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SECTION I
MARKETING
AND THE FIRM
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To access O-codes, go to www.ocodes.com
SECTION I — MARKETING AND THE FIRM — COMPRISES TWO CHAPTERS: Marketing
and the Firm — Chapter 1, and The Value of Customers: Optimizing Shareholder Value —
Chapter 2.
Chapter 1 introduces two marketing concepts that form the basis for Managing Marketing in the
21st Century — marketing as a philosophy, and marketing as six imperatives — the must-do
activities the firm performs in marketing. Chapter 1 also presents four marketing principles and
shows the relationship between customer value and shareholder value.
Chapter 2 focuses on the value of customers to the firm and introduces the customer-lifetimevalue (CLV) concept. The chapter discusses various ways to enhance CLV, paying special attention to customer retention. The chapter concludes with the role of customer relationship
management (CRM) systems in driving customer loyalty.
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Managing Marketing in the 21st Century
SECTION I: MARKETING AND THE FIRM
CHAPTER 1
Introduction to Managing Marketing
CHAPTER 2
The Value of Customers
S E C T I O N I I : F U N D A M E N TA L I N S I G H T S F O R S T R AT E G I C M A R K E T I N G
CHAPTER 3
CHAPTER 4
Market Insight
Customer Insight
TRANSITION TO
STRATEGIC
MARKETING
CHAPTER 6
Marketing Research
CHAPTER 5
Insight about Competitors, Company, and Complementers
S E C T I O N I I I : S T R AT E G I C M A R K E T I N G
I M P E R AT I V E 1
Determine and Recommend Which Markets to Address
CHAPTER 7
Identifying and Choosing Opportunities
I M P E R AT I V E 2
Identify and Target Market Segments
CHAPTER 8
Market Segmentation and Targeting
I M P E R AT I V E 3
Set Strategic Direction and Positioning
CHAPTER 9
Market Strategy: Integrating the
Firm’s Efforts for Marketing Success
CHAPTER 10
CHAPTER 11
Managing through the Life Cycle
Managing Brands
S E C T I O N I V: I M P L E M E N T I N G T H E M A R K E T S T R AT E G Y
I M P E R AT I V E 4
Design the Market Offer
PART A: PROVIDING
CUSTOMER VALUE
CHAPTER 12
Managing the Product Line
PART B: COMMUNICATING
CUSTOMER VALUE
CHAPTER 15
CHAPTER 13
CHAPTER 16
Mass and Digital
Communication
Developing New Products
CHAPTER 18
Integrated Marketing
Communications
Managing Services and
Customer Service
CHAPTER 14
PART C: DELIVERING
CUSTOMER VALUE
Distribution Decisions
PART D: GETTING PAID FOR
CUSTOMER VALUE
CHAPTER 19
Critical Underpinnings of
Pricing Decisions
CHAPTER 20
Setting Prices
CHAPTER 17
Directing and Managing
the Field Sales Effort
I M P E R AT I V E 5
Secure Support from Other Functions
CHAPTER 21
Ensuring the Firm Implements the Market Offer as Planned
I M P E R AT I V E 6
Monitor and Control
CHAPTER 22
Monitoring and Controlling Firm Functioning and Performance
S E C T I O N V: S P E C I A L M A R K E T I N G T O P I C S
CHAPTER 23
International, Regional, and Global Marketing
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CHAPTER I
INTRODUCTION
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LEARNING OBJECTIVES
When you have completed this chapter, you will be able to:
• Define the term marketing.
• Explain the fundamental business model.
• Articulate why marketing is so important for business organizations.
• Explain how success in attracting, retaining, and growing customers improves
shareholder value.
• Articulate how marketing as a philosophy embraces an external orientation.
• Understand how an external orientation differs from various internal orientations.
• Be ready to act on the six marketing imperatives.
• Identify the four marketing principles.
• Understand the book’s structure and additional features to enhance learning.
OPENING CASE: STARBUCKS
In 1982, 28-year-old Howard Schultz joined Seattle’s specialty coffee emporium, Starbucks Coffee,
Tea & Spice (formed 1971), as director of retail operations and marketing — selling coffee beans to
coffee aficionados. In 1983, while on a buying trip to Milan, Schultz became fascinated by Italy’s
espresso bars — people gathered to read newspapers, converse, and socialize while drinking coffee.
Schultz persuaded Starbucks’ owners to transplant the concept to downtown Seattle; it was wildly
successful. Schultz left Starbucks to form his own firm but, in 1987, together with local investors,
purchased Starbucks and renamed the firm Starbucks Coffee Company. Starbucks began a major
store expansion: In 1992, when Starbucks went public, it had 140 stores in the northwest and
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Chicago. By 2006, Starbucks was the world’s leading retailer, roaster, and brand of specialty coffee
with 7,950 stores in the U.S. and over 11,000 globally.
To fulfill its primary goal of providing high-quality coffee to customers, Starbucks purchases coffee
direct from growers, roasts all its coffee, and distributes to its stores. Howard Schultz commented:
“We own and operate almost all our own stores — the only exceptions are in foreign countries,
where we have partnership and licensing agreements with local business people, and in licensed
locations in the U.S., such as campus bookstores and airports, where we cannot own and operate the
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store outright. All people in company-owned stores work for Starbucks.
Schultz continued: “Starbucks is one of the world’s great experience brands … . All the stores are
similar, yet they’re also all different. A Starbucks on Wall Street in downtown Manhattan doesn’t
look exactly like one in Berkeley, or in Barcelona, but they all have the same spirit.” He added, “In
1989, when we had only 50 stores, we decided to bring all of our architecture and design work inhouse. We have over 200 architects … and more people in our own design studio.”
Schultz talked about the meaning of the Starbucks brand: “We decided early on that the equity of
the brand is linked to all of the cues of the brand experience, from the overall look of the store and
subtle visual cues, to the senses of aroma and the sound of the music that we have playing … . [They
are] a very significant component of the customer’s experience. And that became a very, very large
competitive advantage, because there wasn’t a competitor around that was willing or able to spend
the amount of money that we spent on these things and that we continue to spend.”
For Schultz, Starbucks should be its customers’ third place — after home and work. “As a customer,
I walk into the store and I’m swept away for a minute, even if I get a coffee to go, because I’m part
of this experience that makes me feel better. A missing part of our lives as consumers is that we don’t
feel valued. So we really take notice when someone touches us and says, ‘I appreciate you, I respect
you, and I can help you.’ … We have to ensure that there’s incredible consistency without having
every location seem like a fast-food franchise. That is part of the genius of Starbucks.”
Starbucks enhances customer experience value by focusing on its employees — partners. Schultz
observed: “The keys are the culture and values of our company that allow our people to feel the way
they do about Starbucks, so that they genuinely want to convey the attributes, the characteristics,
the aspirational qualities of what we offer the customer … . We’ve made a very large investment
over the last 20 years in training. We’ve spent more money every year on training than we do on
advertising.” Early on, Starbucks did no advertising, preferring to let its clusters of stores fulfill the
communications function. Schultz went on: “Starbucks has the lowest attrition of any retail restaurant in North America. We do a cultural, internal audit every year where we go to our people, and
we ask them to evaluate our behavior and practices and their trust and confidence in management.
And we share those scores with the company.
“The training is twofold. One path is on the fundamentals of what we do — how to make great
coffee; how to explain the differences in features and benefits between different coffee makers, different coffees, all that stuff. The other piece is who we are, what we expect, how customers experience
the store … . [We work on] hiring the right kind of people and not just filling shifts. A colleague said
it best: ‘We’re not in the coffee business; we’re in the people business serving coffee.’ … People recognize when they get in the company that this is a special place and they want to protect it, so … good
people are hired and developed.” Starbucks offers comprehensive healthcare and stock options to all
employees, including part-timers. Said Schultz, “That was the transformational event, where everyone then had a stake in the company. This brought all employees into one company-wide
conversation about serving customers better.”
Starbucks continues to look for new market segments. Schultz explained: “Several years ago we were
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in the morning day-part business. And we had no business to speak of in the afternoon. Our stores
closed at seven at night, and we were done for the day. Customers started driving a new business for
us by using our stores in multiple day-parts … We had to create an afternoon beverage business and
an after-dinner dessert business.” Product innovation is also very important to Starbucks — it has
introduced many new products, some not related to coffee. A major success is Frappuccino, sold
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widely in supermarkets under an agreement with PepsiCo. Starbucks also added recorded music
and occasional events to the store experience.
Starbucks works hard to transfer best practice. Said Schultz: “At our first global conference, it was
like the United Nations at Starbucks — 30 countries … we had a mini Starbucks trade show with
booths for every country to show their best practices. The people from Japan showed us how to utilize
small spaces. The people from the Philippines, our best food market, shared how they achieve such
high-quality food.”
Seeking fast growth, by the mid-2000s Starbucks made a series of decisions that harmed the brand.
Starbucks relaxed location criteria and over-expanded, introduced drive-through windows, added
breakfast sandwiches, put in automated espresso machines, ceased coffee grinding, and made the
stores less comfy. Strong competitors emerged — Dunkin’ Donuts and McDonalds, and as its stock
price plunged in the 2008 recession, Starbucks fired its CEO and Howard Schultz returned. Schultz
took several actions — gave stores more local-ness; closed under-performing stores; refocused on the
customer experience; introduced Via instant coffee in Starbucks’ outlets, supermarkets, and mass
merchandisers; undertook disciplined expansion in Asia; slimmed the
supply chain; and reinvigorated a second brand, Seattle’s Best.
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More than 40 million customers monthly frequent Starbucks locations
around the world. The most loyal customers visit Starbucks an average
of 18 times a month. Starbucks’ customer loyalty has brought significant financial success. In 2010, revenues were $10.7 billion; net profits
were $946 million (up from $316 million in 2008) and the share price
had tripled from its early 2009 low.
WHAT DOES MARKETING MEAN TODAY?
Marketing plays a critical role in today’s business environment, where maximizing shareholder
value is an increasingly important goal. The essence of marketing focuses on how firms attract,
retain, and enhance their relationships with customers. Success in delivering customer value
leads directly to improving shareholder value and long-run firm prosperity. In Managing
Marketing in the 21st Century, we explore both the strategic aspects of marketing and the tactical
decisions that marketers make every day. But first, we investigate two quite different but related
meanings of marketing.
KEY IDEA
‰ Marketing is a guiding
philosophy for the firm
as a whole.
MARKETING AS A PHILOSOPHY embraces the view that marketing is the guiding force or
orientation for the entire organization. Firms with a marketing philosophy operate with an
external orientation. Such firms focus their attention and resources outside the corporation —
to acquire, retain, and grow customers, but take careful account of competitors and the broader
external environment. By contrast, internally oriented firms focus largely on internal issues
like products, services, and processes.3 Managing Marketing in the 21st Century embraces the
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marketing-as-philosophy perspective. The author believes, and has seen in his own career, how
powerful and effective a business can be when the entire organization is attuned to the external
world. Such agile firms not only sense critical environmental factors but also adapt and change
to address them.
In addition to the philosophical perspective, marketers must possess the tools and decisionmaking skills to get the marketing job done. Effective marketers implement six marketing
imperatives.
MARKETING IMPERATIVES describe the specifics of the marketing job. Executives with marketing and product management titles generally focus on these must dos of marketing. We identify
two groups:
STRATEGIC MARKETING
• Imperative 1: Determine and recommend which markets to address.
• Imperative 2: Identify and target market segments.
• Imperative 3: Set strategic direction and positioning.
IMPLEMENTING THE MARKET STRATEGY
• Imperative 4: Design the market offer.
• Imperative 5: Secure support from other functions.
• Imperative 6: Monitor and control execution and performance.
As a broader framework when thinking about markets and marketing, marketers must also consider the four principles of marketing. These principles should form the basis of marketing
decision-making. They act as guidelines for acting on the six imperatives:
• Principle 1: Selectivity and Concentration
• Principle 2: Customer Value
• Principle 3: Differential Advantage
• Principle 4: Integration
Chapter 1’s discussion of these issues sets the stage for the entire book.
KEY IDEA
‰ Marketing is a set of six
imperatives — the
must dos of marketing.
‰ Four marketing principles guide execution of
the six marketing
imperatives.
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INTRODUCTION TO MANAGING MARKETING
Mar ke t ing
Quest ion
What other messages did
you glean from this chapter?
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KEY MESSAGES
•
Firms that deliver greater customer value than competitors are more successful in
attracting, retaining, and growing customers.
•
Firms that successfully attract, retain, and grow customers earn profits. They are more
likely to survive and grow, and enhance shareholder value.
•
Value has two sides. When firms deliver significant customer value, they attract, retain,
and grow customers. When firms attract, retain, and grow customers, they create value
for shareholders.
•
Marketing as a philosophy embraces an external orientation — all organizational members
have a responsibility for delivering customer value.
•
Six marketing imperatives are must dos for the firm.
•
Four marketing principles provide the guiding framework within which the firm implements
the six marketing imperatives.
VIDEOS AND AUDIOS
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Marketing Careers
Pharmaceutical Marketing
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The Role of Marketing
The Externally Oriented Firm
Four Marketing Principles
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Ellen
Robert Essner
Columbia Business School
Wyeth; Columbia Business School
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QUESTIONS FOR STUDY AND DISCUSSION
Can you answer the questions implied by this chapter’s learning objectives? Check!
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1. Select a well-known FMCG firm. From its financial statements, identify the book value of its
assets. Also identify the firm’s market value based on its stock price. Is there a difference?
What accounts for this difference? Do these findings change the way you think about
marketing’s role in delivering value?
2. The chapter describes how Barnes & Noble’s balance-sheet assets became strategic liabilities.
Describe another example. What was the outcome? What would you have done differently?
Would it have been easy to implement your decisions? Why or why not? How would your decisions have affected firm employees? Can you identify firms facing similar challenges?
3. Does your school approach the market for new students in a systematic way? How could it use
the six marketing imperatives to improve its efforts?
4. Identify a successful local merchant. Use the six marketing imperatives to explain its success.
5. Why did Kmart decline? Which marketing principle(s) did it neglect? What would you have
done differently? How do you assess Kmart’s merger with Sears? Compare Kmart’s performance with Target’s — what accounts for the performance differences?
6. How has the Internet and mobile marketing affected marketing practice?
7. Describe the challenges and opportunities that marketing faces in your school or firm.
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