Marketing for the non-marketing manager:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
McGraw-Hill
1995
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes index |
| Beschreibung: | XVII, 235 S. graph. Darst. 23 cm |
| ISBN: | 0077079647 |
Internformat
MARC
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| 245 | 1 | 0 | |a Marketing for the non-marketing manager |c Colin V. Sowter |
| 264 | 1 | |a London [u.a.] |b McGraw-Hill |c 1995 | |
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Datensatz im Suchindex
| _version_ | 1804137897446604800 |
|---|---|
| adam_text | Contents
AUTHOR S PREFACE xi
ACKNOWLEDGEMENTS xiii
INTRODUCTION xv
NOTES ON THE EXERCISES AND FOLLOW-UP xvii
PARTI THE ROLE OF MARKETING 1
CHAPTER 1 What is marketing? 3
Key business issues 3
1.1 Marketing should be the means of
generating profit 4
1.2 Marketing is a rational process which need
not compromise our integrity 5
1.3 Marketing does not always require large
budgets or extra staff 5
1.4 Better mousetraps do not work; better
doors do! 6
1.5 Becoming market-led involves a shift of focus 7
1.6 Nobody actually wants our product—they
want what it will do for them! 8
1.7 Marketing starts with identifying customer
needs 9
1.8 Marketing is too important to be left to the
marketing department 10
1.9 Professionalism in marketing should be
recognized and sought 11
1.10 Marketing addresses three components of
profit 12
1.11 Marketing and selling have a different focus 15
1.12 What marketing is not! 16
1.13 Being market-led does not mean following
every whim of every customer 17
V
vi CONTENTS
Exercises 1 °
Follow-up 1°
CHAPTER 2 Why do people buy? 21
Key business issues 21
2.1 The marketing mix 22
2.2 The role of price in the buying decision 25
2.3 Customers buy a whole bundle of attributes 26
2.4 The features and benefits technique and its
limitations 29
2.5 Different market segments want different
benefits 32
2.6 Each member of a decision-making group
wants different benefits 32
2.7 Each member of a distribution chain wants
different benefits 33
2.8 The unique selling proposition 35
2.9 The sharper cutting edge 36
2.10 Branding 37
2.11 Marketing intangible services 38
Exercises 41
Follow-up 42
CHAPTER3 What is involved in becoming market-led? 43
Key business issues 43
3.1 The development of the market-led
philosophy 43
3.2 Culture changes involved in becoming
market-led 47
3.3 The benefits of a strong marketing function 51
3.4 Compatibility of targets and resources 53
3.5 Time scales 55
Exercises 56
Follow-up 57
CHAPTER 4 To whom are we selling? 59
Key business issues 59
4.1 What business are we in? 60
4.2 Market segmentation 61
4.3 Segmentation criteria 64
4.4 Strategic decisions arising from market
segmentation 65
4.5 Marketing actions arising from segmentation 67
4.6 Targeting 68
4.7 The strategic significance of niche markets 69
CONTENTS Vii
4.8 Credibility and track record 71
Exercises 75
Follow-up 76
CHAPTER 5 Who are our competitors? 77
Key business issues 77
5.1 The nature of competition 77
5.2 Analysis of competition 79
5.3 Sources of information about competition 80
5.4 Competitive tactics 82
Exercises 84
Follow-up 85
CHAPTER 6 How do we set prices? 87
Key business issues 87
6.1 Price is what the market will bear 88
6.2 Customers do not know or care about our
cost 90
6.3 Different parts of the business have different
profit potential 92
6.4 There is no such thing as true cost 93
6.5 The danger of a commodity price orientation 93
6.6 How do we determine the market price? 94
6.7 Pricing should be used both strategically and
tactically 96
6.8 In-company transfer pricing is often handled
badly 101
Exercises 105
Follow-up 106
PART II THE ROLE OF COMMUNICATIONS 107
CHAPTER 7 How do we communicate? 109
Key business issues 109
7.1 The progressive communications process 110
7.2 The role of different methods of
communication 114
7.3 The role of external agencies 117
7.4 A product launch 118
Exercises 120
Follow-up 120
CHAPTER 8 How do we sell? 121
Key business issues 121
Viii CONTENTS
8.1 Selling can be learned 122
8.2 Selling starts with listening rather than
speaking 122
8.3 Presentations should be prepared and
targeted 123
8.4 Overcoming objections 125
8.5 Closing the sale 127
8.6 The selling role of non-sales staff 129
8.7 Nurturing existing customers 131
Exercises 132
Follow-up 132
CHAPTER 9 How do we use impersonal communications? 133
Key business issues 133
9.1 Promotional literature 134
9.2 Proposals and invitations to tender 137
9.3 Sales letters and mailshots 140
9.4 The telephone 143
9.5 Exhibitions I45
9.6 Advertising 150
9.7 Public relations 152
Exercises 154
Follow-up 155
CHAPTER 10 What about overseas? 157
Key business issues 157
10.1 The rest of the world is not an extension of
our own country 158
10.2 A step-by-step approach to international
marketing 160
10.3 Key markets and the problem of dissipated
resources 164
Exercises 165
Follow-up 165
Appendix: Distributor agreements 166
PART III THE ROLE OF BUSINESS
DEVELOPMENT 171
CHAPTER 11 What does the market want? 173
Key business issues 173
11.1 Business decisions depend upon researching
the market 173
11.2 Qualitative market research 176
CONTENTS ix
11.3 Quantitative market research 179
11.4 Market research on a low budget 180
11.5 Marketing research 183
Exercises 186
Follow-up 186
CHAPTER 12 How do we achieve profitable innovation? 187
Key business issues 187
12.1 Options for business development 188
12.2 The role of marketing in innovation 189
12.3 Make decisions before spending money 190
12.4 Identify winners as early as possible 192
12.5 Product differentiation should be built in at
the concept stage 194
12.6 Under- or overspecifying or changing the
specification can be disastrous 195
12.7 Risk and sensitivity 196
12.8 Dealing with impending failure 198
Exercises 199
Follow-up 200
Reference 200
Appendix: Discounted cash flow (DCF) 200
CHAPTER13 How do we manage the future? 205
Key business issues 205
13.1 Organization of the marketing function 206
13.2 The product life cycle 209
13.3 Extending the life cycle 213
13.4 The planning process 215
13.5 The business plan 217
13.6 The marketing plan 219
13.7 Successful internal proposals 220
13.8 Models and techniques 222
13.9 The model product manager 225
Exercises 228
Follow-up 228
Reference 228
Author s contact address 229
INDEX 231
|
| adam_txt |
Contents
AUTHOR'S PREFACE xi
ACKNOWLEDGEMENTS xiii
INTRODUCTION xv
NOTES ON THE EXERCISES AND FOLLOW-UP xvii
PARTI THE ROLE OF MARKETING 1
CHAPTER 1 What is marketing? 3
Key business issues 3
1.1 Marketing should be the means of
generating profit 4
1.2 Marketing is a rational process which need
not compromise our integrity 5
1.3 Marketing does not always require large
budgets or extra staff 5
1.4 'Better mousetraps' do not work; 'better
doors' do! 6
1.5 Becoming market-led involves a shift of focus 7
1.6 Nobody actually wants our product—they
want what it will do for them! 8
1.7 Marketing starts with identifying customer
needs 9
1.8 Marketing is too important to be left to the
marketing department 10
1.9 Professionalism in marketing should be
recognized and sought 11
1.10 Marketing addresses three components of
profit 12
1.11 Marketing and selling have a different focus 15
1.12 What marketing is not! 16
1.13 Being market-led does not mean following
every whim of every customer 17
V
vi CONTENTS
Exercises 1 °
Follow-up 1°
CHAPTER 2 Why do people buy? 21
Key business issues 21
2.1 The marketing mix 22
2.2 The role of price in the buying decision 25
2.3 Customers buy a whole bundle of attributes 26
2.4 The features and benefits technique and its
limitations 29
2.5 Different market segments want different
benefits 32
2.6 Each member of a decision-making group
wants different benefits 32
2.7 Each member of a distribution chain wants
different benefits 33
2.8 The unique selling proposition 35
2.9 The sharper cutting edge 36
2.10 Branding 37
2.11 Marketing intangible services 38
Exercises 41
Follow-up 42
CHAPTER3 What is involved in becoming market-led? 43
Key business issues 43
3.1 The development of the market-led
philosophy 43
3.2 Culture changes involved in becoming
market-led 47
3.3 The benefits of a strong marketing function 51
3.4 Compatibility of targets and resources 53
3.5 Time scales 55
Exercises 56
Follow-up 57
CHAPTER 4 To whom are we selling? 59
Key business issues 59
4.1 What business are we in? 60
4.2 Market segmentation 61
4.3 Segmentation criteria 64
4.4 Strategic decisions arising from market
segmentation 65
4.5 Marketing actions arising from segmentation 67
4.6 Targeting 68
4.7 The strategic significance of niche markets 69
CONTENTS Vii
4.8 Credibility and track record 71
Exercises 75
Follow-up 76
CHAPTER 5 Who are our competitors? 77
Key business issues 77
5.1 The nature of competition 77
5.2 Analysis of competition 79
5.3 Sources of information about competition 80
5.4 Competitive tactics 82
Exercises 84
Follow-up 85
CHAPTER 6 How do we set prices? 87
Key business issues 87
6.1 Price is what the market will bear 88
6.2 Customers do not know or care about our
cost 90
6.3 Different parts of the business have different
profit potential 92
6.4 There is no such thing as 'true cost' 93
6.5 The danger of a commodity price orientation 93
6.6 How do we determine the market price? 94
6.7 Pricing should be used both strategically and
tactically 96
6.8 In-company transfer pricing is often handled
badly 101
Exercises 105
Follow-up 106
PART II THE ROLE OF COMMUNICATIONS 107
CHAPTER 7 How do we communicate? 109
Key business issues 109
7.1 The progressive communications process 110
7.2 The role of different methods of
communication 114
7.3 The role of external agencies 117
7.4 A product launch 118
Exercises 120
Follow-up 120
CHAPTER 8 How do we sell? 121
Key business issues 121
Viii CONTENTS
8.1 Selling can be learned 122
8.2 Selling starts with listening rather than
speaking 122
8.3 Presentations should be prepared and
targeted 123
8.4 Overcoming objections 125
8.5 Closing the sale 127
8.6 The selling role of non-sales staff 129
8.7 Nurturing existing customers 131
Exercises 132
Follow-up 132
CHAPTER 9 How do we use impersonal communications? 133
Key business issues 133
9.1 Promotional literature 134
9.2 Proposals and invitations to tender 137
9.3 Sales letters and 'mailshots' 140
9.4 The telephone 143
9.5 Exhibitions I45
9.6 Advertising 150
9.7 Public relations 152
Exercises 154
Follow-up 155
CHAPTER 10 What about overseas? 157
Key business issues 157
10.1 The rest of the world is not an extension of
our own country 158
10.2 A step-by-step approach to international
marketing 160
10.3 Key markets and the problem of dissipated
resources 164
Exercises 165
Follow-up 165
Appendix: Distributor agreements 166
PART III THE ROLE OF BUSINESS
DEVELOPMENT 171
CHAPTER 11 What does the market want? 173
Key business issues 173
11.1 Business decisions depend upon researching
the market 173
11.2 Qualitative market research 176
CONTENTS ix
11.3 Quantitative market research 179
11.4 Market research on a low budget 180
11.5 Marketing research 183
Exercises 186
Follow-up 186
CHAPTER 12 How do we achieve profitable innovation? 187
Key business issues 187
12.1 Options for business development 188
12.2 The role of marketing in innovation 189
12.3 Make decisions before spending money 190
12.4 Identify winners as early as possible 192
12.5 Product differentiation should be built in at
the concept stage 194
12.6 Under- or overspecifying or changing the
specification can be disastrous 195
12.7 Risk and sensitivity 196
12.8 Dealing with impending failure 198
Exercises 199
Follow-up 200
Reference 200
Appendix: Discounted cash flow (DCF) 200
CHAPTER13 How do we manage the future? 205
Key business issues 205
13.1 Organization of the marketing function 206
13.2 The product life cycle 209
13.3 Extending the life cycle 213
13.4 The planning process 215
13.5 The business plan 217
13.6 The marketing plan 219
13.7 Successful internal proposals 220
13.8 Models and techniques 222
13.9 The model product manager 225
Exercises 228
Follow-up 228
Reference 228
Author's contact address 229
INDEX 231 |
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| spelling | Sowter, Colin V. Verfasser aut Marketing for the non-marketing manager Colin V. Sowter London [u.a.] McGraw-Hill 1995 XVII, 235 S. graph. Darst. 23 cm txt rdacontent n rdamedia nc rdacarrier Includes index Marketing Marketing gtt Kundenorientierung (DE-588)4316837-1 gnd rswk-swf Marketing (DE-588)4037589-4 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Marketing (DE-588)4037589-4 s Kundenorientierung (DE-588)4316837-1 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016656484&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Sowter, Colin V. Marketing for the non-marketing manager Marketing Marketing gtt Kundenorientierung (DE-588)4316837-1 gnd Marketing (DE-588)4037589-4 gnd |
| subject_GND | (DE-588)4316837-1 (DE-588)4037589-4 (DE-588)4151278-9 |
| title | Marketing for the non-marketing manager |
| title_auth | Marketing for the non-marketing manager |
| title_exact_search | Marketing for the non-marketing manager |
| title_exact_search_txtP | Marketing for the non-marketing manager |
| title_full | Marketing for the non-marketing manager Colin V. Sowter |
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| title_full_unstemmed | Marketing for the non-marketing manager Colin V. Sowter |
| title_short | Marketing for the non-marketing manager |
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| topic | Marketing Marketing gtt Kundenorientierung (DE-588)4316837-1 gnd Marketing (DE-588)4037589-4 gnd |
| topic_facet | Marketing Kundenorientierung Einführung |
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