Marketing myths that are killing business: the cure for death wish marketing
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| Hauptverfasser: | , |
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| Format: | Buch |
| Sprache: | English |
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New York <<[u.a.]>>
McGraw-Hill
1994
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXXV, 308 S. Ill., graph. Darst. |
| ISBN: | 0070111243 |
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MARC
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| 245 | 1 | 0 | |a Marketing myths that are killing business |b the cure for death wish marketing |c Kevin J. Clancy ; Robert S. Shulman |
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Datensatz im Suchindex
| _version_ | 1804138142864769024 |
|---|---|
| adam_text | Contents
Acknowledgments xix
Test Your Own Marketing IQ™ xxi
Introduction xxvli
1. Myths about Business Performance l
Myth 1: American businesses were doing just fine during the
1980s. 1
Myth 2: Many companies/brands/products/services failed
to thrive in the 1980s and early 1990s because of the
recession, Japanese competition, recalcitrant American
workers, and other factors the organization could not
control. 3
Myth 3: Finance should be the center of the business solar
system. 3
Myth 4: CEOs know a great deal about marketing. They ve
studied it, practiced it, become adept at it. 4
Myth 5: Most marketing programs work. 6
2. Myths about Marketing Planning 11
Myth 6: Short-term marketing results are what s important.
Take care of the short term, and the long term will take care
of itself. 11
Myth 7: Faster is better in planning. 12
Myth 8: Because marketing may be defined as the discipline
concerned with solving people s problems with products for
vii
viii Contents
a profit, most companies attempt to uncover consumer
problems. 13
Myth 9: Small or entrepreneurial businesses don t need to
follow a disciplined approach to understand the
market. 15
Myth 10: One good way to spot marketing opportunities is to
see what the competition is doing. 17
Myth 11: Partnership marketing is a surefire way to increase
profitability. 18
Myth 12: In the coming decade, marketers will derive more
profit from new products than from existing brands. 19
Myth 13: Brand equity is a marvelous new concept that every
strategic plan should adopt. 21
Myth 14: High versus low involvement are useful terms
to describe product categories. 22
Myth 15: In most product categories, any brand that succeeds
in getting placed on shelves will generate a good return on
sales. 24
Myth 16: The way to develop a strategy to invigorate a brand
is to begin with an analysis of where the product falls in the
product life cycle. 25
Myth 17: The faster technology changes, the more valuable
the brand name. 26
Myth 18: Most marketing plans are adequate blueprints for
success. 27
Myth 19: Market share determines profitability; firms should
always strive for market leadership. 28
Myth 20: Effective marketing plans should be based on the
premise of continuous year-to-year improvement—what the
Japanese call kaizen. 30
3. Myths about Marketing Department
Organization 33
Myth 21: The important thing is to get the marketing
program launched now rather than build consensus. 34
Myth 22; We don t need a corporate marketing and research
staff when we can push the marketing function down in the
organization. 35
Myth 23: It is important to promote brand managers quickly,
because otherwise the company will lose them. 37
Myth 24: When the organization needs new marketing talent,
the place to recruit it is from packaged goods
companies. 38
4. Myths about Marketing Decision Making 43
Myth 25: You can make the right marketing decision for a new
product or service, target group, positioning, or ad execution by
evaluating a few alternatives and picking the winner. 45
Contents ix
Myth 26: Probability is the guiding criterion when marketers
pick a target group, positioning or advertising strategy,
new product, price, or marketing plan. 47
Myth 27: Companies evaluate different marketing options on
the basis of attitudinal criteria (what people want, what they
like, what they say they will buy) and seasoned judgment,
because profitability is too difficult to measure. 48
Myth 28: Management judgment based on experience is the
best way (if not the only way) to make key marketing
decisions. 49
Myth 29: The key to successful marketing is in being
different, creative, exciting, sexy, or all four. 49
Myth 30: A reasonable way to set the marketing budget is to
take last year s figure and adjust for inflation. 50
Myth 31: Getting the right decision-making process or system
in place is what s important; the details of execution will take
care of themselves. 52
5. Myths about Marketing Research 55
Myth 32: Small or entrepreneurial businesses can t afford to
research and plan strategy the way big businesses can. 56
Myth 33: A company should spend a fixed amount of the
total marketing budget on marketing research, year in and
year out. 56
Myth 34: The only way an organization can obtain marketing
research is to buy the services of a professional marketing
researcher, a consulting firm, or both. 57
Myth 35: Research practitioners are well trained in the
common tools of the trade. 59
Myth 36: Most marketing research tools in widespread use
have demonstrated reliability and validity. 60
Myth 37: You can count on interviewers to ask a survey s
questions precisely as written, and to write down the
respondent answers exactly. 62
Myth 38: Data analysis is far more important than data
collection. 63
Myth 39: The focus group interview is a serious marketing
research tool a manager can use safely to make serious
marketing decisions. 64
6. Myths about the Marketing Climate 69
Myth 40: The U.S. population is becoming more diverse as
men and women, rich and poor, young and old, black and
white, Protestants, Catholics, Jews, and other religious
groups have less and less in common. 70
Myth 41: Knowing consumer values will not help us to
understand how people will behave in the future, or how to
motivate them to buy our product. 71
X Contents
Myth 42: Status-seeking remains an important motivation for
people, and an effective way to differentiate products and
services. 72
Myth 43: People like to shop; it s a form of recreation. 74
Myth 44: Companies can safely ignore the environmental
issue. 75
Myth 45: The middle market for products and services is
dying. 75
Myth 46: Brand loyalty is dead. 77
7. Myths about New Products Si
Myth 47: Most new products fail. 81
Myth 48: New product failure rates have declined as
companies have become more effective marketers. 82
Myth 49: If a man can write a better book, preach a better
sermon, or make a better mousetrap than his neighbor,
though he builds his house in the woods the world will make
a beaten path to his door. 83
Myth 50: A company cannot create markets. 85
Myth 51: A company must offer the highest-quality
products. 87
Myth 52: The key to company profits—not to mention
personal promotion—is to create new products. 88
Myth 53: Line extensions are the least risky way to introduce
new products. 90
Myth 54: The way to make incremental improvements in a
product is to test the new version against the old. 92
Myth 55: A product that scores high in a concept test will be a
sure winner in the market. 93
Myth 56: The more appealing a new product, the more likely it
will be a success. 94
8. Myths about Targeting 99
Myth 57: Heavy buyers (also known as heavy users, high
rollers, big spenders ) are the best target for most
marketing programs. 101
Myth 58: Because most consumer packaged goods companies
target their advertising to 18-to-49-year-old women, they
must be a good target. 103
Myth 59: A business should invest more money in finding
new customers than in further developing current
customers. 104
Myth 60: A company s best prospects for a product or service
are people who look very much like current
customers. 105
Myth 61: The way to build the business is to bring nonusers
into the product category. 106
Contents xi
Myth 62: Big customers are the best customers. 108
Myth 63: Needs-based segmentation strategies are the most
profitable way to segment and understand a product s
market. 110
Myth 64: Psychographic segmentation is a useful tool for
segmenting markets. 112
Myth 65: Attitudes are an excellent way to segment
markets. 114
Myth 66: There really are only a few different market targets
to choose among in my product category. 115
Myth 67: Since a marketer can t evaluate target groups in terms
of profit potential, only seasoned judgment can help. 116
9. Myths about Positioning 121
Myth 68: Most marketers know what positioning means and
how important it is. As a result, most established products
and services are clearly if not powerfully positioned. 122
Myth 69: Most new products and services are based on
positioning strategies for which they have an advantage in
highly motivating features or benefits or both. 124
Myth 70: Powerful positioning strategies can be based on
ethereal, intangible attributes rather than real product
differences. 126
Myth 71: Problem detection is the best way to develop a
positioning strategy. 126
Myth 72: Positioning strategies based on gap analysis will be
successful. 128
Myth 73: Perceptual mapping and choice modeling offer
prescriptive insights that help marketers to develop
improved positioning strategies. 133
Myth 74: An established product doesn t need a differentiated
positioning strategy to be successful. 236
1O. Myths about Advertising 139
Myth 75: Most advertising campaigns have a demonstrable
effect on sales, if not profitability. 140
Myth 76: Most marketing/advertising practitioners believe
that advertising has a positive effect on sales. 240
Myth 77: Advertising budgets must be set and controlled as a
percentage of sales. 242
Myth 78: Share of voice determines your share of
market. 243
Myth 79: The only formula a retailer can use to calculate
advertising is one based on the number of stores in a
market. 244
Myth 80: Major brands, once launched and successful, can
cut back advertising spending to maintenance levels. 245
xii Contents
Myth 81: Advertising works best in markets where a brand is
doing poorly. 345
Myth 82: Pretests of advertising copy predict real-world sales
performance. 146
Myth 83: It does not matter whether people like your
advertising or not. 148
Myth 84: Given enough cues and prompts, most people
remember something about your television commercial the
day after they watched it. 149
Myth 85: Associating a brand with a social cause is a good
way to revitalize it. 150
Myth 86: The more messages you pack into a television or
print ad, the more effective the advertising. 151
Myth 87: Naming your competitors in ads is a way to
distinguish yourself. 153
11. Myths about Media Planning and
Scheduling 157
Myth 88: Media planners at advertising agencies know a
great deal about the relative effectiveness of print, television,
and radio advertising. 158
Myth 89: The more deeply people are involved in television
programs, the less likely they are to pay attention to
advertising. 159
Myth 90: The best way to buy media is based on the cost per
thousand people exposed—CPMs. 161
Myth 91: Nielsen s rating service—especially the people
meter—is a valid indicator of the number of people and the
percentage of homes watching particular programs on
television. 262
Myth 92: Three advertising exposures is an effective
advertising level. 263
Myth 93: Flighted campaigns are better than continuous
campaigns. 165
Myth 94: The best way to introduce a new consumer
durable product is with a heavy-up, front-loaded
campaign. 165
Myth 95: Working women don t watch daytime
television. 166
Myth 96: Prime-time commercials really move the brand, and
prime time excites the trade. 267
Myth 97: Continuous sponsorship of a program will build
frequency against the viewers of that show. 168
Myth 98: Teens are heavy users of radio. Therefore, radio
should be a central part of any media plan targeting
teenagers. 168
Myth 99: Print is boring. 268
Contents xiii
12. Myths about Promotion 171
Myth 100: Promotion decisions, like serious capital
investment decisions, are guided by rigorous thinking,
strong research, and at least one eye on the bottom
line. 272
Myth 101: Couponing is good for consumers, good for
retailers, good for manufacturers. 172
Myth 102: Consumer and trade promotions are more
effective tools for building brand awareness than
advertising. 173
Myth 103: Promotion is a more profitable tool than
advertising when it comes to generating sales of a new
product. 374
Myth 104: Marketing managers know a great deal about the
effects of sports and event marketing. 277
Myth 105: Promotion is an effective way to maintain existing
products. 2 77
Myth 106: Trade promotion is a profitable thing to do. 279
Myth 107: A company should increase its promotional
budget if its market share is decreasing. 279
Myth 108: Cross-promotion may be a good idea, but it s just
too difficult to identify possible partners scientifically. 182
13. Myths about Public Relations 187
Myth 109: A company cannot measure the effect of public
relations and other forms of corporate
communications. 288
Myth 110: Corporate communications and public relations
may feed executive egos, but they do no real good for the
company. 288
Myth 111: Money the company spends on public relations
has far less effect than the same dollars spent on
conventional advertising. 290
Myth 112: Management cannot count on public relations
to make a measurable contribution to the marketing
mix. 292
Myth 113: Public relations, because it is an art form, cannot
be quantified, and thus cannot be measured. 292
Myth 114: A company cannot measure public relations
return-on-in vestment. 293
Myth 115: You cannot measure the quality of media
coverage. 294
Myth 116: Public relations cannot be used as an integrated
marketing tool. 295
Myth 117: A small business cannot worry about public
relations. 296
jtiv Contents
Myth 118: It s better to spend money to distribute the news
than to analyze results. 197
Myth 119: It s too expensive and time-consuming to target
public relations to local markets and audiences. 198
14. Myths about Pricing 201
Myth 120: Because pricing is such an important component in
the marketing mix, most firms have a serious pricing
strategy based on businesslike pricing research. 201
Myth 121: Pricing is one of those factors a company cannot
test beforehand. You have to pick a price and live with
it. 203
Myth 122: A company has to accept the market price; nothing
it can do will influence prices; it is the victim of its
competitors pricing. 204
Myth 123: Price sensitivity is a function of the customer s
personality. 205
Myth 124: Price is the consumer s bottom line ; during a
recession, price becomes the most important
consideration. 206
Myth 125: You must match price in a competitive
market. 207
Myth 126: Cost-plus pricing is a sensible means of
establishing product prices at profitable levels. 208
Myth 127: It s not necessary for marketing directors to know
manufacturing costs; their job is to create successful
marketing programs. 209
Myth 128: If sales are not what they should be, the best thing
to do is reduce prices. 210
15. Myths about Sales Force Management 213
Myth 129: Selling is the only form of marketing
I need. 213
Myth 130: Every order is a good order; every customer is a
good customer. 214
Myth 131: The best salespeople are those who are closest to
the customer in terms of longstanding personal
relationships. 215
Myth 132: Personal sales calls are the ultimate marketing
weapon, and their use should be encouraged. 216
Myth 133: The more calls a salesperson makes in a day, the
more sales he or she will close. 217
Myth 134: I know my customers because I know what they
buy. 217
Myth 135: Knowledge of the product or service is the single
most important asset an effective salesperson possesses;
therefore, intensive training is absolutely necessary. 218
Contents XT
16. Myths about Direct Marketing 221
Myth 136: Direct marketing is growing more efficient. 222
Myth 137: A direct-marketing effort that obtains a 2 percent
return is highly successful, while one that obtains a 1 or 1.5
percent response rate isn t bad. 222
Myth 138: You have to make specific offers to specific
people. 223
Myth 139: By looking at your zip code, some companies can
figure out what you eat for breakfast or which political party
you vote for. 224
Myth 140: Privacy is such a concern among consumers and
legislators that before long companies will not be in the
direct-marketing business or be able to use any specialized
information to talk to people. 226
Myth 141: Most retailers today send very different
communications—letters, catalogs, flyers—to different
customers. 227
Myth 142: Some retailers today have personalized mailings
for individual customers. 228
Myth 143: Truly personalized marketing communications
aimed at individual customers (not segments) are still a
generation away. 229
17. Myths about Retailing 235
Myth 144: Location, location, location. 235
Myth 145: Small retailers can t compete with the giant
chains. 236
Myth 146: Partnership marketing is the answer to the
problems between retailers and suppliers. 238
Myth 147: Don t worry too much about your profit margin,
you can make it up in volume. 238
Myth 148: Retailers know a great deal about their
customers. 239
Myth 149: High-end, exclusive retailers know their customers
so well that they can, if necessary, duplicate the customer s
last purchase. 240
Myth 150: Eliminating locations is easy; find the
nonperforming stores. 240
18. Myths about Customer Service 243
Myth 151: One-hundred-percent customer satisfaction is a
practical, profitable objective for a business. 244
Myth 152: There s only one way to handle customer
problems. 245
Myth 153: Technology is working to distance business from
its customers. 247
xvi Contents
Myth 154: Customer satisfaction is so easy to measure that
just about any kind of survey will do. 248
Myth 155: We need to hold on to all of our customers from
one year to the next. 249
19. Myths about Test Marketing 255
Myth 156: The simplest and best way to evaluate a new
product prior to the national roll-out is through conventional
test marketing. 255
Myth 157: When a new product or service fails in test market
or in national introduction, there s very little you can do to
rejuvenate it. 257
Myth 158: No ,000 simulated test market study can
provide the same results as a $3 million, 18-month, in-market
test. 258
Myth 159: The technology does not exist to transform a
failing new product or service into a winner. 259
Myth 160: Simulated test marketing has a questionable track
record in predicting marketplace performance. 260
Myth 161: A simulated test market is only a research tool for
forecasting new product success or failure. 261
Myth 162: Simulated test marketing cannot measure
competitive response. 263
Myth 163: Simulated test marketing works only for new
products. 265
Myth 164: Marketers thank the messenger who brings bad
news about a new product introduction. 266
20. Myths about Measuring Marketing
Performance 271
Myth 165: CEOs know the right questions to ask about the
marketing program s performance. 272
Myth 166: Marketing programs can be evaluated without
specific objectives related to profitability. 273
Myth 167: If the market program works, we ll know it. If it
doesn t, we ll know that too. Tracking research is a waste of
money. 275
Myth 168: Automated intelligence shows little short-term
promise in helping to develop and evaluate good advertising
and marketing. 278
Myth 169: Once a marketing program dies—and most do—it
can t be resuscitated. It s time to create another
program. 281
Myth 170: You can t evaluate the performance of specific
media vehicles. 282
Contents xvii
Myth 171: Auditing marketing performance in the same way
that we audit financial performance is a farfetched idea that
will probably never be implemented. 284
Myth 172: Even if we could do a marketing audit, it s not clear
what it would contain. 285
Conclusion 289
Appendix: How to Grade Your Marketing IQ™ 293
Index 301
|
| adam_txt |
Contents
Acknowledgments xix
Test Your Own Marketing IQ™ xxi
Introduction xxvli
1. Myths about Business Performance l
Myth 1: American businesses were doing just fine during the
1980s. 1
Myth 2: Many companies/brands/products/services failed
to thrive in the 1980s and early 1990s because of the
recession, Japanese competition, recalcitrant American
workers, and other factors the organization could not
control. 3
Myth 3: Finance should be the center of the business solar
system. 3
Myth 4: CEOs know a great deal about marketing. They've
studied it, practiced it, become adept at it. 4
Myth 5: Most marketing programs work. 6
2. Myths about Marketing Planning 11
Myth 6: Short-term marketing results are what's important.
Take care of the short term, and the long term will take care
of itself. 11
Myth 7: Faster is better in planning. 12
Myth 8: Because marketing may be defined as "the discipline
concerned with solving people's problems with products for
vii
viii Contents
a profit," most companies attempt to uncover consumer
problems. 13
Myth 9: Small or entrepreneurial businesses don't need to
follow a disciplined approach to understand the
market. 15
Myth 10: One good way to spot marketing opportunities is to
see what the competition is doing. 17
Myth 11: Partnership marketing is a surefire way to increase
profitability. 18
Myth 12: In the coming decade, marketers will derive more
profit from new products than from existing brands. 19
Myth 13: Brand equity is a marvelous new concept that every
strategic plan should adopt. 21
Myth 14: "High" versus "low" involvement are useful terms
to describe product categories. 22
Myth 15: In most product categories, any brand that succeeds
in getting placed on shelves will generate a good return on
sales. 24
Myth 16: The way to develop a strategy to invigorate a brand
is to begin with an analysis of where the product falls in the
product life cycle. 25
Myth 17: The faster technology changes, the more valuable
the brand name. 26
Myth 18: Most marketing plans are adequate blueprints for
success. 27
Myth 19: Market share determines profitability; firms should
always strive for market leadership. 28
Myth 20: Effective marketing plans should be based on the
premise of continuous year-to-year improvement—what the
Japanese call kaizen. 30
3. Myths about Marketing Department
Organization 33
Myth 21: The important thing is to get the marketing
program launched now rather than build consensus. 34
Myth 22; We don't need a corporate marketing and research
staff when we can push the marketing function down in the
organization. 35
Myth 23: It is important to promote brand managers quickly,
because otherwise the company will lose them. 37
Myth 24: When the organization needs new marketing talent,
the place to recruit it is from packaged goods
companies. 38
4. Myths about Marketing Decision Making 43
Myth 25: You can make the right marketing decision for a new
product or service, target group, positioning, or ad execution by
evaluating a few alternatives and picking the winner. 45
Contents ix
Myth 26: Probability is the guiding criterion when marketers
pick a target group, positioning or advertising strategy,
new product, price, or marketing plan. 47
Myth 27: Companies evaluate different marketing options on
the basis of attitudinal criteria (what people want, what they
like, what they say they will buy) and seasoned judgment,
because profitability is too difficult to measure. 48
Myth 28: Management judgment based on experience is the
best way (if not the only way) to make key marketing
decisions. 49
Myth 29: The key to successful marketing is in being
"different," "creative," "exciting," "sexy," or all four. 49
Myth 30: A reasonable way to set the marketing budget is to
take last year's figure and adjust for inflation. 50
Myth 31: Getting the right decision-making process or system
in place is what's important; the details of execution will take
care of themselves. 52
5. Myths about Marketing Research 55
Myth 32: Small or entrepreneurial businesses can't afford to
research and plan strategy the way big businesses can. 56
Myth 33: A company should spend a fixed amount of the
total marketing budget on marketing research, year in and
year out. 56
Myth 34: The only way an organization can obtain marketing
research is to buy the services of a professional marketing
researcher, a consulting firm, or both. 57
Myth 35: Research practitioners are well trained in the
common tools of the trade. 59
Myth 36: Most marketing research tools in widespread use
have demonstrated reliability and validity. 60
Myth 37: You can count on interviewers to ask a survey's
questions precisely as written, and to write down the
respondent answers exactly. 62
Myth 38: Data analysis is far more important than data
collection. 63
Myth 39: The focus group interview is a serious marketing
research tool a manager can use safely to make serious
marketing decisions. 64
6. Myths about the Marketing Climate 69
Myth 40: The U.S. population is becoming more diverse as
men and women, rich and poor, young and old, black and
white, Protestants, Catholics, Jews, and other religious
groups have less and less in common. 70
Myth 41: Knowing consumer values will not help us to
understand how people will behave in the future, or how to
motivate them to buy our product. 71
X Contents
Myth 42: Status-seeking remains an important motivation for
people, and an effective way to differentiate products and
services. 72
Myth 43: People like to shop; it's a form of recreation. 74
Myth 44: Companies can safely ignore the environmental
issue. 75
Myth 45: The "middle market" for products and services is
dying. 75
Myth 46: Brand loyalty is dead. 77
7. Myths about New Products Si
Myth 47: Most new products fail. 81
Myth 48: New product failure rates have declined as
companies have become more effective marketers. 82
Myth 49: If a man can write a better book, preach a better
sermon, or make a better mousetrap than his neighbor,
though he builds his house in the woods the world will make
a beaten path to his door. 83
Myth 50: A company cannot create markets. 85
Myth 51: A company must offer the highest-quality
products. 87
Myth 52: The key to company profits—not to mention
personal promotion—is to create new products. 88
Myth 53: Line extensions are the least risky way to introduce
new products. 90
Myth 54: The way to make incremental improvements in a
product is to test the new version against the old. 92
Myth 55: A product that scores high in a concept test will be a
sure winner in the market. 93
Myth 56: The more appealing a new product, the more likely it
will be a success. 94
8. Myths about Targeting 99
Myth 57: Heavy buyers (also known as "heavy users," "high
rollers," "big spenders") are the best target for most
marketing programs. 101
Myth 58: Because most consumer packaged goods companies
target their advertising to 18-to-49-year-old women, they
must be a good target. 103
Myth 59: A business should invest more money in finding
new customers than in further developing current
customers. 104
Myth 60: A company's best prospects for a product or service
are people who "look" very much like current
customers. 105
Myth 61: The way to build the business is to bring nonusers
into the product category. 106
Contents xi
Myth 62: Big customers are the best customers. 108
Myth 63: Needs-based segmentation strategies are the most
profitable way to segment and understand a product's
market. 110
Myth 64: Psychographic segmentation is a useful tool for
segmenting markets. 112
Myth 65: Attitudes are an excellent way to segment
markets. 114
Myth 66: There really are only a few different market targets
to choose among in my product category. 115
Myth 67: Since a marketer can't evaluate target groups in terms
of profit potential, only seasoned judgment can help. 116
9. Myths about Positioning 121
Myth 68: Most marketers know what positioning means and
how important it is. As a result, most established products
and services are clearly if not powerfully positioned. 122
Myth 69: Most new products and services are based on
positioning strategies for which they have an advantage in
highly motivating features or benefits or both. 124
Myth 70: Powerful positioning strategies can be based on
ethereal, intangible attributes rather than real product
differences. 126
Myth 71: Problem detection is the best way to develop a
positioning strategy. 126
Myth 72: Positioning strategies based on gap analysis will be
successful. 128
Myth 73: Perceptual mapping and choice modeling offer
prescriptive insights that help marketers to develop
improved positioning strategies. 133
Myth 74: An established product doesn't need a differentiated
positioning strategy to be successful. 236
1O. Myths about Advertising 139
Myth 75: Most advertising campaigns have a demonstrable
effect on sales, if not profitability. 140
Myth 76: Most marketing/advertising practitioners believe
that advertising has a positive effect on sales. 240
Myth 77: Advertising budgets must be set and controlled as a
percentage of sales. 242
Myth 78: Share of voice determines your share of
market. 243
Myth 79: The only formula a retailer can use to calculate
advertising is one based on the number of stores in a
market. 244
Myth 80: Major brands, once launched and successful, can
cut back advertising spending to maintenance levels. 245
xii Contents
Myth 81: Advertising works best in markets where a brand is
doing poorly. 345
Myth 82: Pretests of advertising copy predict real-world sales
performance. 146
Myth 83: It does not matter whether people like your
advertising or not. 148
Myth 84: Given enough cues and prompts, most people
remember something about your television commercial the
day after they watched it. 149
Myth 85: Associating a brand with a social cause is a good
way to revitalize it. 150
Myth 86: The more messages you pack into a television or
print ad, the more effective the advertising. 151
Myth 87: Naming your competitors in ads is a way to
distinguish yourself. 153
11. Myths about Media Planning and
Scheduling 157
Myth 88: Media planners at advertising agencies know a
great deal about the relative effectiveness of print, television,
and radio advertising. 158
Myth 89: The more deeply people are involved in television
programs, the less likely they are to pay attention to
advertising. 159
Myth 90: The best way to buy media is based on the cost per
thousand people exposed—CPMs. 161
Myth 91: Nielsen's rating service—especially the people
meter—is a valid indicator of the number of people and the
percentage of homes watching particular programs on
television. 262
Myth 92: Three advertising exposures is an effective
advertising level. 263
Myth 93: Flighted campaigns are better than continuous
campaigns. 165
Myth 94: The best way to introduce a new consumer
durable product is with a heavy-up, front-loaded
campaign. 165
Myth 95: Working women don't watch daytime
television. 166
Myth 96: Prime-time commercials really move the brand, and
prime time excites the trade. 267
Myth 97: Continuous sponsorship of a program will build
frequency against the viewers of that show. 168
Myth 98: Teens are heavy users of radio. Therefore, radio
should be a central part of any media plan targeting
teenagers. 168
Myth 99: Print is boring. 268
Contents xiii
12. Myths about Promotion 171
Myth 100: Promotion decisions, like serious capital
investment decisions, are guided by rigorous thinking,
strong research, and at least one eye on the bottom
line. 272
Myth 101: Couponing is good for consumers, good for
retailers, good for manufacturers. 172
Myth 102: Consumer and trade promotions are more
effective tools for building brand awareness than
advertising. 173
Myth 103: Promotion is a more profitable tool than
advertising when it comes to generating sales of a new
product. 374
Myth 104: Marketing managers know a great deal about the
effects of sports and event marketing. 277
Myth 105: Promotion is an effective way to maintain existing
products. 2 77
Myth 106: Trade promotion is a profitable thing to do. 279
Myth 107: A company should increase its promotional
budget if its market share is decreasing. 279
Myth 108: Cross-promotion may be a good idea, but it's just
too difficult to identify possible partners scientifically. 182
13. Myths about Public Relations 187
Myth 109: A company cannot measure the effect of public
relations and other forms of corporate
communications. 288
Myth 110: Corporate communications and public relations
may feed executive egos, but they do no real good for the
company. 288
Myth 111: Money the company spends on public relations
has far less effect than the same dollars spent on
conventional advertising. 290
Myth 112: Management cannot count on public relations
to make a measurable contribution to the marketing
mix. 292
Myth 113: Public relations, because it is an art form, cannot
be quantified, and thus cannot be measured. 292
Myth 114: A company cannot measure public relations'
return-on-in vestment. 293
Myth 115: You cannot measure the quality of media
coverage. 294
Myth 116: Public relations cannot be used as an integrated
marketing tool. 295
Myth 117: A small business cannot worry about public
relations. 296
jtiv Contents
Myth 118: It's better to spend money to distribute the news
than to analyze results. 197
Myth 119: It's too expensive and time-consuming to target
public relations to local markets and audiences. 198
14. Myths about Pricing 201
Myth 120: Because pricing is such an important component in
the marketing mix, most firms have a serious pricing
strategy based on businesslike pricing research. 201
Myth 121: Pricing is one of those factors a company cannot
test beforehand. You have to pick a price and live with
it. 203
Myth 122: A company has to accept the market price; nothing
it can do will influence prices; it is the victim of its
competitors' pricing. 204
Myth 123: Price sensitivity is a function of the customer's
personality. 205
Myth 124: Price is the consumer's "bottom line"; during a
recession, price becomes the most important
consideration. 206
Myth 125: You must match price in a competitive
market. 207
Myth 126: Cost-plus pricing is a sensible means of
establishing product prices at profitable levels. 208
Myth 127: It's not necessary for marketing directors to know
manufacturing costs; their job is to create successful
marketing programs. 209
Myth 128: If sales are not what they should be, the best thing
to do is reduce prices. 210
15. Myths about Sales Force Management 213
Myth 129: Selling is the only form of marketing
I need. 213
Myth 130: Every order is a good order; every customer is a
good customer. 214
Myth 131: The best salespeople are those who are closest to
the customer in terms of longstanding personal
relationships. 215
Myth 132: Personal sales calls are the ultimate marketing
weapon, and their use should be encouraged. 216
Myth 133: The more calls a salesperson makes in a day, the
more sales he or she will close. 217
Myth 134: I know my customers because I know what they
buy. 217
Myth 135: Knowledge of the product or service is the single
most important asset an effective salesperson possesses;
therefore, intensive training is absolutely necessary. 218
Contents XT
16. Myths about Direct Marketing 221
Myth 136: Direct marketing is growing more efficient. 222
Myth 137: A direct-marketing effort that obtains a 2 percent
return is highly successful, while one that obtains a 1 or 1.5
percent response rate isn't bad. 222
Myth 138: You have to make specific offers to specific
people. 223
Myth 139: By looking at your zip code, some companies can
figure out what you eat for breakfast or which political party
you vote for. 224
Myth 140: Privacy is such a concern among consumers and
legislators that before long companies will not be in the
direct-marketing business or be able to use any specialized
information to talk to people. 226
Myth 141: Most retailers today send very different
communications—letters, catalogs, flyers—to different
customers. 227
Myth 142: Some retailers today have personalized mailings
for individual customers. 228
Myth 143: Truly personalized marketing communications
aimed at individual customers (not segments) are still a
generation away. 229
17. Myths about Retailing 235
Myth 144: Location, location, location. 235
Myth 145: Small retailers can't compete with the giant
chains. 236
Myth 146: Partnership marketing is the answer to the
problems between retailers and suppliers. 238
Myth 147: Don't worry too much about your profit margin,
you can make it up in volume. 238
Myth 148: Retailers know a great deal about their
customers. 239
Myth 149: High-end, exclusive retailers know their customers
so well that they can, if necessary, duplicate the customer's
last purchase. 240
Myth 150: Eliminating locations is easy; find the
nonperforming stores. 240
18. Myths about Customer Service 243
Myth 151: One-hundred-percent customer satisfaction is a
practical, profitable objective for a business. 244
Myth 152: There's only one way to handle customer
problems. 245
Myth 153: Technology is working to distance business from
its customers. 247
xvi Contents
Myth 154: Customer satisfaction is so easy to measure that
just about any kind of survey will do. 248
Myth 155: We need to hold on to all of our customers from
one year to the next. 249
19. Myths about Test Marketing 255
Myth 156: The simplest and best way to evaluate a new
product prior to the national roll-out is through conventional
test marketing. 255
Myth 157: When a new product or service fails in test market
or in national introduction, there's very little you can do to
rejuvenate it. 257
Myth 158: No \,000 simulated test market study can
provide the same results as a \$3 million, 18-month, in-market
test. 258
Myth 159: The technology does not exist to transform a
failing new product or service into a winner. 259
Myth 160: Simulated test marketing has a questionable track
record in predicting marketplace performance. 260
Myth 161: A simulated test market is only a research tool for
forecasting new product success or failure. 261
Myth 162: Simulated test marketing cannot measure
competitive response. 263
Myth 163: Simulated test marketing works only for new
products. 265
Myth 164: Marketers thank the messenger who brings bad
news about a new product introduction. 266
20. Myths about Measuring Marketing
Performance 271
Myth 165: CEOs know the right questions to ask about the
marketing program's performance. 272
Myth 166: Marketing programs can be evaluated without
specific objectives related to profitability. 273
Myth 167: If the market program works, we'll know it. If it
doesn't, we'll know that too. Tracking research is a waste of
money. 275
Myth 168: Automated intelligence shows little short-term
promise in helping to develop and evaluate good advertising
and marketing. 278
Myth 169: Once a marketing program dies—and most do—it
can't be resuscitated. It's time to create another
program. 281
Myth 170: You can't evaluate the performance of specific
media vehicles. 282
Contents xvii
Myth 171: Auditing marketing performance in the same way
that we audit financial performance is a farfetched idea that
will probably never be implemented. 284
Myth 172: Even if we could do a marketing audit, it's not clear
what it would contain. 285
Conclusion 289
Appendix: How to Grade Your Marketing IQ™ 293
Index 301 |
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| author | Clancy, Kevin J. 1942- Shulman, Robert S. 1951- |
| author_GND | (DE-588)171088506 (DE-588)171088514 |
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| dewey-ones | 658 - General management |
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| dewey-search | 658.8 20 |
| dewey-sort | 3658.8 220 |
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| discipline | Wirtschaftswissenschaften |
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| illustrated | Illustrated |
| index_date | 2024-07-02T22:30:27Z |
| indexdate | 2024-07-09T21:23:30Z |
| institution | BVB |
| isbn | 0070111243 |
| language | English |
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| spelling | Clancy, Kevin J. 1942- Verfasser (DE-588)171088506 aut Marketing myths that are killing business the cure for death wish marketing Kevin J. Clancy ; Robert S. Shulman New York <<[u.a.]>> McGraw-Hill 1994 XXXV, 308 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Marketing Marketing (DE-588)4037589-4 gnd rswk-swf Marketing (DE-588)4037589-4 s DE-604 Shulman, Robert S. 1951- Verfasser (DE-588)171088514 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016829084&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Clancy, Kevin J. 1942- Shulman, Robert S. 1951- Marketing myths that are killing business the cure for death wish marketing Marketing Marketing (DE-588)4037589-4 gnd |
| subject_GND | (DE-588)4037589-4 |
| title | Marketing myths that are killing business the cure for death wish marketing |
| title_auth | Marketing myths that are killing business the cure for death wish marketing |
| title_exact_search | Marketing myths that are killing business the cure for death wish marketing |
| title_exact_search_txtP | Marketing myths that are killing business the cure for death wish marketing |
| title_full | Marketing myths that are killing business the cure for death wish marketing Kevin J. Clancy ; Robert S. Shulman |
| title_fullStr | Marketing myths that are killing business the cure for death wish marketing Kevin J. Clancy ; Robert S. Shulman |
| title_full_unstemmed | Marketing myths that are killing business the cure for death wish marketing Kevin J. Clancy ; Robert S. Shulman |
| title_short | Marketing myths that are killing business |
| title_sort | marketing myths that are killing business the cure for death wish marketing |
| title_sub | the cure for death wish marketing |
| topic | Marketing Marketing (DE-588)4037589-4 gnd |
| topic_facet | Marketing |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016829084&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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