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Instant Download Ebook PDF Applied Strategic Marketing A Step by Step Approach PDF Scribd
Instant Download Ebook PDF Applied Strategic Marketing A Step by Step Approach PDF Scribd
Bibliography411
Index417
Taylor & Francis
Taylor & Francis Group
http:/taylorandfrancis.com
Preface
This book describes the current thinking on strategic marketing from a how-to perspec-
tive. The theory of strategic marketing is presented in steps. Those steps can be followed
to arrive at a strategic marketing plan. This book features a combination of five attributes
that make it different from other marketing strategy books. First, it deals only with strate-
gic marketing. Therefore, there are no separate chapters devoted to consumer behaviour,
market research, or marketing instruments (the four Ps are included in two chapters). The
second attribute is the process approach. The third attribute relates to what the author
feels is important in marketing: customers and brands. A customer and brand orientation
is followed throughout the book: in the analysis, in choosing options, in developing mar-
keting strategy, and in implementation. The fourth attribute is that in many places in the
book strategic guidelines are given: what to do and what not to do in marketing practice.
Finally, there is much attention focused on tools and techniques that may be helpful in
the planning process. In summary, this book combines an academic and applied approach
of strategic marketing planning.
The book is primarily targeted at students with a basic knowledge of marketing. Thus,
the relevant target groups are undergraduates in the third or fourth year and some MBAs.
The book may be used in, for example, courses in marketing strategy or marketing man-
agement. The book may also be used in executive teaching, and by marketing practition-
ers who are looking for academic support for their daily decision making.
The book consists of four parts comprising 14 chapters, with each chapter being a step
in the strategic marketing planning process.
Part I Introduction and marketing planning
1. The essence of marketing
2. The strategic marketing planning process
Part II Situation analysis
3. Mission, value strategies, and market definition
4. Internal analysis
5. Customer analysis
xii Preface
6. Industry analysis
7. Competitor analysis
8. Analysis of distributors and suppliers
9. SWOT analysis
Part III Corporate decisions and marketing decisions
10. Corporate objectives and corporate strategies
11. Marketing objectives and marketing strategies
Part IV Implementation
12. Product, price, place
13. Marketing communication
14. Organization and implementation of marketing
Throughout the text many examples are included, most of them in separate boxes,
enabling readers to concentrate on the theory or the examples, or both. Each chapter ends
with a summary and an illustrative international case with questions.
This book tries to reduce the gap between strategic marketing theory and marketing
practice. The main message is that you should ask yourself continuously what effect your
company’s behaviour has on potential customers. For example, you might ask: How does
my amusing commercial score on brand recall? Or: Do more brand extensions reduce
or increase customers’ confusion? Things like this have to do with the attitude of the
manager and also with the way the planning process is done. Both aspects receive atten-
tion in this book. The content of the book is the result of continuously wondering whether
strategic marketing issues are and should be applicable in marketing practice. However,
there is no ‘truth’. Science by definition is a matter of ‘asking questions’, and a field as
young as marketing science is only at the beginning of the process of finding the ‘truth’.
It is my hope that the ideas in this book not only lead to better marketing decision making
but also lead to the asking of better marketing questions.
I would greatly appreciate it if you, as my customer, make me part of your ongoing
needs and perceptions with regard to this book.
This book is an updated and revised version of its Dutch counterpart, which is now in
its seventh edition. First, I thank my Dutch publisher Noordhoff for permitting me to
undertake this international version.
Second, I owe many thanks to Erik Kostelijk for preparing the cases and questions. He
has been my ‘case partner’ for many years, and I hope this will continue in the future. I
thank my publisher Routledge for publishing the book. Finally, I thank my main co-brand
Cato, and my sub-brands Tom, Sophie, Anne, and Floor for being inspiring and down-to-
earth sparring partners in this current dynamic life.
Taylor & Francis
Taylor & Francis Group
http:/taylorandfrancis.com
Part I
Introduction
and marketing
planning
This book was written to bridge the gap between the theory and practice of strategic
marketing. Current marketing theory describes how a company (or a brand) can imple-
ment the strategic marketing planning process, and how strategic marketing decisions
can be based on an analysis of the brand and the environment. Therefore, we will focus
on the activities that must be carried out by a company within the framework of strategic
marketing. These activities may be categorized as evaluation/retrospective, analysis,
planning (strategy development), and implementation (execution).
The book is divided into four parts. Part I describes the basic assumptions of
the book and the marketing planning process. Then, each step of this process will
be described. Part II is dedicated to evaluation and situation analysis. The basic
assumption here is that without a thorough, systematic situation analysis, the
success of a strategy is more a matter of luck than of skill. Part III deals with the
development of the strategy, with particular attention paid to brand positioning
decisions. Part IV concerns the translation (e.g. into communication) and execution
(implementation) of strategic decisions. The three main parts result in three parts of a
marketing plan:
All marketing activities should be carried out with a single objective: to create value
for the customer through a recognizable brand image. This objective (customer and
brand) provides the basis for the description of the activities as well as practical advice.
2 Introduction and marketing planning
This book may be used for the development of a marketing plan and also as a guidebook
for re-examining a company’s marketing policy.
Part I begins with an overview. Chapter 1 describes the essence of marketing and
the role of a sustainable competitive advantage of a brand. Chapter 2 provides an
outline of the entire strategic marketing planning process that a company can follow to
develop a marketing plan. This process is the common thread running through the book.
Chapter 1
The essence of
marketing
Introduction
This book covers the concept of strategic marketing from the customer and brand per-
spective. It is done step by step, leading to a marketing plan for a brand. Following the
route, the reader will be confronted with different theories and models, each of them
contributing to the marketing plan. There are no sideways (i.e. chapters with interesting
theories not directly being a step in the marketing planning process, such as a sideway
about ‘consumer behaviour’).
In this introductory chapter, we first deal with the content of marketing itself. A reason
for this is that there are many definitions of marketing and even some image problems
with marketing. Often, marketing is confused with communication or sales. In section 1.1
we start by describing a number of trends (‘landscape’), leading to a growing importance
of marketing. Then, in section 1.2, we outline the content of marketing as we see it. We
pay attention to the hierarchy in the marketing concept, as well as to developments in
marketing.
As we will point out in section 1.2, the essence of marketing is to act in a customer-
oriented way from a clear brand identity. Marketing is one business discipline, next to,
for example, finance, human resource management, and information and communication
4 Introduction and marketing planning
technology (ICT). All these disciplines operate in a volatile landscape. In this section,
we discuss a number of developments/trends in the marketing landscape. Some of them
affect the importance of marketing. Some of them (for example, the rise of social media)
affect the contents of the marketing plan: the planned marketing actions for a company.
In our view, however, the current marketing theory in itself, which in this book is limited
to the contents of marketing and the manner of how marketing decisions are reached,
is barely affected by these trends. So, we disagree with statements like ‘the SWOT-
analysis does not work anymore’. Or that ‘branding is dead’. The essence of marketing
does not need to change, but we should be flexible in handling how to implement it.
We will now discuss some trends directly affecting the importance of marketing
and also the way of how marketing should be done. We will separately go into another
important, global trend: climate change.
The following factors affect the importance and implementation of marketing.
1. There is a growing supply of products and services. Companies and customers are
faced with an increasing amount of new products and services. Also, products are
marketed using new varieties and with different brand names. Innovation is realized
at an increasing rate of speed. For customers, this looks great: more choice (offline
and online), so more possibilities to meet one’s own specific needs. However, a lot of
choice also leads to more stress because of the need to choose. Schwartz (2004) talks
about the ‘paradox of choice’: people grow tired of the need to always make choices,
whether they buy jeans, coffee in the supermarket, or coffee in the restaurant; there
is an enormous supply, and routine decisions are becoming more complex.
2. Communication leads to more communication. This is what we call the commu-
nication spiral. Brands are doing their best to come into consumers’ minds. As so
many brands are doing this, it is becoming increasingly difficult to realize this. A
natural reaction is to increase communication activities, etc.
3. There is more information about brands available through the internet. Not only
is information from companies themselves available ‘with one click’, but also and
especially consumers’ own evaluations may be found on the internet. A well-known
example is booking.com, where many reviews may be found about almost all hotels,
houses, etc. Scores are given, enabling consumers to choose from a ranking. In
addition, qualitative information is available about a consumer’s own experience. In
some countries, rankings are regularly published for some categories, such as about
hospitals and universities. For universities there are several rankings, enabling man-
agers to focus in their communications on those rankings where performance is best.
4. New forms of competition and distribution are developed through the internet. The
internet enables the introduction of new intermediate stakeholders between con-
sumers and suppliers. One example has already been mentioned: booking.com. But
airbnb.com and uber.com are further examples of new online competition. These
organizations are only using data and the internet in a smart way without offering
new products or services themselves.
5. Social media enlarge consumers’ power. The rise of social media empowers con-
sumers. This is because social media are an extremely fast way of spreading ‘word
of mouth’: in a few minutes many people can be informed about anything about a
company, such as a mistake, failure in service, etc. The ‘viral’ spread of information
The essence of marketing 5
will even act faster if famous people participate, or if a journalist is involved who
might use other media as well to spread the news.
6. Governments in many countries are striving to accommodate market forces and
to stimulate competition. Even traditionally non-commercial organizations and
markets, such as postal services, energy, and health care, are placing more emphasis
on listening to the customer.
7. Consumers are becoming more critical. Due to some of the previous developments,
consumers are becoming more independent, are learning more, and are presumably
placing a higher value on transparency and sustainability.
The conclusion is that marketing is important for all companies and other organizations.
They should listen very carefully to their customers (target groups) and also ensure that
their activities are planned in accordance with the brand identity.
Sustainability
Worldwide agreement exists about the need for more sustainable behaviour. In 2017 the
World Economic Forum mentioned climate change as the most important threat to global
stability. Since ‘Paris 2015’ sustainability has strongly grown in importance. The year
2018 was the first in which a large city comprising a million people (Cape Town) expe-
rienced the risk of lack of water. Climate change, of course, is not a marketing problem.
It is a broad, complex problem where many disciplines are involved. Nevertheless, one
could wonder whether the need for sustainability should be part of marketing theory.
Some authors believe that this is the case. Kotler and Keller (2016) argue that marketing
should better acknowledge that a broader, more integrated perspective is often necessary.
Therefore, they introduced the holistic marketing concept, which consists of four dimen-
sions: relationship marketing, integrated marketing, internal marketing, and socially
responsible marketing. Socially responsible marketing is critical of excessive consumer-
ism and environmental damage caused by corporations. It is based on the idea that market
offerings must not be only profit-driven, but they must also reinforce social and ethical
values for the benefit of citizens. Sometimes the phrase ‘purposeful marketing’ is used
to indicate that companies should incorporate social goals beyond making a profit. This
terminology is a little confusing, since any company will have a purpose. For example,
the purpose of a coffee retailer may be to provide the best coffee experience, while a
social purpose may be to only buy coffee from local suppliers in a socially responsible
way for a good price. In our view, being responsible is important but it is not part of
marketing theory. Although marketing theory in itself does not need to change, we do
agree with Kumar (2018) and other authors in a special issue of Journal of Marketing that
the foregoing technological, environmental and other trends are so important that mar-
keting implementation will strongly change. Kumar introduces the term ‘transformative
marketing’ for this.
Marketing is often associated with ‘advertising’ or ‘sales’. This is not the essence of
marketing as we see it. In this section, we first show that marketing exists on three
6 Introduction and marketing planning
The most sustainable brands of Unilever grow 46 per cent more than the rest of
the company. They represent 70 per cent of the growth in turnover. This is in line
with the mission of CEO Paul Polman, who wants to show that sustainability and
growth in turnover can be combined. All Unilever brands should lower environ-
mental pressure but the 26 sustainable living brands score best. The biggest of
these brands are Dove, Lipton, Dirt is Good, Rexona, Hellmann’s, and Knorr. More
than 40,000 employees of Unilever are involved in making sustainable plans at
Unilever.
Source: Financial Daily (Financieel Dagblad), 18 May 2018
Marketing as a culture
Customer orientation and brand orientation
Marketing as tactics
4 Ps: product, price, place, promotion
(+ personnel)
■■ As for tactics: the day-to-day activities of the four marketing instruments: product
development, pricing, distribution, and communication. Sometimes, personnel is
also added as a fifth P.
We realize that defining the 4 P’s as ‘tactics’ (short term decisions for example for a year) is
somewhat ambiguous. We agree with Varadarajan (2010) that many 4 P-decisions are also
strategic in nature. For educational purposes we think Figure 1.1 is very helpful. The three
meanings of marketing have been interpreted as a hierarchy in marketing theory. The top
level (the marketing concept or marketing paradigm) defines the core content of market-
ing. It stresses the main issues in marketing in general and provides a rough indication of
what is important at the lower level: marketing strategy. The marketing strategy (targeting
and positioning) is chosen using the results of an internal and external analysis. Marketing
strategy should give a direction to the lowest level: marketing tactics (Figure 1.1).
Marketing strategy deals with segmenting, targeting, and brand positioning, raising
the question of how to compete (Adcock, 2000). The issue of branding is discussed
increasingly in the context of marketing strategy (Aaker, 1991, 1995; Keller, 2013), and
also in wider-ranging marketing textbooks (Kotler and Keller, 2016). Clear choices about
the target group and brand positioning impose boundaries on a company’s choice of the
appropriate marketing mix (relationship with the lowest level).
However, the relationship between the marketing concept and marketing strategy is
somewhat ambiguous. The marketing concept focuses on the customer (the demand side),
whereas marketing strategy mostly attempts to create a balance between the demand
side (the customer) and the supply side (the brand identity) of the market. Therefore,
the marketing concept should be updated by adding branding to the paradigm. Before
describing our view of the marketing concept, we discuss developments in the marketing
concept through the years.
In the first edition of his textbook, Kotler (1967) introduced the concept that companies
must be both customer- and market-driven. In an influential paper, Day and Wensley
The essence of marketing 9
(1983) introduced the so-called strategic marketing concept. That concept is, in fact, an
expansion of the ‘classic’ marketing concept, which indicates that a company should use
the wishes and desires of its customers as the basis for its actions, otherwise known as
a ‘customer orientation’. The strategic marketing concept states that a company should
pay attention to:
These issues largely correspond to what is called ‘market orientation’ (Kohli and
Jaworski, 1990). Market orientation consists of three components:
Over the years, the critical elements of the strategic marketing concept have shifted.
In the 1980s, strong emphasis was placed on a competitor orientation. In the 1990s,
another component of the strategic marketing concept moved to centre stage: the
development of long-term relationships, especially with customers. In this context, the
focus is no longer on one-time transaction-oriented marketing but rather on relationship
marketing (Gummesson, 1987, 1999; Webster, 1992). Relationship marketing focuses on
obtaining and sustaining a structural, direct relationship between a supplier and the cus-
tomer. In this context of relations, Morgan and Hunt (1994) theoretically and empirically
show that trust is a key factor in relationship commitment. Due to the need to create direct
(one-to-one) relationships, the use of databases increased. Therefore, relationship-based
marketing is sometimes called direct marketing or database marketing.
In the 2000s the shift continued, with increased attention given to customer value and
services. Customer value is the value that users derive from products. In theory, this is the
10 Introduction and marketing planning
user benefit derived from product attributes minus the price and the effort made to obtain a
product. In practice, customer value is determined by measuring not only customers’ per-
ceptions of product attributes but also their benefits as well as the goals they hope to attain
by using a product (Woodruff, 1997). The difference from the relationship philosophy of
the 1990s is that at that time it was stated that companies should always strive for direct
relationships as the way to provide customer value. Now the theory suggests that customers
can receive customer value in various ways. In this context, Treacy and Wiersema (1993)
name three value strategies that may be summarized as customer leadership (customer inti-
macy), product leadership, and leadership in terms of convenience or price (operational
excellence). Providing customer value is an important but insufficient condition for
achieving customer loyalty. In addition, bonding and familiarity are necessary.
Later, Vargo and Lusch (2004) argue that marketing is focused on services. In their
view, marketers focus too much on products. Goods (tangible resources) are only distribu-
tion mechanisms for service provision. Put differently, companies should focus on value
creation, on solving the ‘problems’ of their customers. In building relationships with
customers, intangible assets such as knowledge about customers and customer-friendly
methods of dealing with complaints are highly relevant as well. These intangible com-
petencies are embedded in the people working in a company. Only if all the people in a
company are really interested in customers can that company really build relationships
(Gummesson, 1998). Thus, the service perspective of marketing is closely related to the
relationship orientation (Ravald and Grönroos, 1996).
It could be argued that the focus on customer value in effect represents a revival of
the classic marketing philosophy. After all, the point of departure for classic marketing
is that customers’ wishes must be satisfied. This is essentially no different from stating
that value must be provided to customers. This line of reasoning may be ‘not wrong’. The
most important factor here is that although fulfilling customers’ wishes has been a basic
principle of marketing for a long time, actual marketing practice appears to have lost track
of customer satisfaction. There are many examples of situations in which customers are
annoyed (e.g. telephone sales whether or not done under the guise of research), dissatis-
fied (user-unfriendliness of personal computers and cameras), and unhappy with a bad
settlement of complaints. Fournier and associates argue that it is important to avoid “the
premature death of relationship marketing” (Fournier et al., 1998). A central assumption
of marketing should be that it leads to win-win situations, both for the supplier and the
customer. In essence, the emphasis on customer relationships may be translated into an
increasing need to provide the customer with real ‘value’ (Webster, 1992). Suppliers should
strive primarily for customer loyalty: maintaining their most profitable customers. By con-
trast, in classic marketing, suppliers focused more on attempting to recruit new customers
(Reicheld, 1993, 1996). Figure 1.2 summarizes developments in the m arketing history.
In summary, the marketing concept focuses on the demand side of the market: customers.
But both from a practical as well as a theoretical perspective it may be argued that this
focus is too narrow. In practice, for example, it is noticeable that consumers are often not
able to come up with ideas for innovation, simply because they cannot imagine what new
products can be made. So, ideas for innovation should often come from the company.
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The periods of puberty and early menstruation and of pregnancy
furnish the most favorable opportunities for the development of
cataleptoid seizures in predisposed individuals. In 3 of 10 cases
observed by Landouzy catalepsy appeared to be developed in
consequence of the sudden suppression of menstruation; in a fourth
it occurred in a young girl after a dysmenorrhœa with chronic
phlegmasia of the genitals. Masturbation is sometimes mentioned as
a cause, particularly in boys.
Briquet believed that catalepsy, when it did not follow upon organic
disease, was ordinarily the result of moral causes, such as vivid and
strong emotions—fear, chagrin, indigestion, anger, or profound and
prolonged meditation. He refers to the able and curious thesis of
Favrot,6 who states that in twenty cases in which the causes of the
malady were indicated it had been always the result of a moral
affection. A magistrate insulted at his tribunal, seized with
indignation, is suddenly taken with catalepsy, etc. According to Puel,
its causes are always depressing moral affections, as chagrin,
hatred, jealousy, and terror at bad treatment. Unrequited love is set
down as a cause, but what has not unrequited love produced? Jones
mentions a case which occurred in a man sixty years old on the
sudden death of his wife.
6 “De la Catalepsie”—Mémoire couronné par l'Académie de Médecine, Mémoires de
l'Académie de Médecine, Paris, 1856, t. xx. p. 409, A. 526.
Partial catalepsy has been observed after typhoid fever with severe
cerebral symptoms, and also associated with meningitis and
intermittent fever. Mancini7 relates a case of cerebral rheumatism
complicated or causing catalepsy. A blacksmith, aged thirty-three,
had nearly recovered from a rheumatic attack when he became
melancholic, complaining also of severe headache. When admitted
to the hospital he was found to be imperfectly nourished. He lay on
his back, his face without expression, speechless, motionless, pupils
insensible to the light, smell impaired, sensation of heat and pain
and reflexes absent, galvanic and faradic contractility increased, the
rectum and bladder paralyzed. He presented the phenomena of
waxen flexibility, the trunk and limbs remaining in whatever position
was given them. Considering the previous attack of articular
rheumatism and the sudden appearance of nervous disorder during
the convalescence of this disease, Mancini believed that the case
was probably one of cerebral rheumatism. The man recovered under
diaphoretics and counter-irritation.
7 Lo Sperimentale, March, 1878.
Hypnotic Catalepsy.
The symptoms of the hypnotic state were in the main those which
have just been described as the symptoms of catalepsy—namely,
diminution of consciousness, insensibility, increased reflex irritability,
and fixity of the body or limbs in any position given.
The possibility of fixing any part of the body in any given position
constituted an essential factor in the exhibition of Hansen. He made
one of his subjects, for instance, sit before him in a chair, and
adapted the hands to the seat so that his fingers grasped the edges.
After hypnotizing him he stroked along his arms, and his fingers took
convulsive hold of the edges of the seat. Placing himself in front of
the subject, he bent forward; the subject did the same. He then
walked noisily backward, and thereupon the subject followed him
through the hall, carrying his chair with him like a snail its shell.
Upon admission, Sept. 20, 1883, she was quiet and gentle in her
manner, but much depressed; she answered questions rationally. No
delusions were detected. Sept. 21st she sat quiet and motionless.
Her eyes were fixed, with marked double, inward squint. She was
apparently insensible to external impressions. This condition lasted
about three hours, when she suddenly sprang up, rushed through
the ward, and made vigorous efforts to escape. On the 22d she lay
in bed in a perfectly passive state, with eyes open and fixed, but the
squint had disappeared. There was a constant slight tremor of the
lids. The conjunctiva was apparently insensible to touch. She
seemed to be unconscious of what was going on around her. Her
arms remained raised in any position in which they were placed.
About three o'clock in the afternoon this condition passed away, and
from that time until she went to bed at eight o'clock she was bright
and cheerful and talked in a rational and intelligent manner. For five
days she was quiet and melancholy, with one spell of a few hours in
which she was in a passive and cataleptic state, as on the 22d.
On the 28th she stood erect with arms extended, whirling rapidly.
She continued this for about half an hour, and then, after a short rest,
began again. She paid no attention to what was said to her, and
seemed unconscious of what took place around her. The next day
she remained in a stupid condition most of the time, but occasionally
sprang up and danced violently or spun round rapidly with arms
extended for a few moments at a time. On the 30th her cataleptic
condition was uninterrupted. She lay motionless, with pulse slow and
feeble, extremities cold; her limbs were easily placed in any desired
position, and remained so for about twenty minutes; then they
returned slowly to a more natural and comfortable position. She
continued for several days in this condition, then aroused and ate
heartily. She seemed brighter and more cheerful, and talked
rationally. She said that she knew all that was said and done when
she seemed unconscious, and that she wanted to speak, but could
not. For several weeks cataleptic symptoms prevailed, with
occasional lucid intervals of a few hours. She eventually settled into
a childish, demented condition.
A Dane, while on a voyage from Copenhagen, fell and broke his leg,
for which he was treated in a hospital. He recovered and became a
nurse in the institution. He fell in love with a female nurse, and was
to be married, but the lady suddenly fell dead. He became
melancholic, and three weeks afterward tried to hang himself. He
also had hystero-epileptic seizures, and was for a long time in a
condition of extreme stupor with cataleptoid phenomena, from which
he passed into a rather excited condition. He had no special
delusions, but there was a tendency to dramatism.
The patient was placed under the care of two nurses, and for a week
improved daily—ate food, conversed, read aloud, and sewed. At the
end of this time she was left with one nurse, but became obstinate
about eating, and had an altercation with the nurse, in which she
became violent. After this she gradually got into a cataleptoid state.
At first she would stand for a long time in one place, and if seated in
a chair would remain in any position in which she was placed. She
began to have attacks in which she would lie on the floor motionless
for hours. A sharp faradic current was applied to the forearms on one
occasion, and she soon became relaxed. In the attacks the eyes
were closed or rolled upward and fixed on the ceiling. The muscles
were rigid. The arms and legs could be placed in any attitude, and
would there remain. There was no analgesia: she had decided
objection to pin-pricks. For two or three days she was readily
aroused from the cataleptic state by electricity, but it lost its effect,
and etherization was resorted to. The first time a few whiffs of ether