Marketing and Management: Defined, Explained and Applied

MARKETING AND MANAGEMENT: DEFINED, EXPLAINED AND APPLIED
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Brief contents
Contents
Session 1: Introduction to marketing and sustainable marketing
	Chapter 1: Marketing: Creating and capturing customer value
		Learning Objectives
		Concept map
		What is marketing?
			Marketing defined
			The marketing process
		Understanding the marketplace and customer needs
			Customer needs, wants and demands
			Market offerings: Goods, services and experiences
			Customer value and satisfaction
			Exchanges, transactions and relationships
			Markets
		Designing a customer-driven marketing strategy
			Selecting customers to serve
			Choosing a value proposition
			Marketing management orientations
		Preparing an integrated marketing plan and program
		Engaging customers and managing customer relationships
			Customer relationship management
			Engaging customers
			Consumer-generated marketing
			Partner relationship management
		Capturing value from customers
			Creating customer loyalty and retention
			Growing share of customer
			Building customer equity
			Building the right relationship with the right customers
		The changing marketing landscape
			The digital age: Online, mobile and social media marketing
			The challenging world economy
			Measuring marketing’s contribution to organisational performance
				Marketing in Action 1.1: Are marketers really that ‘lousy at selling marketing’?
			The growth of not-for-profit marketing
			Rapid globalisation
			Sustainable marketing: The call for more environmental and social responsibility
		So, what is marketing? Pulling it all together
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			1.1 Digital technologies in marketing
			1.2 Customer-driven marketing strategy
			1.3 Marketing analytics at work
			1.4 Ethical reflection
		References
	Chapter 2: Sustainable marketing: Social responsibility, ethics and legal compliance
		Learning Objectives
		Concept map
		Sustainable marketing
		Social criticisms of marketing
			Marketing’s impact on individual customers
			Marketing’s impact on society as a whole
			Marketing’s impact on other businesses
		Consumer actions to promote sustainable marketing
			Consumerism
			Environmentalism
			Public actions to regulate marketing
		Business actions towards sustainablemarketing
			Sustainable marketing principles
				Marketing in Action 2.1: Peoples Coffee: Making a difference, one cup at a time
		The role of ethics in marketing
			Marketing ethics
			The sustainable company
		Legal compliance in marketing
			Putting a compliance program in place
			Legal education
			Coverage of a legal compliance program
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			2.1 Consumerism
			2.2 Role of ethics in marketing
			2.3 Marketing analytics at work
			2.4 Ethical reflection
		References
Session 2: Understanding the marketplace and buyer behaviour
	Chapter 3: The marketplace and customers: Analysing the environment
		Learning Objectives
		Concept map
		The marketing environment
		The company’s microenvironment
			The company
			Suppliers
			Marketing intermediaries
			Competitors
			Publics
			Customers
		The company’s macroenvironment
			Demographic environment
			Economic environment
			Natural environment
			Technological environment
				Marketing in Action 3.1: The quite real virtual experience
			Political and social environment
			Cultural environment
		Responding to the marketing environment
		Managing the marketing effort
			Marketing analysis
			Marketing planning
			Marketing implementation
			Marketing department organisation
			Marketing control
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			3.1 Microeconomic environment
			3.2 Technological environment
			3.3 Marketing analytics at work
			3.4 Ethical reflection
		References
	Chapter 4: Buyer behaviour: Understanding consumer and business buyers
		Learning Objectives
		Concept map
		Consumer markets and consumer buyer behaviour
			Model of consumer behaviour
			Characteristics affecting consumer behaviour
				Marketing in Action 4.1: Consumer behaviour: A whole life story
		The buyer decision process
			Stages in the buyer decision process
		The buyer decision process for new products
			Stages in the adoption process
			Individual differences in innovativeness
			Influence of product characteristics on rate of adoption
		Business markets and business buyer behaviour
			Business markets
			Business buyer behaviour
		The business buying process
		E-procurement: Buying on the internet
		Business-to-business digital and social media marketing
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			4.1 Consumer behaviour
			4.2 Business buyer behaviour
			4.3 Marketing analytics at work
			4.4 Ethical reflection
		References
Session 3: Marketing analytics
	Chapter 5: Marketing analytics: Gaining customer insights
		Learning Objectives
		Concept map
		Marketing information and customer insights
			Marketing information and today’s ‘big data’
			Marketing analytics
			Managing marketing information
		Marketing in Action 5.1: Netflix streams success with big data and marketing analytics
		Assessing marketing information needs
		Developing marketing information
			Internal data
			Competitive marketing intelligence
		Marketing research
			Defining the problem and research objectives
			Developing the research plan
			Primary data collection
			Implementing the research plan
			Interpreting and reporting the findings
		Customer database use in direct and digital marketing
			Customer database defined
			Database use in direct and digital marketing
		Analysing and using marketing information
			Customer relationship management
			Distributing and using marketing information
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			5.1 Gathering data
			5.2 Customer insights
			5.3 Marketing analytics at work
			5.4 Ethical reflection
		References
Session 4: Products and services
	Chapter 6: Customer-driven marketing strategy: Creating value for target customers
		Learning Objectives
		Concept map
		Customer-driven marketing strategy
		Market segmentation
			Segmenting consumer markets
		Marketing in Action 6.1: ALDI: Offering a ‘same-for-less’ value proposition
		Market targeting
			Evaluating market segments
			Selecting target market segments
			Socially responsible target marketing
		Differentiation and positioning
			Positioning maps
			Choosing a differentiation and positioning strategy
			Communicating and delivering the chosen position
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			6.1 Target marketing
			6.2 Differentiation
			6.3 Marketing analytics at work
			6.4 Ethical reflection
		References
	Chapter 7: Products, services and brands: Offering customer value
		Learning Objectives
		Concept map
		What is a product?
			Products, services and experiences
			Levels of products and services
			Product and service classifications
		Product and service decisions
			Individual product and service decisions
		Marketing in Action 7.1: Headspace and the unsought product
			Product line decisions
			Product mix decisions
		Services marketing
			Nature and characteristics of a service
			Marketing strategies for service firms
			The service–profit chain
			Managing service differentiation
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			7.1 Industrial products
			7.2 Packaging
			7.3  ??Ethical reflection
		References
	Chapter 8: New products: Developing and managing innovation
		Learning Objectives
		Concept map
		New-product development strategy
		The new-product development process
			Idea generation
			Idea screening
			Concept development and testing
			Marketing strategy development
			Business analysis
			Product development
			Test marketing
			Commercialisation
		Managing new-product development
			Customer-centred new-product development
			Team-based new-product development
			Systematic new-product development
		Product life-cycle strategies
		Marketing in Action 8.1: Mattel: Managing the fun and games
			Introduction stage
			Growth stage
			Maturity stage
			Decline stage
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			8.1 Innovation
			8.2 New-product development
			8.3 Marketing analytics at work
			8.4 Ethical reflection
		References
Session 5: Price and placement
	Chapter 9: Pricing: Capturing customer value
		Learning Objectives
		Concept map
		What is a price?
		Major pricing strategies
			Customer value-based pricing
			Cost-based pricing
			Competition-based pricing
		New-product pricing strategies
			Market-skimming pricing
			Market-penetration pricing
		Product-mix pricing strategies
			Product-line pricing
			Optional-product pricing
			Captive-product pricing
			By-product pricing
			Product-bundle pricing
		Price-adjustment strategies
			Discount and allowance pricing
			Segmented pricing
			Psychological pricing
			Promotional pricing
		Marketing in Action 9.1: Pricing cues are customer clues
			Geographical pricing
			Dynamic and online pricing
			International pricing
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			9.1 Online price tracking
			9.2 Rebates under the microscope
			9.3 Marketing analytics at work
			9.4 Ethical reflection
		References
	Chapter 10: Placement: Customer value fulfilment
		Learning Objectives
		Concept map
		Supply chains and the value delivery network
			Supply chain goals
			Major supply chain functions
		The nature of marketing channels and value creation
			How marketing channels add value
			Number of channel levels
			Channels in the service sector
		Channel behaviour and organisation
			Channel behaviour
			Channel organisation
		Marketing in Action 10.1: Multichannel services marketing
		Channel design and management decisions
			Analysing consumer needs
			Setting channel objectives
			Identifying major channel alternatives
			Evaluating the major alternatives
			Channel management decisions
		Retailing
			Retailing: Connecting brands with consumers
			Types of retailers
		Wholesaling
			Types of wholesalers
			Wholesaler marketing decisions
			Wholesaling trends and developments
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			10.1 Corporate VMN
			10.2 Multichannel distribution networks
			10.3 Marketing analytics at work
			10.4 Ethical reflection
		References
Session 6: Integrated marketing communication
	Chapter 11: Communicating customer value: Advertising and public relations
		Learning Objectives
		Concept map
		The promotion mix
		Integrated marketing communications
			The new marketing communications model
			The need for integrated marketing communications
		Marketing in Action 11.1: It’s content marketing, not advertising
		Shaping the overall promotion mix
			The nature of each promotion tool
			Promotion mix strategies
		Advertising
			Setting advertising objectives
			Setting the advertising budget
			Other advertising considerations
		Public relations
			The role and impact of public relations
			The main public relations tools
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			11.1 Integrated marketing communication
			11.2 Public relations
			11.3 Marketing analytics at work
			11.4 Ethical reflection
		References
	Chapter 12: Salespeople and sales promotion: Creating value in relationships
		Learning Objectives
		Concept map
		Personal selling
			The nature of personal selling
			The role of the salesforce
		Managing the salesforce
			Designing salesforce strategy and structure
			Recruiting and selecting salespeople
			Training salespeople
			Compensating salespeople
			Supervising and motivating salespeople
		Marketing in Action 12.1: Social selling: Who needs salespeople?
			Evaluating salespeople and salesforce performance
		Sales promotion
			Rapid growth of sales promotion
			Sales promotion objectives
			Major sales promotion tools
			Developing the sales promotion program
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			12.1 Supervising salespeople
			12.2 Sales promotion
			12.3 Marketing analytics at work
			12.4 Ethical reflection
		References
	Chapter 13: Direct and digital marketing: Interactivity and fulfilment
		Learning Objectives
		Concept map
		The direct and digital marketing model
			Direct and digital marketing
		Benefits of direct and digital marketing to buyers and sellers
		Direct marketing
			Direct print and reproduction
			Direct-response television and radio
			Telemarketing
			Kiosks and electronic dispensing
		Digital marketing
			Interacting in digital marketing
			Search-engine optimised websites
		Marketing in Action 13.1: Search engine marketing: Three reasons why search engines exist
			Search engine marketing
			Online advertising
			Email
		Social media marketing
		Other forms of online interaction
		Interactivity
			Customer-to-customer interaction
			Customer-to-company interaction
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Critical thinking exercises
		Mini cases
			13.1 Location-based marketing
			13.2 Direct and digital marketing
			13.3 Marketing analytics at work
			13.4 Ethical reflection
		References
Session 7: Managers, management and managerial sustainable responsibilities
	Chapter 14: Managers and management
	Learning objectives
	Concept map
	Who are managers, and where do they work?
		What four characteristics do all organisations share?
		How are managers different from non-managerial employees?
		What titles do managers have?
	What is management?
	What do managers do?
		What are the four management functions?
		What are management roles?
		What characteristics do managers need?
		Is the manager’s job universal?
	Why study management?
	What factors are reshaping and redefining management?
		Why are customers important to the manager’s job?
		Why is innovation important to the manager’s job?
		Why are ethics and social responsibility important to the manager’s job?
		Why are social media tools important to the manager’s job?
		Why is sustainability important to the manager’s job?
	Student Learning Centre: Reviewing the learning objectives
	Discussion questions
	Management Skill Builder | Becoming politically adept
	Mini cases
		14.1 Google: Building a better boss
		14.2 Managing to create a better world
	References
	History Module: A brief history of management’s roots
		Learning objectives
			Early management (3000 BCE–1776)
			Behavioural approach (late 1700s–1950s)
			Classical approaches (1911–1947)
			Quantitative approach (1940s–1950s)
			Contemporary approaches (1960s–present)
			Choosing between management approaches
		References
	Chapter 15: The managerial environment
		Learning objectives
		Concept map
		What is the external environment of an organisation?
			What is the general environment of an organisation?
			What is the specific environment of an organisation?
		How does the external environment affect managers?
		What is organisational culture, and why is it important?
		How does organisational culture affect managers?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Understanding Culture
		Mini cases
			15.1 Tragedy in fashion
			15.2 Getting a boost
		References
	Ethics and Social Responsibility Module: Managing socially responsible and ethical behaviour
		Learning objectives
		How do organisations define their social responsibilities?
		Should organisations be socially responsible?
		How can managers identify the ethical thing to do?
			Ethical perspectives
		What factors influence ethical and unethical behaviour?
		How can managers encourage ethical behaviour?
			Codes of ethics
			Ethical leadership
			Ethics training
			Formal protective mechanisms
			References
Session 8: Managing the business
	Chapter 16: Foundations of planning
		Learning objectives
		Concept map
		What is planning, and why do managers need to plan?
			Why should managers formally plan?
			What are some criticisms of formal planning, and how should managers respond?
			Does formal planning improve organisational performance?
		What do managers need to know about strategic management?
			What is strategic management?
			Why is strategic management important?
			What are the steps in the strategic management process?
		What contemporary planning issues do managers face?
			How can managers plan effectively in dynamic environments?
			How can managers use environmental scanning?
			How can managers use benchmarking?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Being a good goal setter
		Mini cases
			16.1 Less is more
			16.2 Spy games
		References
	Chapter 17: Foundations of decision making
		Learning objectives
		Concept map
		How do managers make decisions?
			What defines a decision problem?
			What is relevant in the decision-making process?
			How does the decision maker weight the criteria and analyse alternatives?
			What determines the best choice?
			What happens in decision implementation?
			What is the last step in the decision process?
			What common errors are committed in the decision-making process?
		How do groups make decisions?
			What are the advantages and disadvantages of group decision making?
			When are groups most effective?
			How can you improve group decision making?
		What contemporary decision-making issues do managers face?
			How does national culture affect managers’ decision making?
			Why are creativity and design thinking important in decision making?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Being a creative decision maker
		Mini cases
			17.1 Going greener
			17.2 Dramatic decisions
		References
Session 9: Managing the organisation and individual
	Chapter 18: Organisational structure and design
		Learning objectives
		Concept map
		What are the six key elements in organisational design?
			What is work specialisation?
			What is departmentalisation?
			What are authority and responsibility?
			What is span of control?
		A question of ethics
			How do centralisation and decentralisation differ?
			What is formalisation?
		How is a mechanistic organisation different from an organic organisation?
		What are some common organisational designs?
			What traditional organisational designs can managers use?
			What contemporary organisational designs can managers use?
		What are today’s organisational design challenges?
			How do you keep employees connected?
			How do you delegate effectively?
			How do global differences affect organisational structure?
			How do you build a learning organisation?
			How can managers design efficient and effective flexible work arrangements?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Increasing your power
		Mini cases
			18.1 Structural renewal at the Australian Red Cross
			18.2 Shortening the corporate ladder
		References
	Chapter 19: Foundations of individual behaviour
		Learning objectives
		Concept map
		What are the focus and goals of organisational behaviour?
			What is the focus of OB?
			What are the goals of organisational behaviour?
		What role do attitudes play in job performance?
			What are the three components of an attitude?
			What attitudes might employees hold?
			Do individuals’ attitudes and behaviours need to be consistent?
			What is cognitive dissonance theory?
			How can an understanding of attitudes help managers be more effective?
		What do managers need to know about personality?
			How can we best describe personality?
			Can personality traits predict practical work-related behaviours?
			How do we match personalities and jobs?
			Do personality attributes differ across cultures?
			How can an understanding of personality help managers be more effective?
		What is perception, and what factors influence it?
			What influences perception?
			How do managers judge employees?
			How can an understanding of perception help managers be more effective?
		How do learning theories explain behaviour?
			What is operant conditioning?
			What is social learning theory?
			How can managers shape behaviour?
			How can an understanding of learning help managers be more effective?
		What contemporary OB issues do managers face?
			How do generational differences affect the workplace?
			How do ability, disability and mental health affect the workplace?
			How do managers deal with bullying in the workplace?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Understanding employee emotions
		Mini cases
			19.1 Troubling texts
			19.2 A fighting chance at a fair go
		References
Session 10: Managing people
	Chapter 20: Managing human resources
		Learning objectives
		Concept map
		What is the human resource management process, and what influences it?
			What is the legal environment of HRM?
		How do managers identify and select competent employees?
			What is employment planning?
			How do managers reduce their workforce?
			How do organisations recruit employees?
			How do managers select job applicants?
		How are employees provided with needed skills and knowledge?
			How are new employees introduced to the organisation?
			What is employee training?
		How do organisations provide a safe working environment?
		What contemporary HRM issues do managers face?
			How can managers manage downsizing?
			How can workforce diversity be managed?
			What is sexual harassment?
			What is career development?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Providing good feedback
		Mini cases
			20.1 Managing diversity at PwC
			20.2 Producing CHAMPS at KFC
		References
	Chapter 21: Motivating and rewarding employees
		Learning objectives
		Concept map
		What is motivation?
		What do the early theories of motivation say?
			What is Maslow’s hierarchy of needs theory?
			What is McClelland’s three-needs theory?
			What are McGregor’s Theory X and Theory Y?
			What is Herzberg’s two-factor theory?
		How do the contemporary theories explain motivation?
			What is goal-setting theory?
			How does job design influence motivation?
			What is equity theory?
			How does expectancy theory explain motivation?
			How can we integrate contemporary motivation theories?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Being a good motivator
		Mini cases
			21.1 Battling bugs and vanquishing viruses
			21.2 One for the money . . .
		References
Session 11: Leading and managing groups
	Chapter 22: Leadership and trust
		Learning objectives
		Concept map
		Who are leaders, and what is leadership?
		What do early leadership theories tell us about leadership?
			What traits do leaders have?
			What behaviours do leaders exhibit?
		What do the contingency theories of leadership tell us?
			What was the first comprehensive contingency model?
			How do followers’ willingness and ability influence leaders?
			How participative should a leader be?
			How do leaders help followers?
		What is leadership like today?
			What do the four contemporary views of leadership tell us?
			What issues do today’s leaders face?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Being a good leader
		Mini cases
			22.1 Gearing up and reaching out
			22.2 Top-down leadership
		References
	Chapter 23: Understanding groups and managing work teams
		Learning objectives
		Concept map
		What is a group, and what stages of development do groups go through?
			What is a group?
			What are the stages of group development?
		What are the main concepts of group behaviour?
			What are roles?
			How do norms and conformity affect group behaviour?
			What is status, and why is it important?
			Does group size affect group behaviour?
			Are cohesive groups more effective?
		How are groups turned into effective teams?
			Are work groups and work teams the same thing?
			What are the different types of work teams?
			What makes a team effective?
			How can a manager shape team behaviour?
		What current issues do managers face in managing teams?
			What’s involved with managing global teams?
			When are teams not the answer?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Understanding how teams work
		Mini cases
			23.1 Working together anywhere, anytime
			23.2 Intel inside . . . and far away
		References
Session 12: Control and change management
	Chapter 24: Foundations of control
		Learning objectives
		Concept map
		What is control, and why is it important?
			What is control?
			Why is control important?
		What takes place as managers control?
			What is ‘measuring’?
			How do managers compare actual performance to planned goals?
			What managerial action can be taken?
		What should managers control?
			When does control take place?
			In what areas might managers need controls?
		What contemporary control issues do managers confront?
			Using feedback to control employee performance
			Do controls need to be adjusted for cultural differences?
			What challenges do managers face in controlling the workplace?
			Controlling workplace conflict
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Discipleining difficult employees
		Mini cases
			24.1 In the can
			24.2 Driving better decisions
		References
	Chapter 25: Managing change and innovation
		Learning objectives
		Concept map
		How can managers encourage innovation in an organisation?
			How are creativity and innovation related?
			How can organisations stimulate creativity?
			What’s involved in turning creativity into innovation?
			How can a manager foster innovation?
			How does design thinking influence innovation?
		What is change, and how do managers deal with it?
			Why do organisations need to change?
			Who initiates organisational change?
			How does organisational change happen?
		Reasons why change fails
			What are some techniques for overcoming barriers to organisational change?
		What reaction do employees have to organisational change?
			What is stress?
			What are the symptoms of stress?
			What causes stress?
			How can stress be reduced?
		Student Learning Centre: Reviewing the learning objectives
		Discussion questions
		Management Skill Builder | Stress management
		Mini cases
			25.1 Turning Coles around
			25.2 Saving mates
		References
	Entrepreneurship Module: Managing entrepreneurial ventures
		Learning objectives
		Who engages in entrepreneurship?
			Who’s starting entrepreneurial ventures?
			What do entrepreneurs do?
		What planning do entrepreneurs need to do?
			What’s in a full business plan?
		What issues are involved in organising an entrepreneurial venture?
			What are the legal forms of organisation for entrepreneurial ventures?
			What type of organisational structure should entrepreneurial ventures use?
			What human resource management (HRM) issues do entrepreneurs face?
		What issues do entrepreneurs face in leading an entrepreneurial venture?
			How can entrepreneurs motivate employees?
			How can entrepreneurs be leaders?
		What controlling issues do entrepreneurs face?
			How is growth managed?
			How are downturns managed?
			What’s involved with exiting the venture?
		Why is it important to think about managing personal challenges as an entrepreneur?
		References
Appendix 1: Case studies
Appendix 2: The marketing plan: An introduction
Appendix 3: Marketing analytics spotlights
Appendix 4: Careers in marketing
Glossary
Index