeting Work? Information Specificity in Online Advertising,” Journal of Marketing Research 50 (October 2013), pp. 561-76. 25. Nora Aufreiter, Julien Boudet and Vivien Weng, “Why Marketers Keep Sending You E-mails,” Mc Kinsey Quarterly, January 2014. 26. “Email, Search Remain Key for Brands,” www. warc. com, January 24, 2013. 27. “Email Advertisers Face Backlash,” www. warc. com, January 18, 2013. 28. Natalie Zmuda, “How E-mail Became a Direct-Marketing Rock Star in Recession,” Advertising Age, May 11, 2009, p. 27. 29. Aurfreiter, Boudet and Weng, “Why Marketers Keep Sending You E-mails. ” 30. Jessica Naziri, “Dollar Shave Club Co-founder Michael Dubin Had a Smooth Transition,” Los Angeles Times, August 16, 2013; Emily Glazer, “A David and Gillette Story,” Wall Street Journal, April 12, 2012, Mark Evans, “Is Dollar Shave Club. com Really the Best Launch Video?,” www. blog. sysomos. com, March 19, 2012. 31. Paul Dwyer, “Measuring the Value of Word of Mouth and Its Impact in Consumer Communities,” Journal of Interactive Marketing 21 (Spring 2007), pp. 63-79; Kelly K. Spors, “The Customer Knows Best,” Wall Street Journal, July 13, 2009, p. R5. 32. For an academic discussion of chat rooms, recommendation sites, and customer review sections online, see Dina Mayzlin, “Promotional Chat on the Internet,” Marketing Science 25 (March-April 2006), pp. 155-63; and Judith Chevalier and Dina Mayzlin, “The Effect of Word of Mouth on Sales: Online Book Reviews,” Journal of Marketing Research 43 (August 2006), pp. 345-54. 78. Arthur M. Merims, “Marketing's Stepchild: Product Publicity,” Harvard Business Review, November-December 1972, pp. 111-12. Chapter 21 1. Thomas Leskin, “Schuylkill Native Part of Winning Doritos Super Bowl Commercial,” The Morning Call, February 4, 2014; Jennifer Rooney, “Doritos Again Asks Fans to 'Crash the Super Bowl'—This Time from around the World,” Forbes, September 12, 2013; Elaine Wong, “What Mountain Dew Learned from 'DEWmocracy,'” Adweek, June 16, 2010; Natalie Zmuda, “New Pepsi 'Dewmocracy' Push Threatens to Crowd Out Shops,” Advertising Age, November 2, 2009; 2. Andrew T. Stephen and Jeff Galak, “The Effects of Traditional and Social Earned Media on Sales: A Study of a Microlending Marketplace,” Journal of Marketing Research 49 (October 2012), pp. 624-39. 3. For example, see André Bonfrer and Xavier Drèze, “Real-Time Evaluation of E-mail Campaign Performance,” Marketing Science 28 (March-April 2009), pp. 251-63. 4. Kenneth C. Wilbur and Yi Zhu, “Click Fraud,” Marketing Science 28 (March-April 2009), pp. 293-308. 5. “Mobile Continues to Steal Share of US Adults' Daily Time Spent with Media,” e Marketer, April 22, 2014. 6. Asim Ansari and Carl F. Mela, “E-customization,” Journal of Marketing Research 40 (May 2003), pp. 131-45. 7. “U. S. Digital Adspend Passes TV,” www. warc. com, April 11, 2014. 8. Mike Kacsmar, “Tough Mudder CEO Redefines a Successful Race,” Forbes, March 20, 2014; Matt Gutman, “The Tough Mudder: 'The Toughest Race on the Planet,'” ABC News, January 27, 2012; Mike Ozanian, “Tough Mudder Has Created a New Business Model for Sports,” Forbes, October 26, 2010. 9. Hans Risselada, Peter C. Verhoef, and Tammo H. A. Bijmolt, “Dynamic Effects of Social Influence and Direct Marketing on the Adoption of High-Technology Products,” Journal of Marketing 78 (March 2014), pp. 52-68; Zsolt Katona, Peter Pal Zubcsek, and Miklos Sarvary, “Network Effects and Personal Influences: The Diffusion of an Online Social Network,” Journal of Marketing Research 48 (June 2011), pp. 425-43; Allen P. Adamson, Brand Digital (New York: Palgrave Macmillan, 2008). 10. John R. Hauser, Glen L. Urban, Guilherme Liberali, and Michael Braun, “Website Morphing,” Marketing Science 28 (March-April 2009), pp. 202-23; Peter J. Danaher, Guy W. Mullarkey, and Skander Essegaier, “Factors Affecting Web Site Visit Duration: A Cross-Domain Analysis,” Journal of Marketing Research 43 (May 2006), pp. 182-94; Philip Kotler, According to Kotler (New York: American Management Association, 2005). 11. Jeffrey F. Rayport and Bernard J. Jaworski, e-commerce (New York: Mc Graw-Hill, 2001), p. 116. 12. Bob Tedeschi, “E-Commerce Report,” New York Times, June 24, 2002. 13. Jan-Benedict E. M. Steenkamp and Inge Geyskens, “How Country Characteristics Affect the Perceived Value of Web Sites,” Journal of Marketing 70 (July 2006), pp. 136-50. 14. “Automotive Brand Websites Drive Trials,” www. warc. com, January 31, 2013. 15. Jessi Hempel, “The Online Numbers Game,” Fortune, September 3, 2007, p. 18. 16. Avi Goldfarb and Catherine Tucker, “Why Managing Consumer Privacy Can Be an Opportunity,” MIT Sloan Management Review, Spring 2013, pp. 10-12. 17. Emily Steel, “Marketers Take Search Ads beyond Search Engines,” Wall Street Journal, January 19, 2009. 18. “Paid Search Clickthrough Rates Up Year over Year,” e Markete r, January 23, 2012; Mike Chapman, What Clicks Worldwide?,” Adweek, May 31, 2011.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E52 Endnotes Phyllis Berman, “Food Fight,” Forbes, October 13, 2008, p. 110; Rob Walker, “Mixing It Up,” New York Times, August 24, 2008; Jon Fine, “Ready to Get Weird, Advertisers?,” Business Week, January 8, 2007, p. 24. 52. Jonah Berger and Raghuram Iyengar, “Communication Channels and Word of Mouth: How the Medium Shapes the Message,” Journal of Consumer Research 40 (October 2013), pp. 567-79. See also Mitch Lovett, Renana Peres, and Roni Shachar, “On Brands and Word of Mouth,” Journal of Marketing Research 50 (August 2013), pp. 427-44; Amar Cheema and Andrew M. Kaikati, “The Effect of Need for Uniqueness on Word of Mouth,” Journal of Marketing Research 47 (June 2010), pp. 553-63. 53. Jonah Berger and Eric M. Schwartz, “What Drives Immediate and Ongoing Word of Mouth?,” Journal of Marketing Research 48 (October 2011), pp. 869-80. 54. Matteo De Angelis, Andrea Bonezzi, Alessandro M. Peluso, Derek D. Rucker, and Michele Costabile, “On Braggarts and Gossips: A Self-Enhancement Account of Word-of-Mouth Generation and Transmission,” Journal of Marketing Research 49 (August 2012), pp. 551-63; Sha Yang, Mantian Hu, Russ Winer, Henry Assael, and Xiaohong Chen, “An Empirical Study of Word-of-Mouth Generation and Consumption,” Marketing Science 31 (November-December 2012), pp. 952-63. See also Yinlong Zhang, Lawrence Feick, and Vikas Mittal, “How Males and Females Differ in Their Likelihood of Transmitting Negative Word of Mouth,” Journal of Consumer Research 40 (April 2014), pp. 1097-108; David Dubois, Derek D. Rucker, and Zakary L. Tormala, “From Rumors to Facts, and Facts to Rumors: The Role of Certainty Decay in Consumer Communications,” Journal of Marketing Research 48 (December 2011), pp. 1020-32. 55. Sharad Goel, Duncan J. Watts, and Daniel G. Goldstein, “The Structure of Online Diffusion Networks,” Proceedings of the 13th ACM Conference on Electronic Commerce (EC'12), Valencia, Spain, June 4-8, 2012, pp. 623-38. 56. Olivier Toubia and Andrew T. Stephen, “Intrinsic vs. Image-Related Utility in Social Media: Why Do People Contribute Content to Twitter?,” Marketing Science 32 (May-June 2013), pp. 368-92. 57. Thales Teixeira, “The New Science of Viral Ads,” Harvard Business Review, March 2012, pp. 25-27; Thales Teixeira, Michel Wedel, and Rik Pieters, “Emotion-Induced Engagement in Internet Video Advertisements,” Journal of Marketing Research 49 (April 2012), pp. 144-59. See also Jonah Berger and Katherine L. Milkman, “What Makes Online Content Viral?,” Journal of Marketing Research 49 (April 2012), pp. 192-205. 58. James Peter Rubin, “Where Word-of-Mouth and Shopper Data Meet,” Adweek, December 10, 2012; Zak Stambor, “For Green Mountain Coffee Roasters a Little Education Goes a Long Way,” Internet Retailer, July 27, 2012; Stuart Feil, “Gift for Gab,” Adweek, December 10, 2012; Barbara Kiviat, “Word on the Street,” Time, April 12, 2007; Dave Balter, “Rules of the Game,” Advertising Age Point, December 2005, pp. 22-23. 59. Matthew Creamer and Rupal Parekh, “Ideas of the Decade,” Advertising Age, December 14, 2009. 60. Amar Cheema and Andrew M. Kaikati, “The Effect of Need for Uniqueness on Word of Mouth,” Journal of Marketing Research 47 (June 2010), pp. 553-63. 61. Stephan Ludwig, Ko de Ruyter, Mike Friedman, Elisabeth C. Brüggen, Martin Wetzels, and Gerard Pfann, “More than Words: The Influence of Affective Content and Linguistic Style Matches in Online Reviews on Conversion Rates,” Journal of Marketing 77 (January 2013), pp. 87-103; Yi Zhao, Sha Yang, Vishal Narayan, and Ying Zhao, “Modeling Consumer Learning from Online Product Reviews,” Marketing Science 32 (January-February 2013), pp. 153-69; Rebecca Walker Naylor, Cait Poynor Lamberton, and David A. Norton, “Seeing Ourselves in Others: Reviewer Ambiguity, Egocentric Anchoring, and 33. Heather Green, “The Big Shots of Blogdom,” Business Week, May 7, 2007; Tree Hugger, www. treehugger. com/about, accessed April 28, 2014. 34. Kim Hart, “Angry Customers Use Web to Shame Firms,” Washington Post, July 5, 2006. 35. For a review of some relevant academic literature, see Christophe Van Den Bulte and Stefan Wuyts, Social Networks and Marketing (Marketing Science Institute Relevant Knowledge Series, Cambridge, MA, 2007); and for some practical considerations, see “A World of Connections: A Special Report on Social Networking,” Economist, January 30, 2010. 36. Allen Adamson, “No Contest: Twitter and Facebook Can Both Play a Role in Branding,” www. forbes. com, May 6, 2009. 37. Jae Young Lee and David R. Bell, “Neighborhood Social Capital and Social Learning for Experience Attributes of Products,” Marketing Science 32 (November-December 2013), pp. 960-76. 38. “Profiting from Friendship,” Economist, January 30, 2010, pp. 9-12. 39. Rebecca Walker Naylor, Cait Poynor Lamberton, and Patricia M. West, “Beyond the 'Like' Button: The Impact of Mere Virtual Presence on Brand Evaluations and Purchase Intentions in Social Media Settings,” Journal of Marketing 76 (November 2012), pp. 105-20. 40. “A Peach of Opportunity,” Economist, January 30, 2010, pp. 9-12. 41. “Cafe Mom Launches The Stir, the All-Day, Every Day Content Destination for Moms,” www. prnewswire. com, March 30, 2010; Claire Cain Miller, “The New Back Fence,” Forbes, April 7, 2008; www. cafemom. com/about, accessed April 26, 2014. 42. David Taylor, “Can Social Media Show You the Money,” Brandgym Research Paper 6, September 2012. 43. Christian Schulze, Lisa Schöler, and Bernd Skiera, “Not All Fun and Games: Viral Marketing for Utilitarian Products,” Journal of Marketing 78 (January 2014), pp. 1-19. 44. “Lay's 'Do Us a Flavor' Contest Is Back: Fans Invited to Submit Next Great Potato Chip Flavor Idea for the Chance to Win $1 Million,” PR Newswire, January 14, 2014; Valeri Reaves, “Facebook's App Crashes during the Lay's 'Do Us a Flavor' Million Dollar Contest,” www. examiner. com, July 21, 2012; Bruce Horovitz, “Lay's Goes on Facebook with $1 Million Prize for New Flavor,” USA Today, July 18, 2012. 45. Stephen Baker, “Beware Social Media Snake Oil,” Bloomberg Businessweek, December 14, 2009, pp. 48-51. 46. Daniel Birnbaum, “Soda Stream's CEO on Turning a Banned Super Bowl Ad into Marketing Gold,” Harvard Business Review, January-February 2014; Kyle Stock, “The Secret of Soda Stream's Success,” Bloomberg Businessweek, July 31, 2013; Stuart Feil, “Gift for Gab,” Adweek, December 10, 2012. 47. Ed Keller and Brad Fay, “Word of Mouth Advocacy: A New Key to Advertising Effectiveness,” Journal of Advertising Research, 52 (December 2012), pp. 459-64. 48. Jeff Koyen, “Mouth Meets Mouse,” Adweek, November 22, 2011, pp. W1-W5. 49. Barak Libai, Eitan Muller, and Renana Peres, “Decomposing the Value of Word-of-Mouth Seeding Programs: Acceleration Versus Expansion,” Journal of Marketing Research 50 (April 2013), pp. 161-76, Oliver Hinz, Bernd Skiera, Christian Barrot, and Jan U. Becker, “Seeding Strategies for Viral Marketing: An Empirical Comparison,” Journal of Marketing 75 (November 2011), pp. 55-71; Ralf van der Lans, Gerrit van Bruggen, Jehoshua Eliashberg, and Berend Wierenga, “A Viral Branching Model for Predicting the Spread of Electronic Word of Mouth,” Marketing Science 29 (March-April 2010), pp. 348-65. 50. Thales Teixeira, “How to Profit from 'Lean' Advertising,” Harvard Business Review, June 2013, pp. 23-25. 51. Will It Blend? www. willitblend. com; Blendtec, www. blendtec. com; Piet Levy, “I Tube, You Tube,” Marketing News, March 30, 2009, p. 8;	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E53 79. Peter Da Silva, “Cellphone in New Role: Loyalty Card,” New York Times, May 31, 2010. 80. Diana Ransom, “When the Customer Is in the Neighborhood,” Wall Street Journal, May 17, 2010. 81. Don Clark and Nick Wingfield, “Intel, Microsoft Offer Smart Sign Technology,” Wall Street Journal, January 12, 2010; Andrew Lavallee, “Unilever to Test Mobile Coupons in Trial at Supermarket, Cellphones Will Be the Medium for Discount Offers,” Wall Street Journal, May 29, 2009; Bob Tedeschi, “Phone Smart Cents-Off Coupons and Other Special Deals, via Your Cellphone,” New York Times, December 17, 2008. 82. Spencer E. Ante, “Online Ads Can Follow You Home,” Wall Street Journal, April 29, 2013. 83. Paul Heine, “Is This the Long-Awaited Answer to Measuring Video Viewers Everywhere They're Watching?,” Adweek, March 23, 2104. 84. Piet Levy, “Set Your Sites on Mobile,” Marketing News, April 30, 2010, p. 6; Tom Lowry, “Pandora: Unleashing Mobile-Phone Ads,” Business Week, June 1, 2009, pp. 52-53. 85. Christopher Heine, “Agencies And Cannes Judges Say Less Is More for Mobile,” Ad Week, June 17, 2013. 86. Elisabeth Sullivan, “The Tao of Mobile Marketing,” Marketing News, April 30, 2010, pp. 16-20. 87. Loretta Chao, “Cell Phone Ads Are Easier Pitch in China Interactive Campaigns,” Wall Street Journal, January 4, 2007. Chapter 22 1. Joshua Green, “The Science behind Those Obama Campaign E-Mails,” Bloomberg Businessweek, November 29, 2012; Michael Scherer, “Inside the Secret World of the Data Crunchers Who Helped Obama Win,” Time, November 7, 2012; David Jackson, “How Obama Won Re-Election,” USA Today, November 9, 2012; Joshua Green, “Corporations Want Obama's Winning Formula,” Bloomberg Businessweek, November 26, 2012, pp. 37-39. 2. Ran Kivetz and Itamar Simonson, “The Idiosyncratic Fit Heuristic: Effort Advantage as a Determinant of Consumer Response to Loyalty Programs,” Journal of Marketing Research 40 (November 2003), pp. 454-67; Ran Kivetz and Itamar Simonson, “Earning the Right to Indulge: Effort as a Determinant of Customer Preferences toward Frequency Program Rewards,” Journal of Marketing Research 39 (May 2002), pp. 155-70. 3. Ira Kalb, “How to Do Direct Marketing That's Not Annoying,” Business Insider, November 12, 2013. 4. Stan Rapp and Thomas L. Collins, Maximarketing (New York: Mc Graw-Hill, 1987). 5. “Tip Top: Diamond Echo Award,” Direct Marketing Association, www. dma. org; “Feel Tip Top: Bronze Winner,” www. caples. org; Ben Fahey, “Kiwis Urged to Feel Tip Top This Summer,” Idealog, October 23, 2012; “Tip Top Delivers Ice Creams to Kiwis' Doors in New Integrated Campaign via Colenso, BBDO NZ,” Campaign Brief, November 29, 2012. 6. Allison Schiff, “DMA: Direct Response Rates Beat Digital,” Direct Marketing News, June 14, 2012. 7. For an intriguing variation based on the timing involved with RFM, see Y. Zhang, Eric T. Bradlow, and Dylan S. Small, “Capturing Clumpiness when Valuing Customers: From RFM to RFMC,” working paper, 2014, Wharton School of Business. 8. Bob Stone and Ron Jacobs, Successful Direct Marketing Methods, 8th ed. (New York: Mc Graw-Hill, 2007). See also David A. Schweidel and George Knox, “Incorporating Direct Marketing Activity into Latent Attrition Models,” Marketing Science 32 (May-June 2013), pp. 471-87. Persuasion,” Journal of Marketing Research 48 (June 2011), pp. 617-31. 62. “Nielsen: Global Consumers' Trust in 'Earned' Advertising Grows in Importance,” April 10, 2012. See also Itamar Simonson and Emanuel Rosen, Added Value (New York: Harper Collins, 2014). 63. Ekaterina Walter, “When Co-creation Becomes the Beating Heart of Marketing, Companies Win,” Fast Company, November 29, 2012. 64. Dina Mayzlin, Yaniv Dover, and Judith A. Chevalier, “Promotional Reviews: An Empirical Investigation of Online Review Manipulation,” American Economic Review, 2014, forthcoming. 65. Sinan Aral, “The Problem with Online Ratings,” MIT Sloan Management Review, Winter 2014, pp. 47-52. See also Shrihari Sridhar and Raji Srinivasan, “Social Influence Effects in Online Product Ratings,” Journal of Marketing 76 (September 2012), pp. 70-88; Wendy W. Moe and Michael Trusov, “The Value of Social Dynamics in Online Product Ratings Forums,” Journal of Marketing Research 48 (June 2011), pp. 444-56. For related research, see Ann Kronrod and Shai Danziger, “Wii Will Rock You! The Use and Effect of Figurative Language in Consumer Reviews of Hedonic and Utilitarian Consumption,” Journal of Consumer Research 40 (December 2013), pp. 726-39. 66. Zoey Chen and Nicholas Lurie, “Temporal Contiguity and Negativity Bias in the Impact of Online Word of Mouth,” Journal of Marketing Research 50 (August 2013), pp. 463-76; Yubo Chen, Qi Wang, and Jinhong Xie, “Online Social Interactions: A Natural Experiment on Word of Mouth versus Observational Learning,” Journal of Marketing Research 48 (April 2011), pp. 238-54. 67. “The Value of Conversation,” Adweek, May 14, 2012. 68. Keith Barry, “Fiesta Stars in Night of the Living Social Media Campaign,” Wired, May 21, 2010; Matthew Dolan, “Ford Takes Online Gamble with New Fiesta,” Wall Street Journal, April 8, 2009. 69. V. Kumar, J. Andrew Petersen, and Robert P. Leone, “How Valuable Is Word of Mouth?,” Harvard Business Review, October 2007, pp. 139-46. 70. Omar Merlo, Andreas B. Eisingerich, and Seigyoung Auh, “Why Customer Participation Matters,” MIT Sloan Management Review, Winter 2014, pp. 81-88. 71. Jackie Huba, “From Word of Mouth to Customer Evangelism,” AMA Marketing News, August 31, 2012; www. churchofthecustomer. com. 72. Adam L. Penenberg, “How Much Are You Worth to Facebook?,” Fast Company, October 1, 2009. 73. Preethi Chamikuttyl, “Wharton Professor David Bell, on Brand Building in the Offline and Online World,” Your Story, September 3, 2013. 74. “Mobile Marketing Facts 2014,” Advertising Age, April 14, 2014. 75. “Mobile Continues to Steal Share of US Adults' Daily Time Spent with Media,” e Marketer, April 22, 2014. 76. Sunil Gupta, “For Mobile Devices, Think Apps, Not Ads,” Harvard Business Review, March 2013, pp. 71-75. 77. “VW Set for Launch in 8 Months,” World Car Fans. com, www. worldcarfans. com, March 20, 2007; Eleftheria Parpis, “Volkswagen's Public Polling Pays Off,” Adweek, May 19, 2008; Andrew Grill, “Volkswagen Tiguan Mobile Advertising Case Study,” London Calling, www. londoncalling. mobi, May 20, 2009. 78. “New Merrill Edge Mobile App Uses 3D Technology to Put Retirement Planning in Your Hands,” www. newsroom. bankofamerica. com, February 26, 2014; Emily Brandon, “An Innovative Way to Face Retirement,” www. money. usnews. com, January 14, 2013; Kayla Tausche and Jesse Bergman, “Your 'Face' and Your Retirement at 100,” www. cnbc. com, December 19, 2012; Hal E. Hershfield, Daniel G. Goldstein, William F. Sharpe, Jesse Fox, Leo Yeykelis, Laura L. Carstensen, and Jeremy N. Bailenson, “Increasing Saving Behavior through Age-Progressed Renderings of the Future Self,” Journal of Marketing Research 48 (November 2011), pp. S23-S37.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E54 Endnotes 27. Shrihari Sridhar, Murali K. Mantrala, and Sönke Albers, “Personal Selling Elasticities: A Meta-Analysis,” Journal of Marketing Research 47 (October 2010). 28. Adapted from Robert N. Mc Murry, “The Mystique of Super-Salesmanship,” Harvard Business Review, March-April 1961, p. 114. Also see William C. Moncrief III, “Selling Activity and Sales Position Taxonomies for Industrial Sales Forces,” Journal of Marketing Research 23 (August 1986), pp. 261-70. 29. Brent Adamson, Matthew Dixon, and Nicholas Toman, “The End of Solution Sales,” Harvard Business Review, July-August 2012, pp. 60-68. 30. Lawrence G. Friedman and Timothy R. Furey, The Channel Advantage: Going to Marketing with Multiple Sales Channels (Oxford, UK: Butterworth-Heinemann, 1999). 31. Michael Ahearne, Scott B. Mac Kenzie, Philip M. Podsakoff, John E. Mathieu, and Son K. Lam, “The Role of Consensus in Sales Team Performance,” Journal of Marketing Research 47 (June 2010), pp. 458-69. 32. Ashwin W. Joshi, “Salesperson Influence on Product Development: Insights from a Study of Small Manufacturing Organizations,” Journal of Marketing 74 (January 2010), pp. 94-107; Philip Kotler, Neil Rackham, and Suj Krishnaswamy, “Ending the War between Sales & Marketing,” Harvard Business Review, July-August 2006, pp. 68-78; Timothy M. Smith, Srinath Gopalakrishna, and Rubikar Chaterjee, “A Three-Stage Model of Integrated Marketing Communications at the Marketing-Sales Interface,” Journal of Marketing Research 43 (November 2006), pp. 546-79. 33. “The View from the Field,” pp. 101-9. 34. Piet Levy, “Sales Support,” Marketing News, March 30, 2011, pp. 18-23. 35. Michael Copeland, “Hits and Misses,” Business 2. 0, April 2004, p. 142. 36. For distinctions between bonuses and commissions, see Sunil Kishore, Raghunath Singh Rao, Om Narasimhan, and George John, “Bonuses versus Commissions: A Field Study,” Journal of Marketing Research 50 (June 2013), pp. 317-33. 37. “Sales Performance Benchmarks,” Go-to-Market Strategies, June 5, 2007. For international tax implications in compensation, see Dominique Rouziès, Anne T. Coughlan, Erin Anderson, and Dawn Iacobucci, “Determinants of Pay Levels and Structures in Sales Organizations,” Journal of Marketing 73 (November 2009), pp. 92-104. 38. Daniel H. Pink, “A Radical Prescription for Sales,” Harvard Business Review, July-August 2012, pp. 76-77. 39. Tony Ritigliano and Benson Smith, Discover Your Sales Strengths (New York: Random House Business Books, 2004). 40. Sonke Albers, “Sales-Force Management—Compensation, Motivation, Selection, and Training,” Bart Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 248-66. 41. Michael R. W. Bommer, Brian F. O'Neil, and Beheruz N. Sethna, “A Methodology for Optimizing Selling Time of Salespersons,” Journal of Marketing Theory and Practice (Spring 1994), pp. 61-75. See also Lissan Joseph, “On the Optimality of Delegating Pricing Authority to the Sales Force,” Journal of Marketing 65 (January 2001), pp. 62-70. 42. Gaurav Sabnis, Sharmila C. Chatterjee, Rajdeep Grewal, and Gary L. Lilien, “The Sales Lead Black Hole: On Sales Reps' Follow-up of Marketing Leads,” Journal of Marketing 77 (January 2013), pp. 52-67. 43. Dartnell Corporation, 30th Sales-Force Compensation Survey (Chicago: Dartnell Corp., 1999). Other breakdowns show that 12. 7 percent is spent in service calls, 16 percent in administrative tasks, 25. 1 percent in telephone selling, and 17. 4 percent in waiting/ traveling. For an analysis of this database, see Sanjog Misra, Anne T. Coughlan, and Chakravarthi Narasimhan, “Salesforce Compensation: 9. Edward L. Nash, Direct Marketing: Strategy, Planning, Execution, 4th ed. (New York: Mc Graw-Hill, 2000). 10. Matt Schifrin, “Master Class,” Forbes, January 17, 2011, pp. 54-55. 11. The average customer longevity (N) is related to the customer retention rate (CR). Suppose the company retains 80 percent of its customers each year. Then the average customer longevity is given by: N = 1/(1- CR) = 1/. 2 = 5 years. 12. 2011 MCM 100, Multi Channel Merchant, www. multichannelmerchant . com, accessed January 27, 2014. 13. “Internet & Mail-Order Retail Industry Profile,” www. firstresearch. com, March 3, 2014. 14. Todd Woody, “War on Junk Mail,” Forbes, May 7, 2012, pp. 48-49. 15. Steve Kroft,” The Data Brokers: Selling Your Personal Information,” www. cbsnews. com, March 9, 2014. 16. V. Kumar, Rajkumar Venkatesan, and Werner Reinartz, “Knowing What to Sell, When, and to Whom,” Harvard Business Review, March 2006, pp. 131-37. 17. Jeff Zabin, “The Importance of Being Analytical,” Brandweek, July 24, 2006, p. 21; Stephen Baker, “Math Will Rock Your World,” Business Week, January 23, 2006, pp. 54-62; Michelle Kessler and Byron Acohido, “Data Miners Dig a Little Deeper,” USA Today, July 11, 2006. 18. www. dunnhumby. com, accessed December 27, 2012; Burt Heim, “Getting inside the Customer's Mind,” Business Week, September 22, 2008, p. 88; Mike Duff, “Dunnhumby Complicates Outlook for Tesco, Kroger, Wal-Mart,” bnet. com, January 13, 2009; Sarah Mahoney, “Macy's Readies New Marketing Strategy, Hires Dunnhumby,” Marketing Daily, August 14, 2008; Kerry Capell, “Tesco: Wal-Mart's Worst Nightmare,” Bloomberg Businessweek, December 29, 2008. 19. Christopher R. Stephens and R. Sukumar, “An Introduction to Data Mining,” Rajiv Grover and Marco Vriens, eds., Handbook of Marketing Research (Thousand Oaks, CA: Sage Publications, 2006), pp. 455-86; Pang-Ning Tan, Michael Steinbach, and Vipin Kumar, Introduction to Data Mining (Upper Saddle River, NJ: Addison Wesley, 2005); Michael J. A. Berry and Gordon S. Linoff, Data Mining Techniques: For Marketing, Sales, and Customer Relationship Management, 2nd ed. (Hoboken, NJ: Wiley Computer, 2004); James Lattin, Doug Carroll, and Paul Green, Analyzing Multivariate Data (Florence, KY: Thomson Brooks/Cole, 2003). 20. Ibid. ; George S. Day, “Creating a Superior Customer-Relating Capability,” MSI Report No. 03-101 (Cambridge, MA: Marketing Science Institute, 2003); “Why Some Companies Succeed at CRM (and Many Fail),” Knowledge at Wharton, http://knowledge. wharton. upenn. edu, January 15, 2003. 21. Werner Reinartz and V. Kumar, “The Mismanagement of Customer Loyalty,” Harvard Business Review, July 2002, pp. 86-94; Susan M. Fournier, Susan Dobscha, and David Glen Mick, “Preventing the Premature Death of Relationship Marketing,” Harvard Business Review, January-February 1998, pp. 42-51. 22. Jon Swartz, “e Bay Faithful Expect Loyalty in Return,” USA Today, July 1, 2002. 23. V. Kumar and Werner J. Reinartz, “The Mismanagement of Customer Loyalty,” Harvard Business Review, July 2002. 24. “Employment by Major Occupational Group, 2012 and Projected 2022,” www. bls. gov/news. release/ecopro. t06. htm. 25. “The View from the Field,” Harvard Business Review, July-August 2012, pp. 101-9. 26. John Bello, “Sell Like Your Outfit Is at Stake. It Is,” Business Week Online, February 5, 2004; John Bello, “The Importance of Sales for Entrepreneurs,” USA Today, February 11, 2004; Jeanine Prezioso, “Lizard King's Story,” Fairfield County Business Journal, December 10, 2001.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E55 57. “The View from the Field,” pp. 101-9. 58. Ashlee Vance, “Crawling the Web for Sales Leads,” Bloomberg Businessweek, May 6, 2013. 59. Christian Homburg, Michael Müller, and Martin Klarmann, “When Should the Customer Really Be King? On the Optimum Level of Salesperson Customer Orientation in Sales Encounters,” Journal of Marketing 75 (March 2011), pp. 55-74. 60. Stephanie Clifford, “Putting the Performance in Sales Performance,” Inc., February 2007, pp. 87-95. 61. Joel E. Urbany, “Justifying Profitable Pricing,” Journal of Product & Brand Management 10 (2001), pp. 141-59. 62. Jia Lynn Yang, “How Can I Keep My Sales Team Productive in a Recession?,” Fortune, March 2, 2009, p. 22. 63. Brent Adamson, Matthew Dixon, and Nicholas Toman, “Dismantling the Sales Machine,” Harvard Business Review, November 2013, pp. 103-9. 64. V. Kumar, Rajkumar Venkatesan, and Werner Reinartz, “Performance Implications of Adopting a Customer-Focused Sales Campaign,” Journal of Marketing 72 (September 2008), pp. 50-68; George R. Franke and Jeong-Eun Park, “Salesperson Adaptive Selling Behavior and Customer Orientation: A Meta-Analysis,” Journal of Marketing Research 43 (November 2006), pp. 693-702; Richard G. Mc Farland, Goutam N. Challagalla, and Tasadduq A. Shervani, “Influence Tactics for Effective Adaptive Selling,” Journal of Marketing 70 (October 2006), pp. 103-17. Chapter 23 1. Mat Mc Dermott, “Patagonia's New Wetsuits Will Be Made from Plants,” Tree Hugger. com, November 19, 2012; Brian Dumaine, “Patagonia Products: Built to Last,” www. cnn. com, August 13, 2012; Tim Nudd, “Ad of the Day: Patagonia,” Adweek, November 28, 2011. 2. For additional analysis and discussion, see Philip Kotler, Hermawan Karatajaya, and Iwan Setiawan, Marketing 3. 0: From Products to Consumers to the Human Spirit (Hoboken, NJ: Wiley, 2010). 3. Cheryl Jensen, “Prius Tops Consumer Reports List of Best New-Car Values,” New York Times, December 27, 2012; Dan Neil, “The Fuel-Sipping Prius Gets a Bigger Brother,” Wall Street Journal, June 18, 2011; Karey Wutkowski, “Car Makers Try to Copy Green Halo of Prius,” Reuters, April 8, 2008. 4. For some thoughtful academic perspectives on marketing strategy and tactics, see Kellogg on Marketing, 2nd ed., Alice M. Tybout and Bobby J. Calder, eds. (New York: Wiley, 2010); and Kellogg on Integrated Marketing, Dawn Iacobucci and Bobby Calder, eds. (New York: Wiley, 2003). 5. For a broad historical treatment of marketing thought, see D. G. Brian Jones and Eric H. Shaw, “A History of Marketing Thought,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 39-65; for more specific issues related to the interface between marketing and sales, see Christian Homburg, Ove Jensen, and Harley Krohmer, “Configurations of Marketing and Sales: A Taxonomy,” Journal of Marketing 72 (March 2008), pp. 133-54. 6. Frederick E. Webster Jr., “Expanding Your Network,” Marketing Management (Fall 2010), pp. 16-23; Frederick E. Webster Jr., Alan J. Malter, and Shankar Ganesan, “Can Marketing Regain Its Seat at the Table?,” Marketing Science Institute Report No. 03-113 (Cambridge, MA: Marketing Science Institute, 2003); Frederick E. Webster Jr., “The Role of Marketing and the Firm,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 39-65. 7. Jan Wieseke, Michael Ahearne, Son K. Lam, and Rolf van Dick, “The Role of Leaders in Internal Marketing,” Journal of Marketing 73 (March 2009), pp. 123-45; Hamish Pringle and William Gordon, Beyond An Analytical and Empirical Examination of the Agency Theoretic Approach,” Quantitative Marketing and Economics 3 (March 2005), pp. 5-39. 44. Michael Ahearne, Son K. Lam, John E. Mathieu, and Willy Bolander, “Why Are Some Salespeople Better at Adapting to Organizational Change?,” Journal of Marketing 74 (May 2010), pp. 65-79. 45. Jeff Green, “The New Willy Loman Survives by Staying Home,” Bloomberg Businessweek, January 14, 2013, pp. 16-17. 46. Barbara Giamanco and Kent Gregoire, “Tweet Me, Friend Me, Make Me Buy,” Harvard Business Review, July-August 2012, pp. 88-93. 47. Willem Verbeke and Richard P. Bagozzi, “Sales-Call Anxiety: Exploring What It Means when Fear Rules a Sales Encounter,” Journal of Marketing 64 (July 2000), pp. 88-101. See also Douglas E. Hughes and Michael Ahearne, “Energizing the Reseller's Sales Force: The Power of Brand Identification,” Journal of Marketing 74 (July 2010), pp. 81-96; Jeffrey P. Boichuk, Willy Bolander, Zachary R. Hall, Michael Ahearne, William J. Zahn, and Melissa Nieves, “Learned Helplessness among Newly Hired Salespeople and the Influence of Leadership,” Journal of Marketing 78 (January 2014), pp. 95-111. 48. Gilbert A. Churchill Jr., Neil M. Ford, Orville C. Walker Jr., Mark W. Johnston, and Greg W. Marshall, Sales-Force Management, 9th ed. (New York: Mc Graw-Hill/Irwin, 2009). See also Eric G. Harris, John C. Mowen, and Tom J. Brown, “Reexamining Salesperson Goal Orientations: Personality Influencers, Customer Orientation, and Work Satisfaction,” Journal of the Academy of Marketing Science 33 (Winter 2005), pp. 19-35. 49. Noah Lim, Michael J. Ahearne, and Sung H. Ham, “Designing Sales Contests: Does the Prize Structure Matter?,” Journal of Marketing Research 46 (June 2009), pp. 356-71. 50. Thomas Steenburgh and Michael Ahearne, “Motivating Salespeople: What Really Works,” Harvard Business Review, July-August 2012, pp. 70-75. 51. Sanjog Misra and Harikesh Nair, “A Structural Model of Sales-Force Compensation Dynamics: Estimation and Field Implementation,” Quantitative Marketing and Economic s 9 (September 2011), pp. 211-25. 52. Thomas Steenburgh and Michael Ahearne, “Motivating Salespeople: What Really Works,” Harvard Business Review, July-August 2012, pp. 70-75. 53. Lisa Vaas, “Oracle Teaches Its Sales Force to Play Nice,” e Week, July 28, 2004; Lisa Vaas, “Oracle's Sales Force Reorg Finally Bears Fruit,” e Week, December 17, 2003; Ian Mount, “Out of Control,” Business 2. 0, August 2002, pp. 38-44. 54. Andrea L. Dixon, Rosann L. Spiro, and Magbul Jamil, “Successful and Unsuccessful Sales Calls: Measuring Salesperson Attributions and Behavioral Intentions,” Journal of Marketing 65 (July 2001), pp. 64-78; Verbeke and Bagozzi, “Sales-Call Anxiety: Exploring What It Means when Fear Rules a Sales Encounter,” pp. 88-101. 55. Neil Rackham, SPIN Selling (New York: Mc Graw-Hill, 1988). Also see his The SPIN Selling Fieldbook (New York: Mc Graw-Hill, 1996); James Lardner, “Selling Salesmanship,” Business 2. 0, December 2002-January 2003, p. 66; Sharon Drew Morgen, Selling with Integrity: Reinventing Sales through Collaboration, Respect, and Serving (New York: Berkeley Books, 1999); Neil Rackham and John De Vincentis, Rethinking the Sales Force (New York: Mc Graw-Hill, 1996). 56. Some of the following discussion is based on a classic analysis in W. J. E. Crissy, William H. Cunningham, and Isabella C. M. Cunningham, Selling: The Personal Force in Marketing (New York: Wiley, 1977), pp. 119-29. For some contemporary perspective and tips, see Jia Lynn Yang, “How to Sell in a Lousy Economy,” Fortune, September 29, 2008, pp. 101-6; and Jessi Hempel, “IBM's All-Star Salesman,” Fortune, September 29, 2008, pp. 110-19.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E56 Endnotes 26. Elisabeth Sullivan, “Play by the New Rules,” Marketing News, November 30, 2009, pp. 5-9; for further reading, see Dorothy Cohen, Legal Issues in Marketing Decision Making (Cincinnati, OH: South-Western College Publishing, 1995). 27. E. J. Schultz, “Senators Target Tax Deduction—This Time for the Children,” Advertising Age, May 16, 2014; Lyndsey Layton, “In a First, Agriculture Dept. Plans to Regulate Food Marketing in Schools,” Washington Post, February 25, 2014; Janet Adamy, “Tough New Rules Proposed on Food Advertising for Kids,” Wall Street Journal, April 29, 2011. For relevant academic research, see Tirtha Dhar and Kathy Baylis, “Fast-Food Consumption and the Ban on Advertising Targeting Children: The Quebec Experience,” Journal of Marketing Research 48 (October 2011), pp. 799-813. 28. Kent Hoover, “Favorability Ratings Up for Both Businesses and Labor Unions,” American Business Daily, June 27, 2013. 29. “The Harris Poll 2013 RQ® Summary Report,” www. harrisinteractive. com, accessed May 21, 2014. 30. Mary Jo Hatch and Majken Schultz, Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity through Corporate Branding (San Francisco: Jossey-Bass, 2008); Majken Schultz, Yun Mi Antorini, and Fabian F. Csaba, Corporate Branding: Purpose, People, and Process (Køge, Denmark: Copenhagen Business School Press, 2005); Ronald J. Alsop, The 18 Immutable Laws of Corporate Reputation: Creating, Protecting, and Repairing Your Most Valuable Asset (New York: Free Press, 2004). 31. Monique Oxener, “Sustainability Ambitions: Keurig Green Mountain Commits to a Recyclable K-Cup Pack by 2020,” www. csrnewswire. com, April 3, 2014; “Massachusetts Governor Deval Patrick Commends Green Mountain Coffee Roaster Inc. and Keurig on Corporate Social Responsibility,” Business Wire, July 21, 2011; Scott Kirsner, “An Environmental Quandary Percolates at Green Mountain Coffee Roasters,” Boston Globe, January 3, 2010; Natalie Zmuda, “Green Mountain Takes on Coffee Giants Cup by Cup,” Advertising Age, June 1, 2009, p. 38. 32. Angela M. Eikenberry, “The Hidden Cost of Cause Marketing,” Stanford Social Innovation Review (Summer 2009); Aneel Karnani, “The Case against Corporate Social Responsibility,” Wall Street Journal, August 23, 2010. 33. Dina Spector, “The Simple Way Stonyfield Farm Cut $18 Million in Expenses,” Business Insider, February 23, 2012. 34. Sandra O'Loughlin, “The Wearin' o' the Green,” Brandweek, April 23, 2007, pp. 26-27. For a critical response, see also John R. Ehrenfield, “Feeding the Beast,” Fast Company, December 2006-January 2007, pp. 42-43. 35. Rachel Tepper, “Whole Foods Seafood Ban: Unsustainable Fish No Longer Sold Include Skate and Atlantic Cod,” Huffington Post, April 23, 2012. 36. Pete Engardio, “Beyond the Green Corporation,” Business Week, January 29, 2007, pp. 50-64. 37. Global 100, www. global100. org, accessed May 21, 2014. 38. Pete Engardio, “Beyond the Green Corporation,” Business Week, January 29, 2007, pp. 50-64. 39. David Roberts, “Another Inconvenient Truth,” Fast Company, March 2008, p. 70; Melanie Warner, “P&G's Chemistry Test,” Fast Company, July/August 2008, pp. 71-74. 40. Heather Clancy, “Icon: Gary Hirshberg, Co-Founder and Chairman, Stonyfield Farms,” www. smartplanet. com, August 26, 2013. 41. Ying-Ching Lin and Chiu-chi Angela Chang, “Double Standard: The Role of Environmental Consciousness in Green Product Usage,” Journal of Marketing 76 (September 2012), pp. 125-34; Michael Hopkins, “What the 'Green' Consumer Wants,” MIT Sloan Management Review (Summer 2009), pp. 87-89. For some related consumer research, see Julie R. Irwin and Rebecca Walker Naylor, “Ethical Decisions and Response Mode Compatibility: Weighting of Ethical Attributes in Consideration Sets Formed by Excluding versus Including Product Alternatives,” Journal of Marketing Research 46 (April 2009), pp. 234-46. Manners: How to Create the Self-Confident Organisation to Live the Brand (West Sussex, UK: John Wiley & Sons, 2001); John P. Workman Jr., Christian Homburg, and Kjell Gruner, “Marketing Organization: An Integrative Framework of Dimensions and Determinants,” Journal of Marketing 62 (July 1998), pp. 21-41. 8. Grant Mc Kracken, Chief Culture Officer: How to Create a Living Breathing Corporation (New York: Basic Books, 2009). 9. Todd Guild, “Think Regionally, Act Locally: Four Steps to Reaching the Asian Consumer,” Mc Kinsey Quarterly 4 (September 2009), pp. 22-30. 10. “State and Country Quick Facts,” U. S. Census Bureau, http:// quickfacts. census. gov/qfd/states/12/12086. html, accessed May 24, 2014. 11. “Category Management Goes beyond Grocery,” Cannondale Associates White Paper, www. cannondaleassoc. com, February 13, 2007; Laurie Freeman, “P&G Widens Power Base: Adds Category Managers,” Advertising Age, October 12, 1987. 12. Jane Simms, “Categorically Speaking,” Marketing, June 16, 2010. 13. For some further historical reading on the origins of brand and category management, see George S. Low and Ronald A. Fullerton, “Brands, Brand Management, and the Brand Manager System: A Critical Historical Evaluation,” Journal of Marketing Research 31 (May 1994), pp. 173-90. 14. D. Gail Fleenor, “The Next Space Optimizer,” Progressive Grocer, March 2009. 15. Larry Selden and Geoffrey Colvin, Angel Customers & Demon Customers (New York: Portfolio [Penguin], 2003). 16. For an in-depth discussion of issues around implementing a customer-based organization on which much of this paragraph is based, see George S. Day, “Aligning the Organization with the Market,” MIT Sloan Management Review 48 (Fall 2006), pp. 41-49. 17. Frederick E. Webster Jr., “The Role of Marketing and the Firm,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 39-65. 18. For research on the prevalence of CMOs, see Pravin Nath and Vijay Mahajan, “Chief Marketing Officers: A Study of Their Presence in Firms' Top Management Teams,” Journal of Marketing 72 (January 2008), pp. 65-81. For more discussion on the importance of CMOs, see David A. Aaker, Spanning Silos: The New CMO Imperative (Boston: Harvard Business School Press, 2008). 19. For more on creativity, see Pat Fallon and Fred Senn, Juicing the Orange: How to Turn Creativity into a Powerful Business Advantage (Boston: Harvard Business School Press, 2006); Bob Schmetterer, Leap: A Revolution in Creative Business Strategy (Hoboken, NJ: Wiley, 2003); Jean-Marie Dru, Beyond Disruption: Changing the Rules in the Marketplace (Hoboken, NJ: Wiley, 2002); and all the books by Edward De Bono. 20. Gary Hamel, Leading the Revolution (Boston: Harvard Business School Press, 2000). 21. Jagdish N. Sheth, The Self-Destructive Habits of Good Companies ... and How to Break Them (Upper Saddle River, NJ: Wharton School Publishing, 2007). 22. William L. Wilkie and Elizabeth S. Moore, “Marketing's Relationship to Society,” Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 1-38. 23. David Hessekiel, “Cause Marketing Leaders of the Pack,” www. forbes. com, January 31, 2012. 24. Raj Sisodia, David B. Wolfe, and Jag Sheth, Firms of Endearment: How World-Class Companies Profit from Passion and Purpose (Upper Saddle River, NJ: Wharton School Publishing, 2007). 25. “Growth on Principle: The Unconventional Leadership of Stonyfield Farm,” Center for Customer Insights, February 12, 2014; Gary Hirshberg, Stirring It Up: How to Make Money and Save the World (New York: Hyperion, 2008); Marc Gunther, “Stonyfield Stirs Up the Yogurt Market,” www. money. cnn. com, January 4, 2008; Melanie D. G. Kaplan, “Stonyfield Farm CEO: How an Organic Yogurt Business Can Scale,” Smart Planet, www. smartplanet. com, May 17, 2010.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Endnotes E57pp. 49-55; Carolyn J. Simmons and Karen L. Becker-Olsen, “Achieving Marketing Objectives through Social Sponsorships,” Journal of Marketing 70 (October 2006), pp. 154-69; Guido Berens, Cees B. M. van Riel, and Gerrit H. van Bruggen, “Corporate Associations and Consumer Product Responses: The Moderating Role of Corporate Brand Dominance,” Journal of Marketing 69 (July 2005), pp. 35-48; Donald R. Lichtenstein, Minette E. Drumwright, and Bridgette M. Braig, “The Effect of Social Responsibility on Customer Donations to Corporate-Supported Nonprofits,” Journal of Marketing 68 (October 2004), pp. 16-32; Stephen Hoeffler and Kevin Lane Keller, “Building Brand Equity through Corporate Societal Marketing,” Journal of Public Policy and Marketing 21 (Spring 2002), pp. 78-89. See also Special Issue: Corporate Responsibility, Journal of Brand Management 10, nos. 4-5 (May 2003). 54. “2013 Cone Communications Social Impact Study: The Next Cause Evolution,” www. conecomm. com; C. B. Bhattacharya, Sankar Sen, and Daniel Korschun, “Using Corporate Social Responsibility to Win the War for Talent,” MIT Sloan Management Review 49 (January 2008), pp. 37-44. 55. Mark R. Forehand and Sonya Grier, “When Is Honesty the Best Policy? The Effect of Stated Company Intent on Consumer Skepticism,” Journal of Consumer Psychology 13 (2003), pp. 349-56. See also Aradhna Krishna, “Can Supporting a Cause Decrease Donations and Happiness?: The Cause Marketing Paradox,” Journal of Consumer Psychology 21 (July 2011), pp. 338-45. 56. Susan Perry, “KFC-Komen 'Buckets for the Cure' Campaign Raises Questions,” Minn Post. com, www. minnpost. com, April 20, 2010; Chuck English, “Cause Splash vs. Cause Marketing,” Doing Good for Business, www. doinggoodforbusiness. wordpress. com, May 17, 2010; Nancy Schwartz, “Busted Nonprofit Brand: Anatomy of a Corporate Sponsorship Meltdown (Case Study),” Getting Attention!, www. gettingattention. org, April 28, 2010. 57. For some related research, see Ann Kronrod, Amir Grinstein, and Luc Wathieu, “Go Green! Should Environmental Messages Be So Assertive?,” Journal of Marketing 76 (January 2012), pp. 95-102; Katherine White, Rhiannon Mac Donnell, and John H. Ellard, “Belief in a Just World: Consumer Intentions and Behaviors toward Ethical Products,” Journal of Marketing 76 (January 2012), pp. 103-18. 58. Kevin Lane Keller and Lowey Bundy Sichol, “(Product) Red: Building a Social Marketing Brand,” Best Practice Cases in Brand Management (Upper Saddle River, NJ: Pearson Prentice Hall, 2015); www. red. org, accessed May 21, 2014; Mya Frazier, “Costly Red Campaign Reaps Meager $18 Million,” Advertising Age, March 5, 2007; Viewpoint: Bobby Shriver, “CEO: Red's Raised Lots of Green,” Advertising Age, March 12, 2007; Michelle Conlin, “Shop (in the Name of Love),” Business Week, October 2, 2006, p. 9. 59. Ronald J. Alsop, The 18 Immutable Laws of Corporate Reputation: Creating, Protecting, and Repairing Your Most Valuable Asset (New York: Free Press, 2004), p. 125. 60. Ronald Mc Donald House Charities, www. rmhc. org, accessed May 17, 2014. 61. http://ww5. komen. org/Corporate Partners. aspx, accessed May 17, 2014. 62. Christine Bittar, “Seeking Cause and Effect,” Brandweek, November 11, 2002, pp. 18-24. 63. www. goredforwomen. org/home/about-go-red, accessed May 17, 2014. 64. Stefanie Rosen Robinson, Caglar Irmak, and Satish Jayachandran, “Choice of Cause in Cause-Related Marketing,” Journal of Marketing 76 (July 2012), pp. 126-39. 65. One Sight, www. onesight. org, accessed May 17, 2014. 66. www. worldwildlife. org/partnerships, accessed May 24, 2014. 67. Jeff Chu, “The Cobbler's Conundrum,” Fast Company, July/August 2013; Christina Binkley, “Charity Gives Shoe Brand Extra Shine,” Wall Street Journal, April 1, 2010; “How I Got Started ... Blake Mycoskie, Founder of TOMS Shoes,” Fortune, March 22, 2010, p. 72; Dan Heath and Chip Heath, “An Arms Race of Goodness,” Fast Company, 42. Stephanie Clifford and Andrew Martin, “As Consumers Cut Spending, 'Green' Products Lose Allure,” New York Times, April 21, 2011. 43. John A. Quelch and Nathalie Laidler-Kylander, The New Global Brands: Managing Non-Government Organizations in the 21st Century (Mason, OH: South-Western, 2006); Philip Kotler and Nancy Lee, Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause (New York: Wiley, 2005); Lynn Upshaw, Truth: The New Rules for Marketing in a Skeptical World (New York: AMACOM, 2007). 44. www. timberland. com/en/about-timberland, accessed May 21, 2014; Mark Borden and Anya Kamentz, “The Prophet CEO,” Fast Company, September 2008, pp. 126-29; Tara Weiss, “Special Report: Going Green,” Forbes. com, July 3, 2007; Matthew Grimm, “Progressive Business,” Brandweek, November 28, 2005, pp. 16-26; Kate Galbraith, “Timberland's New Footprint: Recycled Tires,” New York Times, April 3, 2009; Aman Singh, “Timberland's Smoking Ban: Good Corporate Citizenship or Overkill?,” Forbes, June 3, 2010; Amy Cortese, “Products; Friend of Nature? Let's See Those Shoes,” New York Times, March 6, 2007. 45. Newman's Own Foundation, www. newmansown foundation. org, accessed May 17, 2014; Paul Newman and A. E. Hotchner, Shameless Exploitation in Pursuit of the Common Good: The Madcap Business Adventure by the Truly Oddest Couple (Waterville, ME: Thorndike Press, 2003). 46. “Giving USA: Charitable Donations Grew in 2012, but Slowly, Like the Economy,” www. philanthropy. iupui. edu, June 18, 2013. 47. Daniel Korschun, C. B. Bhattacharya, and Scott D. Swain, “Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees,” Journal of Marketing 78 (May 2014), pp. 20-37. 48. Larry Chiagouris and Ipshita Ray, “Saving the World with Cause-Related Marketing,” Marketing Management 16 (July-August 2007), pp. 48-51; Hamish Pringle and Marjorie Thompson, Brand Spirit: How Cause-Related Marketing Builds Brands (New York: Wiley, 1999); Sue Adkins, Cause-Related Marketing: Who Cares Wins (Oxford, UK: Butterworth-Heinemann, 1999); “Marketing, Corporate Social Initiatives, and the Bottom Line,” Marketing Science Institute Conference Summary, MSI Report No. 01-106, 2001. 49. Minette Drumwright and Patrick E. Murphy, “Corporate Societal Marketing,” Paul N. Bloom and Gregory T. Gundlach, eds., Handbook of Marketing and Society (Thousand Oaks, CA: Sage, 2001), pp. 162-83. 50. “2013 Cone Communications Social Impact Study: The Next Cause Evolution,” www. conecomm. com. 51. “How Dawn Saves Wildlife,” www. dawnsaveswildlife. com, accessed May 17, 2014; www. dawn-dish. com/us/dawn/savingwildlife, accessed May 17, 2014; “Dawn Expands 40-Year Commitment to Wildlife Rescue with $1 Million Donation and New Documentary Series Featuring Rob Lowe,” Business Wire, July 16, 2013. 52. Christian Homburg, Marcel Stierl, and Torsten Bornemann, “Corporate Social Responsibility in Business-to-Business Markets: How Organizational Customers Account for Supplier Corporate Social Responsibility Engagement,” Journal of Marketing 77 (November 2013), pp. 54-72; Sean Blair and Alexander Chernev, “Doing Well by Doing Good: The Benevolent Halo of Social Goodwill,” Marketing Science Institute Report 12-103, 2011, www. msi. org; Xueming Luo and C. B. Bhattacharya, “Corporate Social Responsibility, Customer Satisfaction, and Market Value,” Journal of Marketing 70 (October 2006), pp. 1-18; C. B. Bhattacharya and Sankar Sen, “Consumer-Company Identification: A Framework for Understanding Consumers' Relationships with Companies,” Journal of Marketing 67 (April 2003), pp. 76-88; Sankar Sen and C. B. Bhattacharya, “Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social Responsibility,” Journal of Marketing Research 38 (May 2001), pp. 225-44. 53. Paul N. Bloom, Steve Hoeffler, Kevin Lane Keller, and Carlos E. Basurto, “How Social-Cause Marketing Affects Consumer Perceptions,” MIT Sloan Management Review (Winter 2006),	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
E58 Endnotes October 2009, pp. 82-83; Toms, www. toms. com/movement-one-for-one, accessed May 22, 2014. 68. Philip Kotler, David Hessekiel, and Nancy Lee, Good Works: Marketing and Corporate Initiatives That Build a Better World ... and the Bottom Line (Hoboken, NJ: John Wiley & Sons, 2012); Philip Kotler and Nancy Lee, Social Marketing: Influencing Behaviors for Good (Thousand Oaks, CA: Sage, 2008); Alan Andreasen, Social Marketing in the 21st Century (Thousand Oaks, CA: Sage, 2006). 69. For an application, see Sekar Raju, Priyali Rajagopal, and Timothy J. Gilbride, “Marketing Healthful Eating to Children: The Effectiveness of Incentives, Pledges, and Competitions,” Journal of Marketing 74 (May 2010), pp. 93-106. 70. For some relevant academic research on developing social marketing programs, see Deborah A. Small and Nicole M. Verrochi, “The Face of Need: Facial Emotion Expression on Charity Advertisements,” Journal of Marketing Research 46 (December 2009), pp. 777-87; Katherine White and John Peloza, “Self-Benefit versus Other-Benefit Marketing Appeals: Their Effectiveness in Generating Charitable Support,” Journal of Marketing 73 (July 2009), pp. 109-24; Merel Van Diepen, Bas Donkers, and Philip Hans Franses, “Dynamic and Competitive Effects of Direct Mailings: A Charitable Giving Application,” Journal of Marketing Research 46 (February 2009), pp. 120-33; Jen Shang, Americus Reed II, and Rachel Croson, “Identity Congruency Effects on Donations,” Journal of Marketing Research 45 (June 2008), pp. 351-61. 71. www. wwf. org, “Current Partners,” accessed May 14, 2014; Andrew Adam Newman, “Avoiding Violent Images for an Anti-Poaching Campaign,” New York Times, February 19, 2013; Mike De Souza, “Coke Cans Turning White to Protect Polar Bears,” Edmonton Journal, October 26, 2011; Mindy Charski, “World Wildlife Fund Roars as the King of the Direct Marketing Jungle,” Deliver, December 12, 2011. 72. For more on developing and implementing marketing plans, see H. W. Goetsch, Developing, Implementing, and Managing an Effective Marketing Plan (Chicago: NTC Business Books, 1993). See also Thomas V. Bonoma, The Marketing Edge: Making Strategies Work (New York: Free Press, 1985). Much of this section is based on Bonoma's work. 73. For other examples, see Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein, Marketing Metrics: 50+ Metrics Every Executive Should Master (Upper Saddle River, NJ: Wharton School Publishing, 2006). 74. Philip Kotler, William Gregor, and William Rodgers, “The Marketing Audit Comes of Age,” Sloan Management Review 30 (Winter 1989), pp. 49-62; Frederick Reichheld, The Loyalty Effect (Boston: Harvard Business School Press, 1996) discusses attrition of the figures. 75. Kotler, Gregor, and Rodgers, “The Marketing Audit Comes of Age,” pp. 49-62. 76. Alfred R. Oxenfeldt, “How to Use Market-Share Measurement,” Harvard Business Review, January-February 1969, pp. 59-68. 77. There is a one-half chance that a successive observation will be higher or lower. Therefore, the probability of finding six successively higher values is given by 1/2 to the sixth power, or 1/64. 78. Alternatively, companies need to focus on factors affecting shareholder value. The goal of marketing planning is to increase shareholder value, which is the present value of the future income stream created by the company's present actions. Rate-of-return analysis usually focuses on only one year's results. See Alfred Rapport, Creating Shareholder Value, rev. ed. (New York: Free Press, 1997). 79. Robin Cooper and Robert S. Kaplan, “Profit Priorities from Activity-Based Costing,” Harvard Business Review, May-June 1991, pp. 130-35; for a recent application to shipping, see Tom Kelley, “What Is the Real Cost: How to Use Lifecycle Cost Analysis for an Accurate Comparison,” Beverage World, January 2010, pp. 50-51. Appendix 1. Background information and market data adapted from Sascha Seagan and Eugene Kim, “Which Is the Best Next-Gen Android Smartphone?,” PC Magazine, May 2014, pp. 55-62; smart-phone specs: www. phonearena. com; “Smartphone Subscriber Market Share Report,” June 4, 2014, www. comscore. com; “Gartner Says Annual Smartphone Sales Surpassed Sales of Feature Phones for the First Time in 2013,” Feb. 13, 2014, www. gartner. com; company history: www. apple. com, www. samsung. com, www. lg. com, www. motorola. com, www. htc. com.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Glossary A activity-based costing (ABC) accounting procedures that can quantify the true profitability of different activities by identifying their actual costs. adoption an individual's decision to become a regular user of a product. advertising any paid form of nonpersonal presentation and pro-motion of ideas, goods, or services by an identified sponsor. advertising objective a specific communications task and achievement level to be accomplished with a specific audience in a specific period of time. anchoring and adjustment heuristic when consumers arrive at an initial judgment and then make adjustments of their first impres-sions based on additional information. arbitration to resolve a conflict, when two parties agree to pres-ent their arguments to one or more arbitrators and accept their decision. arm's-length price the price charged by other competitors for the same or a similar product. aspirational groups groups a person hopes or would like to join. associative network memory model a conceptual represen-tation that views memory as consisting of a set of nodes and interconnecting links where nodes represent stored information or concepts and links represent the strength of association between this information or concepts. attitude a person's enduring favorable or unfavorable evaluation, emotional feeling, and action tendencies toward some object or idea. augmented product a product that includes features that go beyond consumer expectations and differentiate the product from competitors. available market the set of consumers who have interest, in-come, and access to a particular offer. availability heuristic when consumers base their predictions on the quickness and ease with which a particular example of an out-come comes to mind. average cost the cost per unit at a given level of production; it is equal to total costs divided by production. B backward invention reintroducing earlier product forms that can be well adapted to a foreign country's needs. banner ads (Internet) small, rectangular boxes containing text and perhaps a picture to support a brand. basic product what specifically the actual product is. belief a descriptive thought that a person holds about something. brand a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors. brand architecture see branding strategy. brand-asset management team (BAMT) key representatives from functions that affect the brand's performance. brand associations all brand-related thoughts, feelings, percep-tions, images, experiences, beliefs, attitudes, and so on, that be-come linked to the brand node. brand audit a consumer-focused exercise that involves a series of procedures to assess the health of the brand, uncover its sources of brand equity, and suggest ways to improve and leverage its equity. brand community a specialized community of consumers and employees whose identification and activities focus around the brand. brand contact any information-bearing experience a customer or prospect has with the brand, the product category, or the market that relates to the marketer's product or service. brand development index (BDI) the index of brand sales to category sales. brand dilution when consumers no longer associate a brand with a specific product or highly similar products or start thinking less favorably about the brand. brand elements those trademarkable devices that serve to identify and differentiate the brand such as a brand name, logo, or character. brand equity the added value endowed to products and services. brand equity drivers the three main ways you build brand equity through choice of brand elements, marketing programs and activi-ties and leveraging secondary associations. brand extension a company's use of an established brand to introduce a new product. brand knowledge all the thoughts, feelings, images, experiences, beliefs, and so on, that become associated with the brand. brand line all products, original as well as line and category ex-tensions, sold under a particular brand name. brand mix the set of all brand lines that a particular seller makes available to buyers. brand personality the specific mix of human traits that may be attributed to a particular brand. brand portfolio the set of all brands and brand lines a particular firm offers for sale to buyers in a particular category. brand promise the marketer's vision of what the brand must be and do for consumers. brand-tracking studies quantitative data collected from con-sumers over time to provide consistent, baseline information about how brands and marketing program are performing. brand valuation an estimate of the total financial value of the brand. brand value chain a structured approach to assessing the sources and outcomes of brand equity and the manner in which marketing activities create brand value. branded variants specific brand lines uniquely supplied to differ-ent retailers or distribution channels. branding endowing products and services with the power of a brand. branding strategy the number and nature of common and dis-tinctive brand elements applied to the different products sold by the firm. 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G2 Glossarybrick-and-click existing companies that have added an online site for information and/or e-commerce. business database complete information about business cus-tomers' past purchases, past volumes, prices, and profits. business market all the organizations that acquire goods and services used in the production of other products or services that are sold, rented, or supplied to others. C capital items long-lasting goods that facilitate developing or managing the finished product. captive products products that are necessary to the use of other products, such as razor blades or film. category extension using the parent brand to brand a new prod-uct outside the product category currently served by the parent brand. category membership the products or sets of products with which a brand competes and that function as close substitutes. cause-related marketing marketing that links a firm's contribu-tions to a designated cause to customers' engaging directly or indirectly in revenue-producing transactions with the firm. channel conflict when one channel member's actions prevent the channel from achieving its goal. channel coordination when channel members are brought to-gether to advance the goals of the channel as opposed to their own potentially incompatible goals. channel power the ability to alter channel members' behavior so that they take actions they would not have taken otherwise. club membership programs programs open to everyone who purchases a product or service or limited to an affinity group of those willing to pay a small fee. co-branding (also dual branding or brand bundling ) two or more well-known brands are combined into a joint product or marketed together in some fashion. cohorts groups of individuals born during the same time period who travel through life together. communication adaptation changing marketing communica-tions programs for each local market. communication-effect research determining whether an ad is communicating effectively. communities of practice often housed on internal Web sites, when employees from different departments are encouraged to share knowledge and skills with others company demand the company's estimated share of market demand at alternative levels of company marketing effort in a given time period. company sales forecast the expected level of company sales based on a chosen marketing plan and an assumed marketing environment. company sales potential the sales limit approached by com-pany demand as company marketing effort increases relative to that of competitors. competitive advantage a company's ability to perform in one or more ways that competitors cannot or will not match. competitive frame of reference closely linked to target market decisions, defines which other brands a brand competes with and which should thus be the focus of competitive analysis. Decisions about the competitive frame of reference are closely linked to target market decisions company sales potential the sales limit approached by com-pany demand as company marketing effort increases relative to that of competitors. conformance quality the degree to which all the produced units are identical and meet the promised specifications. conjoint analysis a method for deriving the utility values that con-sumers attach to varying levels of a product's attributes. conjunctive heuristic the consumer sets a minimum acceptable cutoff level for each attribute and chooses the first alternative that meets the minimum standard for all attributes. consumer-adoption process the mental steps through which an individual passes from first hearing about an innovation to final adoption consumer behavior the study of how individuals, groups, and or-ganizations elect, buy, use, and dispose of goods, services, ideas, or experiences to satisfy their needs and wants. consumer involvement the level of engagement and active pro-cessing undertaken by the consumer in responding to a marketing stimulus. consumerist movement an organized movement of citizens and government to strengthen the rights and powers of buyers in rela-tion to sellers. containerization putting the goods in boxes or trailers that are easy to transfer between two transportation modes. contractual sales force manufacturers' reps, sales agents, and brokers who are paid a commission based on sales. convenience goods goods the consumer purchases frequently, immediately, and with a minimum of effort. conventional marketing channel an independent producer, wholesaler(s), and retailer(s). co-optation an effort by one organization to win the support of the leaders of another by including them in advisory councils, boards of directors, and the like core benefit the service or benefit the customer is really buying. core competency attribute that (1) is a source of competitive advantage in that it makes a significant contribution to perceived customer benefits, (2) has applications in a wide variety of markets, and (3) is difficult for competitors to imitate. core values the belief systems that underlie consumer attitudes and behavior and that determine people's choices and desires over the long term. corporate culture the shared experiences, stories, beliefs, and norms that characterize an organization. corporate retailing corporately owned retailing outlets that achieve economies of scale, greater purchasing power, wider brand recognition, and better-trained employees.	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Glossary G3D data mining the extracting of useful information about individuals, trends, and segments from the mass of data. data warehouse a collection of current data captured, organized, and stored in a company's contact center. database marketing the process of building, maintaining, and using customer databases and other databases for the purpose of contacting, transacting, and building customer relationships. deep metaphors basic frames or orientations that consumers have toward the world around them. delivery how well the product or service is delivered to the customer. demand chain planning the process of designing the supply chain based on adopting a target market perspective and working backward. demand-side method identifying the effect sponsorship has on consumers' brand knowledge. design the totality of features that affect how a product looks, feels, and functions to a consumer. destination categories product categories that have the great-est impact on where households choose to shop and how they view a particular retailer diplomacy when each side sends a person or group to meet with its counterpart to resolve a conflict direct (company) sales force full-or part-time paid employees who work exclusively for the company. direct marketing the use of consumer-direct (CD) channels to reach and deliver goods and services to customers without using marketing middlemen. direct-order marketing marketing in which direct marketers seek a measurable response, typically a customer order. direct product profitability (DDP) a way of measuring a prod-uct's handling costs from the time it reaches the warehouse until a customer buys it in the retail store. discrimination the process of recognizing differences in sets of similar stimuli and adjusting responses accordingly. display ads small, rectangular boxes containing text and perhaps a picture to support a brand online. dissociative groups those groups whose values or behavior an individual rejects. distribution programming building a planned, professionally managed, vertical marketing system that meets the needs of both manufacturer and distributors. drive a strong internal stimulus impelling action. dual adaptation adapting both the product and the communica-tions to the local market. dumping situation in which a company charges either less than its costs or less than it charges in its home market in order to enter or win a market. durability a measure of a product's expected operating life under natural or stressful conditions. countertrade offering other items in payment for purchases. critical path scheduling (CPS) network planning techniques to coordinate the many tasks in launching a new product. crowdfunding individuals or start-ups fund their projects by using social media and other means to generate interest and contribu-tions from the general public. crowdsourcing paid or unpaid outsiders who can offer needed expertise or a different perspective on a task or project such as with new product development. cues stimuli that determine when, where, and how a person responds. culture the fundamental determinant of a person's wants and behavior. customer-based brand equity the differential effect that brand knowledge has on a consumer response to the marketing of that brand. customer churn high customer defection. customer consulting data, information systems, and advice ser-vices that the seller offers to buyers. customer database an organized collection of comprehensive information about individual customers or prospects that is current, accessible, and actionable for marketing purposes. customer equity the sum of lifetime values of all customers. customer lifetime value (CLV) the net present value of the stream of future profits expected over the customer's lifetime purchases. customer mailing list a set of names, addresses, and telephone numbers. customer-management organization deals with individual cus-tomers rather than the mass market or even market segments. customer-perceived value (CPV) the difference between the prospective customer's evaluation of all the benefits and all the costs of an offering and the perceived alternatives. customer-performance scorecard how well the company is doing year after year on particular customer-based measures. customer profitability analysis (CPA) a means of assessing and ranking customer profitability through accounting techniques such as activity-based costing (ABC). customer relationship management (CRM) the process of carefully managing detailed information about individual customers and all customer “touch points” to maximize loyalty. customer training training the customer's employees to use the vendor's equipment properly and efficiently. customer value analysis report of the company's strengths and weaknesses relative to various competitors. customer-value hierarchy five product levels that must be ad-dressed by marketers in planning a market offering: core benefit; basic product; expected product; augmented product; and poten-tial product. customer value management (CVM) the analysis of individual data on prospects and customers to develop marketing strategies to acquire and retain customers and drive customer behavior.	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G4 Glossaryform the size, shape, or physical structure of a product. forward invention creating a new product to meet a need in another country. frequency programs (FPs) designed to provide rewards to customers who buy frequently and in substantial amounts. G generics unbranded, plainly packaged, less expensive versions of common products such as spaghetti, paper towels, and canned peaches. global firm a firm that operates in more than one country and captures R&D, production, logistical, marketing, and financial ad-vantages in its costs and reputation that are not available to purely domestic competitors. global industry an industry in which the strategic positions of competitors in major geographic or national markets are fundamen-tally affected by their overall global positions. goal formulation the process of developing specific goals for the planning period. going-rate pricing price based largely on competitors' prices. gray market branded products diverted from normal or autho-rized distribution channels in the country of product origin or across international borders. H hedonic bias when people have a general tendency to attribute success to themselves and failure to external causes. heuristics rules of thumb or mental shortcuts in the decision process. high-low pricing charging higher prices on an everyday basis but then running frequent promotions and special sales. holistic marketing a concept based on the development, design, and implementation of marketing programs, processes, and activi-ties that recognizes their breadth and interdependencies. horizontal marketing system two or more unrelated companies put together resources or programs to exploit an emerging market opportunity. hub-and-spoke system product-management organization where brand or product manager is figuratively at the center, with spokes leading to various departments representing working relationships. I industry a group of firms that offer a product or class of products that are close substitutes for one another. informational appeal elaborates on product or service attributes or benefits. ingredient branding a special case of co-branding that involves creating brand equity for materials, components, or parts that are necessarily contained within other branded products. innovation any good, service, or idea that is perceived by some-one as new. durable goods tangible goods that normally survive many uses by consumers, require more personal selling and service, command a higher margin, and require more seller guarantees E e-commerce a company or site offers to transact or facilitate the selling of products and services online. elimination-by-aspects heuristic situation in which the con-sumer compares brands on an attribute selected probabilistically and brands are eliminated if they do not meet minimum acceptable cutoff levels. environmental threat a challenge posed by an unfavorable trend or development that would lead to lower sales or profit. ethnographic research a particular observational research ap-proach that uses concepts and tools from anthropology and other social science disciplines to provide deep cultural understanding of how people live and work. everyday low pricing (EDLP) in retailing, a constant low price with few or no price promotions and special sales. exclusive distribution severely limiting the number of intermedi-aries in order to maintain control over the service level and outputs offered by resellers. expectancy-value model consumers evaluate products and services by combining their brand beliefs—positive and negative— according to their weighted importance. expected product a set of attributes and conditions buyers nor-mally expect when they purchase this product. experience curve (learning curve) a decline in the average cost with accumulated production experience. experimental research the most scientifically valid research designed to capture cause-and-effect relationships by eliminating competing explanations of the observed findings. F fad a craze that is unpredictable, short-lived, and without social, economic, and political significance. family brand situation in which the parent brand is already asso-ciated with multiple products through brand extensions. family of orientation parents and siblings. family of procreation spouse and children. features things that enhance the basic function of a product. fixed costs (overhead) costs that do not vary with production or sales revenue. flexible market offering (1) a naked solution containing the product and service elements that all segment members value, and (2) discretionary options that some segment members value. focus group a gathering of 6 to 10 people who are carefully selected based on certain demographic, psychographic, or other considerations and brought together to discuss various topics of interest. forecasting the art of anticipating what buyers are likely to do under a given set of conditions.	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Glossary G5line stretching a company lengthens its product line beyond its current range. long-term memory (LTM) a permanent repository of information. loyalty a commitment to rebuy or repatronize a preferred product or service. M maintenance and repair the service program for helping cus-tomers keep purchased products in good working order. market various groups of customers. market-buildup method identifying all the potential buyers in each market and estimating their potential purchases. market-centered organizations companies that are organized along market lines. market demand the total volume of a product that would be bought by a defined customer group in a defined geographical area in a defined time period in a defined marketing environment under a defined marketing program. market forecast the market demand corresponding to the level of industry marketing expenditure. market logistics planning the infrastructure to meet demand, then implementing and controlling the physical flows or materials and final goods from points of origin to points of use to meet cus-tomer requirements at a profit. market-management organization a market manager supervis-ing several market-development managers, market specialists, or industry specialists and drawing on functional services as needed. market-penetration index a comparison of the current level of market demand to the potential demand level. market-penetration pricing pricing strategy where prices start low to drive higher sales volume from price-sensitive customers and produce productivity gains. market potential the limit approached by market demand as industry marketing expenditures approach infinity for a given mar-keting environment. market share a higher level of selective demand for a product. market-skimming pricing pricing strategy where prices start high and are slowly lowered over time to maximize profits from less price-sensitive customers. marketer someone who seeks a response (attention, a purchase, a vote, a donation) from another party, called the prospect. marketing the activity, set of institutions, and processes for creat-ing, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. marketing audit a comprehensive, systematic, independent, and periodic examination of a company's or business unit's marketing environment, objectives, strategies, and activities. marketing channel system the particular set of marketing chan-nels employed by a firm. marketing channels sets of interdependent organizations in-volved in the process of making a product or service available for use or consumption. innovation diffusion process the spread of a new idea from its source of invention or creation to its ultimate users or adopters. installation the work done to make a product operational in its planned location. institutional market schools, hospitals, nursing homes, prisons, and other institutions that must provide goods and services to people in their care. integrated logistics systems (ILS) materials management, ma-terial flow systems, and physical distribution, abetted by informa-tion technology (IT). integrated marketing mixing and matching marketing activities to maximize their individual and collective efforts. integrated marketing channel system the strategies and tac-tics of selling through one channel reflect the strategies and tactics of selling through one or more other channels. integrated marketing communications (IMC) a concept of marketing communications planning that recognizes the added value of a comprehensive plan. intensive distribution the manufacturer placing the goods or services in as many outlets as possible. internal branding activities and processes that help to inform and inspire employees. internal marketing an element of holistic marketing; the task of hiring, training, and motivating able employees who want to serve customers well. interstitials advertisements, often with video or animation, that pop up between changes on a Web site. J jobbers small-scale wholesalers who sell to small retailers. joint venture a company in which multiple investors share owner-ship and control. L lean manufacturing producing goods with minimal waste of time, materials, and money. learning changes in an individual's behavior arising from experience. lexicographic heuristic a consumer choosing the best brand on the basis of its perceived most important attribute. licensed product one whose brand name has been licensed to other manufacturers who actually make the product. life-cycle cost the product's purchase cost plus the discounted cost of maintenance and repair less the discounted salvage value. life stage a person's major concern, such as going through a divorce, going into a second marriage, taking care of an older par-ent, deciding to cohabit with another person, deciding to buy a new home, and so on. lifestyle a person's pattern of living in the world as expressed in activities, interests, and opinions. line extension the parent brand is used to brand a new product that targets a new market segment within a product category cur-rently served by the parent brand.	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G6 Glossarymass customization the ability of a company to meet each cus-tomer's requirements master brand situation in which the parent brand is already asso-ciated with multiple products through brand extensions. materials and parts goods that enter the manufacturer's product completely. media selection finding the most cost-effective media to deliver the desired number and type of exposures to the target audience. mediation when a neutral third party skilled in conciliating two parties' interests is brought in to resolve a dispute. megatrend a large social, economic, political, or technological change that is slow to form and, once in place, has an influence for seven to ten years or longer. membership groups groups having a direct influence on a person. memory encoding how and where information gets into memory. memory retrieval how and from where information gets out of memory. mental accounting the manner by which consumers code, cat-egorize, and evaluate financial outcomes of choices. microsales analysis examination of specific products and territo-ries that fail to produce expected sales. microsite a limited area on the Web managed and paid for by an external advertiser/company. mission statement a statement that an organization develops to share with managers, employees, and (in many cases) customers. mixed bundling the seller offers goods both individually and in bundles. mobile apps bite-sized software programs that can be down-loaded to smart phones motive a need aroused to a sufficient level of intensity to drive us to act. multichannel marketing a single firm uses two or more market-ing channels to reach one or more customer segments. multitasking doing two or more things at the same time. N net price analysis analysis that encompasses company list price, average discount, promotional spending, and co-op advertising to arrive at net price. Neuromarketing brain research on the effect of marketing stimuli. noncompensatory models in consumer choice, when consum-ers do not simultaneously consider all positive and negative attri-bute considerations in making a decision. nondurable goods tangible goods purchased frequently and nor-mally consumed in one or a few uses. O omnichannel marketing when multiple channels work seam-lessly together and match each target customer's preferred ways of doing business, regardless of whether customers are online, in the store, or on the phone. marketing communications the means by which firms attempt to inform, persuade, and remind consumers—directly or indirectly— about products and brands that they sell. marketing communications mix advertising, sales promotion, events and experiences, public relations and publicity, direct mar-keting, and personal selling. marketing concept holds that the key to achieving organizational goals is being more effective than competitors in creating, deliver-ing, and communicating superior customer value to target markets. marketing dashboards a structured way to disseminate the in-sights gleaned from marketing metrics and marketing-mix modeling. marketing decision support system (MDSS) a coordinated collection of data, systems, tools, and techniques with supporting software and hardware by which an organization gathers and inter-prets relevant information from business and the environment and turns it into a basis for marketing action. marketing funnel identifies the percentage of the potential target market at each stage in the decision process, from merely aware to highly loyal. marketing implementation the process that turns marketing plans into action assignments and ensures that such assignments are executed in a manner that accomplishes the plan's stated objectives. marketing information system (MIS) people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute infor-mation to marketing decision makers. marketing insights diagnostic information about how and why certain effects are observed in the marketplace and what that means to marketers. marketing intelligence system a set of procedures and sources managers use to obtain everyday information about developments in the marketing environment. marketing management the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value. marketing metrics the set of measures that helps firms to quan-tify, compare, and interpret their marketing performance. marketing network the company and its supporting stake-holders, with whom it has built mutually profitable business relationships. marketing opportunity an area of buyer need and interest in which there is a high probability that a company can profitably sat-isfy that need. market opportunity analysis (MOA) system used to determine the attractiveness and probability of success. market partitioning the process of investigating the hierarchy of attributes consumers examine in choosing a brand if they use phased decision strategies. marketing plan written document that summarizes what the marketer has learned about the marketplace, indicates how the firm plans to reach its marketing objectives, and helps direct and coor-dinate the marketing effort. marketing public relations (MPR) publicity and other activities that build corporate or product image to facilitate marketing goals. markup pricing an item by adding a standard increase to the product's cost.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Glossary G7positioning the act of designing a company's offering and image to occupy a distinctive place in the minds of the target market. potential market the set of consumers who profess a sufficient level of interest in a market offer. potential product all the possible augmentations and transfor-mations the product or offering might undergo in the future. price discrimination a company sells a product or service at two or more prices that do not reflect a proportional difference in costs. price escalation an increase in the price of a product due to added costs of selling it in different countries. primary groups groups with which a person interacts contin-uously and informally, such as family, friends, neighbors, and coworkers. principle of congruity psychological mechanism that states that consumers like to see seemingly related objects as being as similar as possible in their favorability. private-label brand brand that retailers and wholesalers develop and market. product anything that can be offered to a market to satisfy a want or need, including physical goods, services, experiences, events, person, places, properties, organizations, information, and ideas. product adaptation altering the product to meet local conditions or preferences. product assortment the set of all products and items a particular seller offers for sale. product concept proposes that consumers favor products offer-ing the most quality, performance, or innovative features. product invention creating something new via product develop-ment or other means. product map competitors' items that are competing against com-pany X's items. product mix see product assortment. product mix pricing the firm searches for a set of prices that maximizes profits on the total mix. product-penetration percentage the percentage of ownership or use of a product or service in a population. product system a group of diverse but related items that function in a compatible manner. production concept holds that consumers prefer products that are widely available and inexpensive. profitable customer a person, household, or company that over time yields a revenue stream that exceeds by an acceptable amount the company's cost stream of attracting, selling, and ser-vicing that customer. prospect a purchase, a vote, or a donation by a prospective client. prospect theory when consumers frame decision alternatives in terms of gains and losses according to a value function. psychographics the science of using psychology and demo-graphics to better understand consumers. public any group that has an actual or potential interest in or impact on a company's ability to achieve its objectives. opinion leader the person in informal, product-related communi-cations who offers advice or information about a specific product or product category. ordering ease how easy it is for the customer to place an order with the company. organization a company's structures, policies, and corporate culture. organizational buying the decision-making process by which formal organizations establish the need for purchased products and services and identify, evaluate, and choose among alternative brands and suppliers. overall market share the company's sales expressed as a per-centage of total market sales. P packaging all the activities of designing and producing the con-tainer for a product. paid search marketers bid on search terms, when a consumer searches for those words using Google, Yahoo!, or Bing, the mar-keter's ad will appear on the results page, and advertisers pay only if people click on links. parent brand an existing brand that gives birth to a brand extension. partner relationship management (PRM) activities the firm undertakes to build mutually satisfying long-term relations with key partners such as suppliers, distributors, ad agencies, and market-ing research suppliers. pay-per-click ads see paid search. penetrated market the set of consumers who are buying a com-pany's product. perceived value the value promised by the company's value proposition and perceived by the customer. perception the process by which an individual selects, organizes, and interprets information inputs to create a meaningful picture of the world. performance quality the level at which the product's primary characteristics operate. personal communications channels two or more persons communicating directly face to face, person to audience, over the telephone, or through e-mail. personal influence the effect one person has on another's attitude or purchase probability. personality a set of distinguishing human psychological traits that lead to relatively consistent responses to environmental stimuli. place advertising (also out-of-home advertising) ads that appear outside of home and where consumers work and play. point-of-purchase (P-O-P) the location where a purchase is made, typically thought of in terms of a retail setting. points-of-difference (PODs) attributes or benefits that consum-ers strongly associate with a brand, positively evaluate, and believe they could not find to the same extent with a competitive brand. points-of-parity (POPs) attribute or benefit associations that are not necessarily unique to the brand but may in fact be shared with other brands.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
G8 Glossarysales promotion a collection of incentive tools, mostly short term, designed to stimulate quicker or greater purchase of particular products or services by consumers or the trade. sales quota the sales goal set for a product line, company division, or sales representative. sales-variance analysis a measure of the relative contribution of different factors to a gap in sales performance. satisfaction a person's feelings of pleasure or disappointment resulting from comparing a product's perceived performance or outcome in relation to his or her expectations. scenario analysis developing plausible representations of a firm's possible future that make different assumptions about forces driving the market and include different uncertainties. secondary groups groups that tend to be more formal and require less interaction than primary groups, such as religious, professional, and trade-union groups. selective attention the mental process of screening out certain stimuli while noticing others. selective distortion the tendency to interpret product informa-tion in a way that fits consumer perceptions. selective distribution the use of more than a few but less than all of the intermediaries who are willing to carry a particular product. selective retention good points about a product that consumers like are remembered and good points about competing products are forgotten. selling concept holds that consumers and businesses, if left alone, won't buy enough of the organization's products. served market all the buyers who are able and willing to buy a company's product. served market share a company's sales expressed as a percent-age of the total sales to its served market. service any act or performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything. share-penetration index a comparison of a company's current market share to its potential market share. sharing economy when consumers share bikes, cars, clothes, couches, apartments, tools, and skills and extract more value from what they already own. shopper marketing the way manufacturers and retailers use stocking, displays, and promotions to affect consumers actively shopping for a product. shopping goods goods that the consumer, in the process of se-lection and purchase, characteristically compares on such bases as suitability, quality, price, and style. short-term memory (STM) a temporary repository of information. showrooming when consumers physically examine a product and collect information in a store but make their actual purchase from the retailer later online, or from a different retailer altogether, typi-cally to secure a lower price skunkworks informal workplaces, sometimes garages, where in-trapreneurial teams work to develop new productspublic relations (PR) a variety of programs designed to promote or protect a company's image or its individual products. publicity the task of securing editorial space—as opposed to paid space—in print and broadcast media to promote something. pull strategy when the manufacturer uses advertising and promo-tion to persuade consumers to ask intermediaries for the product, thus inducing the intermediaries to order it. purchase probability scale a scale to measure the probability of a buyer making a particular purchase. pure bundling a firm only offers its products as a bundle. pure-click companies that have launched a Web site without any previous existence as a firm. push strategy when the manufacturer uses its sales force and trade promotion money to induce intermediaries to carry, promote, and sell the product to end users. Q quality the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. questionnaire a set of questions presented to respondents. R reference groups all the groups that have a direct or indirect influence on a person's attitudes or behavior. reference prices pricing information a consumer retains in mem-ory that is used to interpret and evaluate a new price. relative market share market share in relation to a company's largest competitor. reliability a measure of the probability that a product will not malfunction or fail within a specified time period. repairability a measure of the ease of fixing a product when it malfunctions or fails. representativeness heuristic when consumers base their pre-dictions on how representative or similar an outcome is to other examples. retailer ( or retail store) any business enterprise whose sales volume comes primarily from retailing. retailing all the activities in selling goods or services directly to final consumers for personal, nonbusiness use. risk analysis a method by which possible rates of returns and their probabilities are calculated by obtaining estimates for uncer-tain variables affecting profitability. role the activities a person is expected to perform. S sales analysis measuring and evaluating actual sales in relation to goals. sales budget a conservative estimate of the expected volume of sales, used for making current purchasing, production, and cash flow decisions.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Glossary G9target costing deducting the desired profit margin from the price at which a product will sell, given its appeal and competitors' prices. target market the part of the qualified available market the company decides to pursue. target-return pricing determining the price that would yield the firm's target rate of return on investment (ROI). telemarketing the use of telephone and call centers to attract prospects, sell to existing customers, and provide service by taking orders and answering questions. total costs the sum of the fixed and variable costs for any given level of production. total customer benefit the perceived monetary value of the bundle of economic, functional, and psychological benefits cus-tomers expect from a given market offering because of the product, service, people, and image. total customer cost the bundle of costs customers expect to in-cur in evaluating, obtaining, using, and disposing of the given mar-ket offering, including monetary, time, energy, and psychic costs. total market potential the maximum sales available to all firms in an industry during a given period, under a given level of industry marketing effort and environmental conditions. transfer price the price a company charges another unit in the company for goods it ships to foreign subsidiaries. transformational appeal elaborates on a nonproduct-related benefit or image. trend a direction or sequence of events that has some momentum and durability. two-part pricing a fixed fee plus a variable usage fee. tying agreements agreement in which producers of strong brands sell their products to dealers only if dealers purchase re-lated products or services, such as other products in the brand line. U unsought goods those the consumer does not know about or does not normally think of buying, like smoke detectors. V value chain a tool for identifying ways to create more customer value. value delivery network (supply chain) a company's supply chain and how it partners with specific suppliers and distributors to make products and bring them to markets. value delivery system all the expectancies the customer will have on the way to obtaining and using the offering. value network a system of partnerships and alliances that a firm creates to source, augment, and deliver its offerings. value pricing winning loyal customers by charging a fairly low price for a high-quality offering. value proposition the whole cluster of benefits the company promises to deliver customers. variable costs costs that vary directly with the level of production. social classes homogeneous and enduring divisions in a society, which are hierarchically ordered and whose members share similar values, interests, and behavior. social marketing marketing done by a nonprofit or government organization to further a cause, such as “say no to drugs. ” social media a means for consumers to share text, images, au-dio, and video information with each other and with companies and vice versa. specialty goods goods with unique characteristics or brand identification for which enough buyers are willing to make a special purchasing effort. stakeholder-performance scorecard a measure to track the satisfaction of various constituencies who have a critical interest in and impact on the company's performance. status one's position within his or her own hierarchy or culture. straight extension introducing a product in a foreign market without any change in the product. strategic business units (SBUs) a single business or collection of related businesses that can be planned separately from the rest of the company, with its own set of competitors and a manager who is responsible for strategic planning and profit performance. strategic group firms pursuing the same strategy directed to the same target market. strategic marketing plan laying out the target markets and the value proposition that will be offered, based on analysis of the best market opportunities. strategy a company's game plan for achieving its goals. style a product's look and feel to the buyer. sub-brand a new brand combined with an existing brand. subcultures groups with shared values, beliefs, preferences, and behaviors emerging from their special life experiences or circum-stances, such as with nationalities, religions, racial groups, and geographical regions. subliminal perception receiving and processing subconscious messages that affect behavior. supersegment a set of segments sharing some exploitable similarity. supplies and business services short-term goods and services that facilitate developing or managing the finished product. supply chain management (SCM) procuring the right inputs (raw materials, components, and capital equipment), converting them efficiently into finished products, and dispatching them to the final destinations. supply-side methods approximating the amount of time or space devoted to media coverage of an event, for example, the number of seconds the brand is clearly visible on a television screen or the column inches of press clippings that mention it. T tactical marketing plan marketing tactics, including product features, promotion, merchandising, pricing, sales channels, and service.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
G10 Glossary Y yield pricing situation in which companies offer (1) discounted but limited early purchases, (2) higher-priced late purchases, and (3) the lowest rates on unsold inventory just before it expires. Z zero-level channel (direct marketing channel) a manufacturer selling directly to the final customer. venture team a cross-functional group charged with developing a specific product or business. vertical marketing system (VMS) producer, wholesaler(s), and retailer(s) acting as a unified system. viral marketing using the Internet to create word-of-mouth ef-fects to support marketing efforts and goals. W warranties formal statements of expected product performance by the manufacturer. wholesaling all the activities in selling goods or services to those who buy for resale or business use.	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf
Index I1Name Aaker, David, 231, 351 Aaker, Jennifer, 185 Aaron, Hank, 634 Abelson, Jenn, 635 Abramovich, Giselle, 676 Acquisti, Alessandro, 107 Adamson, Allen, 351, 654 Adamy, Janet, 354 Adashek, Jonathon, 117 Addicks, Mark, 331 Adler, Carlye, 677 Ahluwalia, Rohini, 190 Aksoy, Lerzan, 157 Al Naqbi, Ali, 512 Al Omran, Ahmed, 387 Algethami, Sarah, 387 Alagon, Jorge, 337 Ali, Adel Abdullah, 512 Al-Khawaja, Maryam, 264 Allen, James, 54 Allen, Paul, 116 Alleyne, Richard, 496 Almashabi, Deema, 387 Alpeyrie, Jonathon, 128 Ambler, Tim, 138, 140 Amin, Hussein, 264 Anderson, Chris, 289, 485 Anderson, Diane, 707 Anderson, James C., 224, 284, 565 Anderson, Jim, 567 Andreassen, Tor W., 157 Aniston, Jennifer, 316 Ansari, Kimia M., 293 Ante, Spencer E., 436, 481 Anthony, Scott D., 461 Armstrong, Lance, 53, 54, 335 Armstrong, Lindsay, 401 Armstrong, Shelagh, 96 Arnould, Eric J., 167 Arroniz, Inigo, 69 Ashworth, Laurence, 614 Aurfreiter, Nora, 642 Avalos, George, 689 Babin, Laurie A., 169 Bachman, Justin, 82 Back, Mathias, 387 Bailey, Christopher, 343 Bajaj, Vikas, 436 Balachnadar, Subramanian, 410 Balch, Oliver, 367 Bannan, Karen J., 648 Barker, Craig, 118 Barker, Eric, 477 Barnes, Brooks, 207 Barr, Alistair, 545 Barr, Merrill, 580 Barret, Victoria, 69 Barth, Paul, 92 Baskin, Jonathan Salem, 655 Basu, Amiya, 410 Bauerlin, Valerie, 649 Baumgartner, Hans, 130Beamer, Jonathan, 676 Bean, Leon Leonwood, 515 Bean, Randy, 92 Beckham, David, 324, 634 Beene, Geoffrey, 311 Beiersdorf, Paul C., 416 Belch, George, 194 Belch, Michael, 194 Bell, David, 650 Bell, Kathy Button, 227 Bellas, Michael C., 556 Bello, John, 665 Belsie, Laurent, 430 Bemner, Brian, 419 Benioff, Marc, 69, 481 Bensinger, Greg, 291, 512, 556 Berfield, Susan, 562 Berger, Warren, 69 Berner, Robert, 355 Bernoff, Josh, 139 Berry, Leonard L., 441-442 Berry, Tim, 77 Best, Paul, 100 Best, Robert J., 285 Beucke, Dan, 635 Beyoncé, 303, 591, 604 Bezawada, Ram, 689 Bezos, Jeff, 544-545 Bhasin, Kim, 655 Bieber, Justin, 182, 264 Bikoff, J. Darius, 316 Binkley, Christina, 551 Birkett, Laurie, 169 Birkner, Christine, 218 Birnbaum, Daniel, 645 Birtwell, Celia, 534 Bitner, Mary Jo, 427, 441 Bjork, Christopher, 575 Blacker, Stanley, 311 Blakely, David, 144 Blazevic, Vera, 436 Blitz, Gérard, 446 Bloom, Paul N., 103 Blumenthal, Robin Goldwyn, 146 Boateng, William, 127 Bodapati, Anand V., 648 Bodett, Tom, 613 Bogenrief, Margaret, 577 Bolt, Usain, 243 Bond, Sir John, 292, 293 Bonoma, Thomas V., 284 Boudet, Julien, 642 Boudette, Neil, 295 Boudreaux, Chris, 139 Boyle, Matthew, 577 Bradbury, Paul, 185 Bradford, Ben, 76 Bradlow, Eric T., 556 Brady, Michael K., 378 Brady, Tom, 316, 334 Brakus, Joško, 425 Branson, David, 387 Branson, Richard, 707 Brasel, S. Adam, 556, 580 Breen, Bill, 97 Bridges, Jeff, 591Briesch, Richard A., 405 Brill, Julie, 107 Brin, Sergey, 54 Britton, Tracy, 293 Broderick, Matthew, 619 Brodie, John, 551 Brodkin, Jon, 485 Broniarczyk, Susan M., 405 Brooks, Chad, 430 Brosnan, Tim, 634 Brotman, Adam, 474 Brough, Aaron, 410 Brown, Bruce, 461 Brown, Erika, 618 Brown, Heidi, 385 Brown, Millward, 632 Brown, Stuart F., 419 Brown, Tim, 69, 144, 454 Brownsell, Alex, 293 Bryant, Kobe, 53 Brynjolfsson, Erik, 92, 289 Bucklin, Randolph E., 648 Buffet, Warren, 608 Bughin, Jacques, 92 Bulik, Beth Snyder, 480 Burnett, Mark, 264 Burns, Ursula, 359 Burns, Will, 593 Burnsed, Brian, 503 Burrows, Peter, 480 Burton, Philip Ward, 612 Burton, Scot, 332 Bush, Jim, 440 Bush, Michael, 146 Buss, Dale, 136, 319 Byrne, John A., 237 Cachon, Gerard, 367 Cacioppo, John, 202 Cadwallader, Susan, 441 Cairns, David, 102 Callahan, Sean, 236 Capell, Kerry, 209, 575, 708 Capon, Noel, 668 Carlson, Nicholas, 264 Carpenter, Mackenzie, 131 Carroll, David, 430 Carus, Felicity, 97 Carvajal, Doreen, 265 Casey, Paul, 591 Cassidy, John, 289, 654 Chaet, Heather, 291 Chamberlain, Lisa, 144 Chambers, John, 211 Chan, Kimmy Wa, 436 Chandon, Pierre, 556 Chang, Rita, 55 Charan, Ram, 461 Charney, Jeff, 676 Chattopadhyay, Amitaya, 648 Chazan, Guy, 387 Chernev, Alexander, 77, 405, 410 Chesky, Brian, 486 Cheverton, Peter, 668 Childers, Terry L., 189, 190Chintagunta, Pradeep K., 405 Chizauskas, Cathy, 692 Chouinard, Yvon, 679 Chrisofari, Alberto, 59 Christensen, Glenn L., 131 Chung, Mong-Koo, 239 Cink, Stewart, 591 Clapton, Eric, 45 Clark, Chris, 293 Clark, Timothy, 82 Clarkson, Kelly, 316 Cleeren, Kathleen, 378 Clifford, Stephanie, 103, 169, 496 Clooney, George, 318, 591 Clothier, Mark, 295 Cobain, Kurt, 275 Cohen, Ben, 47 Cohen, Sacha Baron, 260 Coleman-Lochner, Lauren, 355 Collins, Jim, 69 Colvin, Geoffrey, 76, 237 Comings, Kisten, 605 Comstock, Beth, 237 Cone, Carol C., 693 Cone, Carol L., 693 Connan, Caroline, 253 Cooil, Bruce, 157 Cook, Scott, 145 Cook, Steven, 61 Cook, Thomas, 236 Cooper, Robert G., 455, 460 Corbett, Peter, 654 Cornwell, Alexander, 513 Corrigan, John, 387 Coster, Helen, 401, 551 Coupland, Douglas, 275 Couric, Katie, 26 Cox, Courtney, 465 Craig, Daniel, 617 Crain, Rance, 354 Creamer, Matthew, 512 Crumpacker, Mark, 32 Cruz, Penelope, 318 Curtis, Harry, 426 Cutler, Alex, 382 Cutrone, Carolyn, 405 Damon, Matt, 591 Dan, Avi, 676 Daniels, Chris, 551 D'Antonio, Michael, 328 Darke, Peter, 614 Da Silva, Alison T., 693 Davenport, Thomas H., 92 David, George, 345 Davidson, John, 405 Dawson, Chester, 419 Day, George, 58, 61 De Avila, Joseph, 480 Debouté, Alexandre, 633 Decker, Eric, 177 De Generes, Ellen, 195, 280, 303 De Joria, John Paul, 398 Dekimpe, Marnik G., 378 Dell, Michael, 91, 150 Dello, Cotton, 649Index	Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf