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 LAMB

12
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Part 2 7 Business Marketing 126
7-1 What Is Business Marketing? 127
ANALVZING MARKET 7-2 Trends in B-to-B Internet Marketing 127

OPPORTUNITIES 7-3 Relationship Marketing and Strategic Alliances

7-4 Major Categories of Business Customers 131
129

7-5 The North American Industry

Classification System 133
7-6 Business versus Consumer Markets 133
s 7-7 Types of Business Products 137
j" 7-8 Business Buying Behavior 138
!!
;;

} 8Segmenting and Targeting

~ Markets 144
8-1 Markets and Market Segments 145

6 Consumer 8-2 The Importance of Market Segmentation 145

Decision Making 98 8-3 Criteria for Successful Segmentation 145

6-1 The Importance of Understanding Consumer 8-4 Bases for Segmenting Consumer Markets 146
Behavior 99 8-5 Bases for Segmenting Business Markets 152
6-2 The Traditional Consumer Decision-Making 8-6 Steps in Segmenting a Market 153
Process 100
8-7 Strategies for Selecting Target Markets 154
6-3 Postpu rchase Behavior 105
8-8 CRM as a Targeting Tool 156
6-4 Types of Consumer Buying Decisions and Consumer
8-9 Positioning 157
Involvement 107
6-5 Reconceptualizing t he Consumer Decision-Making
Process 110
6-6 Cultural Influences on Consumer Buying
9 Marketing Research 160
9-1 The Role of Marketing Research 161
Decisions 112
9-2 Steps in a Marketing Research Project 162
6-7 Social Infl uences on Consumer Buying
Decisions 116 9-3 The Profound Impact of t he Internet on
Market ing Research 177
6-8 Individual Influences on Consumer Buying
Decisions 119 9-4 The Growing Importance of Mobile Research 179

6-9 Psychological Influences on Consumer Buying 9-5 Scanner-Based Research 180

Decisions 121 9-6 When Shou ld Marketing Research Be
Conducted? 180
9-7 Competit ive Intelligence 181

CONTENTS V

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 12-7 Nonprofit Organization Marketing 224

Part 3 12-8 Global Issues in Services Market ing 227

PRODUCT
DECISIONS
Part 4
DISTRIBUTION
e
8
~
DECISIONS
ij
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s
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8
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10 Product Concepts 182
~

10-1 What Is a Product ? 183

10-2 Types of Consumer Product s 183
10-3 Product Items, Li nes, and Mixes 184
10-4 Branding 188 13 Supply Chain Management
10-5 Packaging 193 and Marketing Channels 228
10-6 Global Issues in Branding and Packaging 196 13-1 Supply Chains and Supply Chain Management 229
10-7 Product Warranties 197 13-2 Supply Chain Integration 230
13-3 The Key Processes of Supply Chain

11 Developing and Managing Management 232

13-4 Sustainable Supply Chain Management 236
Products 198
13-5 Trends in Supply Chain Management 237
11-1 The Importance of New Products 199
13-6 Marketing Channels and Channel
11-2 The New-Product Development Process 200 Intermediaries 242
11-3 Why Some Products Succeed and Others Fail 207 13-7 Channel St ructu res 245
11-4 Global Issues in New-Product Development 207 13-8 Omnichannel versus Multichannel Market ing 252
11-5 The Spread of New Product s 208
11-6 Product Life Cycles 210
14 Retailing 254
12 Services and Nonprofit 14-1 The Importance of Ret ailing 255
14-2 Types of Retailers and Retail Operations 255
Organization Marketing 214 14-3 The RiseofNonstore Retailing 258
12-1 The Importance of Services 215 14-4 Retail Operations Models 261
12-2 How Services Differ from Goods 215 14-5 Executing a Retail Marketing Strategy 262
12-3 Service Quality 216 14-6 Retailing Decisions for Services 267
12-4 Marketing Mixes for Services 219 14-7 Addressing Retail Product/Service Failures 268
12-5 Relationship Marketing in Services 222 14-8 Retailer and Retail Customer Trends
12-6 Internal Marketing in Service Firms 223 and Advancements 268

VI CONTENTS

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 17-5 Sales Management 322

Part 5 17-6 Customer Relationship Management and the

Sales Process 325

PROMOTION AND
COMMUNICATION 18 Social Media
and Marketing 330
STRATEGIES 18-1 What Are Social Media? 331
18-2 Creating and Leveraging a Social Media Campaign 335
18-3 Evaluat ion and Measurement of Social Media 337
18-4 Social Behavior of Consumers 338
18-5 Social Media Tools: Consumer- and Corporate-
Generated Content 339
18-6 Social Media and Mobile Technology 344
18-7 The Social Media Plan 346

Part 6
15 Marketing PRICING DECISIONS
Communications 272
15-1 The Role of Promotion in the Marketing Mix 273
15-2 Marketing Communication 274
15-3 The Goals of Promotion 277
15-4 The Promotional Mix 278
15-5 Promot ional Goals and the AIDA Concept 282
15-6 Integrated Marketing Communications 285
15-7 Factors Affecting the Promotional Mix 286

16 Advertising, Public Relations,

and Sales Promotion 290
16-1 The Effects of Advert ising 291
19 Pricing Concepts 348
19-1 The Importance of Price 349
16-2 Major Types of Advertising 292 19-2 Pricing Objectives 350
16-3 Creative Decisions in Advertising 294 19-3 The Demand Determinant of Price 352
16-4 Media Decisions in Advert ising 297 19-4 The Power of Dynamic Pricing and Yield Management
16-5 Public Relations 304 Systems 353
16-6 Sales Promotion 307 19-5 The Cost Determinant of Price 355
19-6 Other Determinants of Price 357

17 Personal Selling and Sales 19-7 How to Set a Price on a Product 361

Management 312 19-8 The Legality of Price Strategy 363

17-1 The Sales Environment 313 19-9 Tactics for Fine-Tu ning the Base Price 364

17-2 Personal Sell ing 313 Endnotes 371

17-3 Relationship Selling 314 Index 387
17-4 Steps in the Selling Process 316 Tear-out cards
CONTENTS V II

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 ••••••
• ••
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After finishing this chapter go to PAGE 13for STUDY TOOLS e
a
'B
LEARNING OUTCOMES "
•
After studying thischapter, you will be able to ...
j
~
• Define the term marketing • Discuss the differences between sales and market orientations i
Cl) Describe four marketing management philosophies • Descnbe several reasons for studying marketing J
• WHAT IS MARKETING?
What does the term marketing mean to you? Many people think marketing means
personal selling. Others think it means advertising. Still others believe marketing
has to do with making products available in stores, arranging displays, and
maintaining inventories of products for future sales. Actually, marketing includes all
of these activities and more.

Marketing has hvo facets. First, it is a philosophy, an

atti tude, a pe rspective, or a manage rnent 01i e ntation "Marketing is too important to
that stresses customer satisfaction . Second, rnarketing is
an organization function and a set of processes used to be left only to the marketing
imple rnent this philosophy.
The A1ne rican Marke ting Association (AMA)'s department."
definition of rnarke ting focuses on the second facet. - DAVID PACKARD. COFOUNDER
According to the AMA, n1arkcting is the activity, se t
OF HEWLETT-PACKARD
of institutions, and processes fi:>r creating, con11nuni-
cating, delive ring, and exchanging offe rings that have
value for customers, clie nts, partners, and society at
large.1 of fully paid baby bonding tirne. Google also pro,~des
Marketing involves more than just activities per- $500 of "Baby Bonding Bucks" for eve ry ne,v pare nt to
formed by a group of people in a defined area or depart- use du1ing the first three rnonths of his or he r child's life.3
ment. In the ofte n-quoted \vords of David Packard, One desired outco,ne of 1narketing is an cxchang<-~
cofounder of He,vlett-Packard, "Marke ting is too people giving up sornething in o rde r to receive some-
irnportant to be left only to the rnarke ting depart- thing else they \VOuld rathe r have . Nonnally, ,ve
1n ent." Marketing entails processes that focus on deliv- think of money as tl1e medium of exchange. \.Ye "give
e ring v-alue and benefits to custome rs, not just selling up" 1noney to "get" the goods and se1vices ,ve \vant.
goods, se rvices, and/or ideas. It uses comn,unication, Exchange does not require money, ho\veve r. T,vo (or
distribution, and pricing strategies to provide custon,e rs JTH)re) people ,nay barte r or trade such ite,ns as baseball
and othe r stakeholde rs with the goods, se1vices, ideas, cards or oil paintings.
values, and benefits they desire \vhen and ,vhe re they An exchange can take place only if the foUo,ving five
,vant the1n. It involves building long-te nn, rnutually conditions exist:
re,varding relationships \vhen these be nefi t all parties
1. T he re n,ust be at least hvo parties.
concerned. Marketing also e ntails an unde rstanding
that organizations have rnany connected stake holder 2. Each party has something that ,night be of value to
"partners," including e n1ployees, suppliers, stockholde rs, tl1e other party.
distributors, and others. 3. Each party is capable of c.·omrnunication and delive ry.
Research sho\vS that 84 perce nt of consu1ners c.·on-
4. Each party is free to
sider ho,v con1panies treat theire n1ployees before deciding accept or reject the marketing the activity, set
,vhat to buy or ,vhere to shop.2 In 2016, Google cap- exchange offe r. of institutions, and processes for
tu red the nurnber-one position in Fortune's "100 Best creating, communicating, delivering,
Co,npanies to Work For" for the fifth year in a rO\v. The 5. Each party believes it is and exchanging offerings that
co,npany pays 100 percent of e1nployees' health care approp1iate o r desirable have value for customers, clients,
pre miu1ns, offers paid sabbaticals, and provides bocce to deal "~th the other partners, and society at large

courts, a bo,vling alley, and 25 cales-all for free. Google party.• exchange people giving
also rece ntly increased its pare ntal leave benefits. Ne,v Exchange ,vill not nec- up something in order to receive
something else they would
pare nts (including dads, dornestic partners, adoptive par- essarily take place even if
rather have
ents, and surrogate parents) no,v receive up to 12 \veeks al l these condi tions exist,

CHAPTER 1: An Overview of Marketing 3

Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202

Google offers many amenities to its employees, part of
the reason why, from 2012 to 2017, Fortune ranked it as
the best company to work for.
but they n,ust exist for exchange to be possible. For exam-
ple, suppose you place an advertisement in your local
ne\vspaper, stati ng that you r used auto,nobile is for sale at they p roduce has 1natched up ,vith customer e;-.~ctations.
a certain p1ice. Several people rnay call you to ask about
the car; so,ne rnay test-drive it; and one or rnore may even
make you an offer. All five conditions that are nec:-essary
for an exchange to occur exist in this scena1io. But unless
you reach an agreernent \vitl1 a buyer and actually sell tl1e
ca,~ an exchange will not take place.
Notice that marketing can occur even if an exchange
does not occur. In the exarnple just discussed, you ,vould
have engaged in 1narketing by advertising in the local
ne",spaper, even if no one bought your used autornobile.
• MARKETING MANAGEMENT
PHILOSOPHIES
F o ur co mpe ting philosophie s sb·o ng ly influe n ce
an org aniza tion~s ma1·ke ting p rocesses. These phi-
losophies are comrnon ly referred to as p roduction, sales,
market, and societal mar-
production orientation keting cnien tations.
a philosophy that focuseson the
internal capabilities of the firm
rather than on the desires and 1-2a Production
needs of the marketplace
Orientation
sales orientation
the belief that people will buy more A production orientation
goods and services if aggressive is a philosophy that focuses
sales techniques are used and that on the internal capabilities
high sales result in high profits
of the firrn ratl1er than on
4 PART ONE: The World of Marketing
Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
the desires and needs of the marketplace. A
prod uction 01ientation n,eans that 1nanage-
ment assesses its resources and asks these
questions: "'1.Yhat c:-an ,ve do best?" "'1.Yhat can
our e ngineers design?" 'What is easy to p ro-
duce, given our equipment?" In the case of
a service organizaticm, rnanagers ask, "'1.Yhat
services are rnost c:·onvenien t for the 6nn to
offer?" and "'1.Yhere do our talents lie?" The
] furniture industry is infarnous for its disre-
.!:! gard of customers and for its slo,v cycle tirnes .
•
i For exa1nple, most ti·aditional furniture stores
'i
(think Ashley or Haverty's) carry the srune
~ styles and v,uieties of fun'litui·e that they have
~ carried for rnru1y years. They al\va)'S produce
ru1d stock sofas, coffee tables, ru·m chairs, and
end tables for the living r(K)1n . ~1aster bed-
r(K)1n suites ahva)'S include at least a queen-
or king-siz.ed bed, rn•o dressers, and hvo side
tables. Regardless of ,vhat custo1ners ,nay
actually be looking for, this is ,vhat they ,vill 6nd at these
stores-and they have been so long-lived because ,vhat
This has always been a p roduction-oriented industry.
There is nothing ,vrong \vith assessing a finn's capa-
bilities; in fact, such assessments are major c:~>nsider-
ations in strategic marketing plru1ning (see Chap te r 2).
A production orientation can fall sho,t if it does not
consider ,vhether the goods and sen~ces that the flnn
produces rnost efficiently also rneet tl1e needs of the
1narketplace. On the other hand, sornetirnes ,vhat a flrm
can best produce is exactly " 'hat the marke t ,van ts. Apple
has a history of p roduction 01ientation, creating cornput-
e rs, oper'<1ting S)'Stems, and other gadgetry because it can
a nd hoping to sell the result. Sorne ite,ns have found a
waiting rnarket (early co,nputers, iPod, iPhone). Otl1er
products, like the Ne,vton, one of the first versions of a
personal digital assistant (PDA), \vere sin1ply flops.
In so,ne situations, as ,vhen con,petition is ,veak or
d e1nand exceeds supply, a production-oriented finn can
sun~ve and even prosper. ~1ore often, ho,vever, finns
tl1at succeed in competi tive 1narkets have a clear under-
standing that they must first de te nn ine what custo1ners
want and then produce it, rather tl1ru1 focus on \vhat
con,pany rnanagen,ent tl1inks shou ld be produced and
hope that the product is so,nething customers ,vant.
1-2b Sales Orientation
A sales orientation is based on tl1e belief tl1at people
,vill buy ,nore goods and sen~ces if aggress ive sales tech-
niques are used and that high sales result in high p roHts.

Lightning Does Not Strike
Twice
One of the dangers of a sales orientat ion is fai l-
ing to understand what is important t o t he firm's
cu stomers. When t hat occurs, sales-oriented firms
sometimes use aggressive incent ives to drive sales.
Fo r example, after Apple received complaint s about
t he $49 selling p rice of
'> , its Th underbolt cable,
the company reduced
the cable's p rice t o
$39 and introduced a
short er $29 version .
The compa ny hoped
to spark sales of the
o ptical dat a transfer
cable, compat ible only
wit h Apple's newest
line of computers and
5
laptops.
e
: "Josh Lowensohn. "Apple's Tlwndl!fbolt
? Cable Gets a Price Drop. Shocter Version;
~ CNET. Janua1y 9, 2013. http://news.CNET
i ·thunderbolt~a
.com/8301·13579_3·57563157-37/apples
I ble-g ets·a·price-drop
-shorter-version (accessed Janua1y 10,
-, 2015):
Not only are sales to the final buyer ernphasized, but
in te nnedia1i es are also e nG'(>uraged to push manufactu r-
e rs' products rnore aggressive ly. To sales-orie nted firms,
1narketing 1neans selling things and G'<:>llecting 1noney.
The funda,nental problen1 ,,~th a sales orientation, as
"~th a production 01ientation, is a lack of unde rstanding
of the need5 and \\>ants of the marke tplace. Sales-oriented
cornpanies often find that, despite the quality of their sales
force, they cannot G'<>nvince people to buy good5 or ser-
,~ces that are neithe r wanted nor needed.
1-2c Market Orientation
The n1arketing concept is a si1nple and intuitively
appeali ng philosophy that articulates a rnarket orienta-
tion. It states that the social and econo1nic justification
Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
for an o rganization's existe nce is the satisfac-
tion of custo1ner ,vants and needs ,vhile rneet-
ing organizational objectives. \~lhat a business
thinks it produces is not of pri1na1y impor-
tance to its success. Instead, ,vhat custo1ners
think they are buying-the pe rc..-eived value-
deHnes a business. The marke ting concept
includes the following:
• Focusing on custo1ner ,vants and needs
so that the organization can distinguish its
product(s) fron1 competitors' offerings
• Integrating all the o rganization's acti,~ties,
including production, to satis~, custome r
,van ts
• Achieving long-term goals for the or-
ganization by satisfying customer ,vants
and needs legally and responsibly
The recipe for sue,-cess is to develop a thor-
ough understanding of your custorners and
your cornpetition, your distinctive capabilities
that e nable your co,npany to execute plans on
the basis of this custome r unde rstanding, and
ho\v to deliver the d esired e>.-perience using
and in tegrating all of the resourG-es of the firm.
For exan1ple, Kellogg's recently introduced
Open for Breakfast, a forurn tl1e cornpany
uses to connect "~th G'<:>nsurners about \vhat
they are eati ng for breakfast. The prograrn is
also used to share stories about the foods the
company makes and its pledge to care for the
e n~ron1nent. 6
Firms that adopt and irnplernent the 1nar-
keting cone,-ept are said to be marke t o riented,
rneaning they assu1ne that a sale does not
d epend on an aggressive sales force but rather on a cus-
tomers decision to purchase a produe,-t. Achieving a marke t
01i entation involves obtain -
ing infonnation about cus-
marketing concept
to1ners, co,npetitors, and the idea that the social and
1narkets; exarnining the economic j ustification for an
infonnation from a total organization'sexistence is the
satisfaction of customer wants and
business perspective; dete r-
needs while meeting organizational
1nining fu:i, v to deliver supe- objectives
1ior custorner value; and
market orientation
implenienting actions to
a philosophy that assumes that a sale
provide value to custo1ners.
doesnot depend on an aggressive
Some firms are kno,vn sales force but rather on a customer's
for delive ring superior cus- decision to purchase a product; it
is synonymous with the marketing
torner v-alue and satisfac-
concept
tion. For exa1nple, in 2016,
CHAPTER 1: An Overview of Marketing 5
 J.D. Po,ver and Associates ranked Jaguar Audi
highest in custonier satisfaction ,vith dealer
service an1ong luxury auto1notive brands,
,vhile Buick ranked highest among mass-
1narket brands. 7 Rankings such as these,
as \veil as \vord-of-rnouth from satisHed
custoiners, drive additional sales for
these auto1notive Gx:>mpanies.
Understanding your co1npeti-
tive arena and competitors' sti·engths
and \veaknesses is a c1itical co1npo-
nent of a market 01ien tation. This
includes assessing ,vhat existing or
potential conipetitors intend to do
to1norro,v and ,vhat they are doing
today For exa1nple, specialty cloth-
ing stores such as A1nerican Apparel
have failed to reGx:>gnize o r suce,-essfully
respond to their fast-fashion conipeti-
tors. These competi tors-particularly
Zara and H&M--offer consu1ners up-
to-date fashions rnore quickly and at
1nore affo rdable p rices than traditional
re tailers can. Arne1ican Apparel has expe-
rienced increased debt and decreased
sales, resu lting in nu1nerous store closings
and a bankruptcy filing.8
1-2d Societal Marketing Orientation
The socie tal n1arke ting orien tation extends the mar-
keting cx:>ncept by ackno\vledging that sonie products that
custo1ners want ,nay not really be in their best interests
or the best interests of society as a ,vhole. This ph iloso-
phy states that an organization exists not only to satisfy
custo1ner ,vants and needs and to 1neet o rganizational
objectives but also to preserve or enhance individuals'
and society's long-tenn best interests. Marketing prod-
ucts and Gx:>ntainers that are less toxic than normal, are
1nore durable, contain reusable 1nate1ials, o r are 1nade of
recyclable 1nate1ials is consistent "~th a societal rnarket-
ing 01ientation. The AMA's deflnition of 1narke ting reGx:>g-
nizes the importance of a societal rnarketing 01ientation
by including "society at large" as one of the G'(>nstituencies
for ,vhich 1narketing seeks
societal marketing to provide v-alue.
orientation the idea that an Although the societal
organization exists not only to satisfy
customer wants and needs and
marke ting concept has
to meet organizational objectives been discussed for more
but also to preserve or enhance than 30 years, it <lid not
individuals' and society's long-term receive "~despread sup-
best interests
port until the early 2000s.
6 PART ONE: The World of Marketing
Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
Concerns such as clirnate change, the
depleting of the ozone layer, fuel shortages,
pollution, and health issues have caused
consu1ners and legislators to become 1nore
a,vare of the need for companies and Gx:>n-
SUlners to adopt measui·es that Gx:>nserve
/ resources and cause less darnage to the
environrnent.9
(l)head& In the past 10 years, corporate respon-
shoulders• ll-d•ll41n,N ........
sibility has evolved fron1 a nice-to-have silo
to a fundrunental strategic p rio1ity. Today,
companies of all sorts are spuning change
across a broad r'<Lnge of issues including
. classic clean
"""' clirnate change, education, and poverty.
1'1any have also 1nade a con1mitmen t to
eli1ninate \vaste and reuse valuable mate1i-
als \\~thin their o,vn \valls.
For example, Procter & Garnble has
begun rnaking the \VOrld's 6rst recyclable
sha1npoo bottle from up to 25 percent
recycled beach plastic. The brand P&G
~ launched this initiative \vith, Head &
J
~
Shoulders, is the United States' leading
J sharnp<:>O brand in sales. The Gx:>1npany also
J announced plans to use recycled plastic
"
~
i. in all of its European hair care brands in
.$ 2018. This plan \vou ld result in 2,600 tons
of recycled plastic being used to rnake half
a billion sha1np<:>O bottles every year.10
1-2e Who Is in Charge?
The Internet and the "~despread use of social rnedia have
accelerated the shift in po,ver from rnru1ufacturers and
retailers to consumers and business users. This shift began
\vhen custo,ners began using books, electronics, and the
Inten1et to access infonr1ation, goods, and services. Cus-
to,ners use thei r "~despread kno,vledge to shop sma1te1~
leading executives sucll as former Procter & Gan1ble CEO
A. G. Laffey to conclude that "the customer is boss.""
Founder ofWalrna,t and Srun's Club, Sam \.Yalton, echoed
this sentirnen t ,vhen he rep<ntedly once said, "There is only
one boss. The custonie r. And he can fi re everybody in the
Gx:>mpany frorn the chai nnan on do,vn, si,nply by spending
his n1oney some,vhere else."'~ The follo,ving quotation,
attributed to everyone, from L. L. Bean founder, Leon
Leon,vo<><.i Bean, to Nlal1atma Gandhi, has been a guid-
ing business ptinciple for 1nore thru1 70 years: "A cus-
to,ner i5 the most important visitor on our preniises. He
is not dependent on us. \.Ye are dependent on hin1. He is
not an interruption in our work. He is the purpose of it.
He is not an outsider in our business. He is pa1t of it.
vVe are not doing him a favor by serving hirn. He is doing
us a favor by giving us an oppo1tunity to do so."13 And
as Inte111et use and rnobile devices becorne increasingly
pe1vasive, that (.,'<)ntrol ,viii continue to gro,v. This rneans
that <X>mpanies n1ust create strategy frorn the outside in
by offe1ing distinet and co1npelling custoiner value. 1' This
can be aCL'<)rnplished only by carefully studying custorners
and using d eep rnarket insights to infonn and guide com-
panies' outside-in vie\v.15
• DIFFERENCES BETWEENSALES
AND MARKET ORIENTATIONS
T h e diffe1·e n ce s be h veen sale s an d marke t orie n-
tations a re s ubstan tial. The hvo <nientations can be
co1npared in terms of Hve characte ristics: the o rganiza-
tion's focus, the Hrm's business, those to whorn the p rod-
uct is directed, the finn's p1irnary goal, and the tools used
to achieve the organization's goals.
1-3a The Organization's Focus
Pe rsonnel in sales-oriented Hnns tend to be i1l\vard look-
ing, focusing on selling ,vhat the organization 1nakes
rather than rnal<ing ,vhat the rnarke t ,vants. Many of the
histo ric sources of G'<)rnpetitive advantage-technology,
innovation, econo,n ies of scale-allowed G'<)rnpanies to
foeus their efforts in te rnally and p rosper. Today, 1nany
successfiil firrns de1ive their (.,'<)rnpetitive adv-antage frorn
an external, marke t-oriented focus. A rnarket <nientation
has helped companies such as Zappos.corn and Bob's
Red Mill Natural Foods outperfonn their cornpetitors.
T hese co1npanies pu t custorners at the G-enter of their
business in ,va)'S nu>st co1npanies do poorly or not at all.
CUSTOMER VALUE The relationship behveen beneH ts
and the sacri6ce necessary to obtain those benefits is
kno,vn as c ustome r value. Customer value is not sirn-
ply a 1natter of high quality. A high-quality p roduct that
is available on ly at a high p1ice will not be perceived as
a good value, nor ,vill bare-bones service o r low-quality
goods selling for a lo\v price. Price is a cornponen t of
value (a $4,000 handbag is perceived as being 1nore lux1J-
rious and of lugher quality than one selling for $100), but
k1,v p1ice is not the sarne as good v-alue. Instead, custon1-
e rs value goods and services that are of the quality they
expect and that are sold at prices they are ,villing to pay.
Value can be used to sell a Mercedes-Benz as \veil as
a Tyson frozen cllicken dinner. In other ,vord5, value is
something that shoppers of all markets and at all inG'<)me
levels look for. Lo,ver-inco1ne oc:1nsu1ners are price sensi-
tive, so they 1nay respond positively to special offers and
generic brands. L<>w-inG'<:>1ne G'Onsurners \vho are both
paid and shop by the day 1nay respond to re duced packag-
ing sizes that lo\ver the cost per u1lit \vhile sti ll offe1ing
quality and value for the rnoney. 16 Conversely, higher-
inG'<)rne custorners rnay value-and be \\,iJJing to pay for-
high-quality prod ucts and superior custorner se,vice.
Shake Shack is a fast-casual bu rger restaurant that tar-
gets people \vho care about ho,v their food tastes and
where it comes frorn. The con1pany sells its burgers for
higher-than-average prices, but it uses hu1nanely raised,
antibiotic- and hormone-free meat that is ground fresh
from full rnuscle cuts instead of scraps. Tllis meat is
shipped fresh-not frozen-to all of Shake Shack's loc-a-
tions. Fu,ther, the company pledges not to use genetically
n1odiHedorganisrns (GMOs) in its ha,nburger buns. Shake
Shack's supe,ior sen~ce. ,vhich founder Danny Meyer
calls "enligh tened hospitality," places a major ernphasis on
the happiness of its e,nployees and customers. This ser-
vice philosophy is based on the beliefthat,vhi te-tablecloth
service is not just for expensive restaurants. 17

CUSTOMER SATISFACTION
T he customers' evaluation
of a good or sen~ce in terms
of ,vhether that good or
service has 1net their needs
Shake Shack appeals to higher-income and expectations is called
c us to m e r satisfaction.
customers, with high-quality products and
superior customer service. Failure to meet needs
and expectations resul ts
CHAPTER 1: An Overview of Marketing
customer value the
relationship between benefits and
the sacrifice necessary to obtain
those benefits
customer satisfaction
customers' evaluation of a good or
service in terms of whether it has
met their needs and expectations
7

Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
 in c:lissatisfaction "~th the g<>od or service. Some c<>rn-
panies, in their passi<>n t<> drive d<>,vn costs, have
darnaged their relati<>nships "~th cust<>rners. Bank of
America, Comcast, Dish Netw<>rk, and AT&T are exa1n -
ples <>f c<>1npanies ,vhere executives lost track <>f the deli -
cate balance bel:\veen efficiency and sen~ce. 18 Finns that
have a reputati<>n for d elive1ing high levels of customer
satisfacti<>n do thi ngs differently from their conipe titors.
Top 1nanagement is <>bsessed "~th customer satisfaction,
and employees throughout the o rganization understand
the link bel:\veen their job and satisfied cus torners.
The culture <>f the <>rganizati<>n is to focus <>n d elighting
cust<>1ners rather than on selling pr<>ducts.
Corning back fr<>m custon,er 1:lissatisfaction can
be tough, but there are some key ,va)'S that cornpa-
nies begin to imp rove customer satisfaction. Forrester
Research clisc<>vered that ,vhen c<>rnpanies experience
gains in the Hrrn's Custon,er Ex-perience Index (CxPi),
they have irnplemented <>ne of l:\vo 1najor changes.
MARKETERS INTERESTED IN CUSTOMER VALUE ...
. . . understand that they need to provide a superior
user experience that goes beyond the basic product
or service offering. An increasing number of global
brands are hoping to generate long -term customer
loyalty by creating deeper engagement through
unique user experiences. Some examples:
Under Armour purchased fitness apps MyFitness-
Pal and MapMyFitness, wh ich allow users to book
fitness classes directly through the apps. The
company knows that the more people exercise, the
more likely they are to buy workout apparel. Under
Armour has also introduced a smart running shoe
that connects workout data to the MapMyRun app
and informs the wearer when he or she needs to buy
a new pair of shoes.
Mothercare, a UK retailer of baby equipment, clot h·
ing, and toys, is attempting to build a community
among its customers. The init iative, launching with
the slogan "Welcome to the Club;' will offer cust omer
experiences like new mother meet-ups, sessions for
expectant parents, and a personal shopping service.
Online biogs and communit ies will post digital con·
tent and information for parents.
Starbucks wants to ma ke the customer experience
as easy and as comfortable as possible. For example,
the company installed LCD screens that let cus-
tomers know what song is playing as they wait for
their drinks. Starbucks also built wireless charging
8 PART ONE: The World of Marketing
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Aetna, a 1naj<>r health insu rance pr<>,~de r, executed the
Hrst type <>f change-changing its decentralized, pa1t-
tin1e cust<>1ner sen~L'e group into a full-tirne, central-
ized customer service tea1n. Aetna's CxPi score rose six
p<>ints in <>ne year. T he seL'(>nd type <>f change involves
<>ffe,ing custorners ,vhat they need. I n 2016, tl1e banking
industi)''S Arnerican Custon,er Satisfaction Index scores
increased more than 5 percent. Satisf)~ng bank custorn-
e rs involves rn<>re personalized sen~ce and lower fees.20
BUILDING RELATIONSHIPS Attracting ne,v custom-
e rs to a business is only the beginning. The best G~)rn-
panies ,~ew ne,v-eustomer atti·action as the launching
p<>in t for developing and enhancing a l<>ng-terrn re la-
tionship. C<>1npanies can expand 1narket share in three
ways: atti·acting ne,v custon,ers, increasing business ,vith
existing customers, and retaining current custorners.
Building relationships "~tl1 existing customers directly
addresses hvo of the tl1ree p<>ssibilities and inclirectly
addresses tl1e other.
rings into tables, and the company's loyalty pro-
gram, My Starbucks Rewards, is a pioneer of mobile
payments. Most recently, Starbucks introduced
a system whereby customers can use the GPS on
their phones to locate a nearby store, order drinks,
an d pay for them so they are ready to go when the
customers arrive.
~ Disney World Hotels in Florida launched a contact·
less wristband called MagicBan d that guests can use
as room keys, park tickets, credit cards (to purchase
food and souvenirs), and to upload professional
photos to thei r accounts. The company also has a
portal on its website where visitors can plan their
trips and share that data with their in dividual
MagicBan ds. ••
 Relationship marke tin g is a strategy that focuses
on keeping and improving re lationships with current
customers. It assu1nes that rnany consun,ers and busi-
ness custome rs prefer to have an ongoing relationship
"~th one organization rathe r than S\\~tch continually
arnong provide rs in their search for value. Activision, a
leading publishe r of the An,e rican video ga1ne rnarket,
engages in relationship marketing by providing contin-
ued service to its garners. For exarnple, Activision moni -
tors social media conversations that are relevant to its
products, and follo,vs up on those c.,~:>nversations.21 This
long-te nn focus on custon,er needs is a halln,ark of re la-
tionship rnarke ting.
Most succ.,-essful re lationship 1narke ting strategies Thanks to Costco's high pay, generous
depend on custo1ner-oriented pe rsonnel, effective train - benefits, and trust in its employees, the
ing programs, e n,ployees ,vith the authority to 1nake company's retention rate is 94 percent-
decisions and solve problerns, and tea1n,vork. significantly higher than that of its
competitors.
Customer-Oriented Personnel For an organization
to be focused on building relationships "~th custome rs,
e1nployees' attitudes and actions 1nust be custorner 01i -
ented. An employee may be the only c.,~:in tact a particular re lationship bui lding. Sales stall' at the Container Store
custome r has "~th the finn . In that custorner's eyes, the reG-eive 1nore than 240 hours of training and generous
employee is the finn . Any person, depart1ne nt, or divi - benefits compared to an industry average of 8 hours of
sion that is not custorner 01iented ,veakens the positive training and 1nodest benefits.
image of the e ntire organization. For exa1nple, a pote ntial
custo1n e r ,vho is greeted discx>urteously rnay ,ve il assurne Empowerment In addition to tt·aining, ,nany n1arket-
that the employee's attitude represents the ,vhole fi nn. 01i ente d finns are giving employees more authority to
Custome r-orien ted personnel corne from an orga- solve customer proble1ns on the spot. The tenn used to
nizational cul ture that supports its people. Costco d escribe this delegation of authority is cmpo ,vc1,ncn t.
believes that treating e mployees ,ve il con tributes to Ernployees develop o,V11ership attitudes ,vhen they are
good custorner service. The cornpany not only pays its treated like part-o,V11ers of the business and are e;,,11CCted
ernployees ,ve ll at $22 pe r hou r, it also provides thern to act tl1e patt. These e1nployees 1nru1age the1nselves, are
"~th gene rous beneHts including fu ll health and de n- nu:>re likely to ,vork hard, acc.,~:iunt for their o,vn pe1for-
tal coverage (even to its part-ti1ne employees); a 40l (k) 1nance and that of the company, and take p111de nt risks to
"~th stock options afte r a year; liberal vacation ti me; and build a stronger business and sustain the cornpany's success.
family leave. En,ployees are also given a great deal of In order to empc:i,ver its ,vorkers, the Ritz-Carlton chain of
responsibility, ,vhich translates into higher rnotivation. ltL,111y hote ls developed a set of 12 "Sen~ce Values" guide-
The cornpany's retention rate for e mployees ,vho have lines. These b1i el: easy-t<>-understand guidelines include
been there a year is 94 percent-signiHcan tly higher state1nents such as "I a,n e1npc:i,vered to create unique,
than that of its competitors.22 n,emorable and personal e;,,-pe,i enoes for our guests" and
Sorne con,panies, such as Coca-Cola, Delta Air Lines, "I o,V11 and in,mediately resolve guest problems." The 12
He rshey, Kellogg, Nautilus, and Sears, have appointed SeMce Values are printed
chief custo ,n e r offic.,-ers (CCOs). These custon,er advo- on cards disttibuted to e m-
relationship marketing
cates provide an executive voice for custo ,n ers and ployees, and each day a par- a strategy that focuses on keeping
report directly to the CEO. Their responsibilities include ticulru· value is discussed at and improving relationships with
length in Rit-,:-Carlton tearn current customers
ensu ring that tl1e con,pany main tains a customer-centtic
cu lture and that all company e1nployees re main focused 1neetings. E1nployees talk empowerment delegation
on de live ring custo ,n e r value. about ,vhat the value n,eans of authority to solve customers'
to thern and offe r exa1nples problems quickly-usually by the
The Role of Training Leading 1narketers recognize first person the customer notifies
of ho,v the value c.-an be put
regarding a problem
the role of en,ployee training in custorner seMce and into practic.,-e that day.2:1

CHAPTER 1: An Overview of Marketing 9

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 Teamwork ~1any organizations that are frequently noted
for delive1ing supe1ior custo1ner value and provicling high
leveL5 of customer satisfaction, such as South,vest Airlines
and \.Yalt Disney World, assign ernployees to tearns and
teach the1n tearn-building skilL5. Tcatn \vork entails col-
laborative effo1ts of people to acc.'()rnplish co1nmon objec-
tives. Job performance, co1npany perfonnance, product
value, and customer satisfaction all in1prove ,vhen people
in the sa1ne department or ,vork group begin supporting
and assisting each otl1er and e1nphaSize C.'(>c:>peration instead
of c.·ornpetition. Pe ,fonnance i5 also enhanced ,vhen cross-
functional teruns align tl1eir jobs ,,~th custon,er needs. For
exarnple, if a tearn of telec.·orn1nunications se1vic.-e represen-
tatives i5 \VOrking to i1nprove inte raction ,,~th customers,
back-office people such as C.'(llnpute r techniciru1s or training
personnel cru1 beco,ne prut of tl1e team, \~th the ulti1nate
goal of delive1i ng superior custorner value and satisfaction.
1-3b The Firm's Business
A sales-oriented firm defines its business (or rnission)
in terrns of goods and sen~ces. A market-Clliented finn
defines its business in te nns of the benefits its custcllners
seek. Peop le ,vho spend their n,oney, tirne, and e nergy
e>.1">eet to rec.-eive benefits, not just good5 and services.
This distinction has enonnous in1plications. For example,
Microsoft's original 1n ission ,vas "A C.'Omputer on every desk
and in every ho1ne," ,vhich is prod uct centered. Its current,
benefit-oriented rnissicm iS ''To ernpo,ver eve1y person
and every organization on the planet to achieve rnore."24
AnS\ve ,ing the question "\.Yhat is this finn's business?" in
tenns of tl1e benefits custon,ers seek, instead of goods ru1d
services, offers at least three i1npo1t ant advantages:
• It e nsures that the finn keeps focusing on customers
and avoid5 bec.~:>ming preoccupied \~tl1 goods, seMces,
or tl1e organization's in te rnal needs.
• It e ncou rages innovation and creativity by re1ninding
people that there are 1nany ,vays to satisf)• customer
\\'lints.
• It stin,ulates an a\\>areness of changes in custorner desires
ru1d preferences so tl1at product offerings are n,ore likely
to re1nain relevant.
B,itannica had estimated revenues of $650 1nillion and a
\VOrld"~de sales force of 7,500. Just five years later, afte r
tl11·ee consecutive years of losses, the sales force had col-
lapsed to as fe\v as 280 representatives. Ho,v did tl1is
respected company sin k so lo\v? Britannica 1nanagers
sa,v that con,petitors \vere beginning to use CD-ROMs
to store huge masses of infonnation but chose to ignore
tl1e ne,v cornputer technology as well as an offe r to team
up ,~th Microsoft. In 2012, the company announced
tl1at it ,vould stop p rinting its na,nesake books and
instead focus on selling its reference ,vorks to subsc1ib-
e rs tl11·ough its ,vebsi te and apps for tablets and s1na1t-
p hones.= ·-
Ha,~ng a 1narket o rientation and a focus on cus-
ton,er wants does not 1nean offering custo1ners
everythi ng they ,vant. It is not possible, for exarnple,
to profi tably n,anufacture and rnarket au to ,nobi le tires
tl1at \~U last fo r 100,000 rni les for $25. Furtl1ermore,
custome rs' preferences must be mediated by sound
professional judgrnent as to ho,v to delive r the be nefits
tl1ey seek. Consumers have a lin,ite d set of e>.'P e riences.
T hey are unlike ly to request ru1ytlling beyond tl1ose
e>.-perie nces because they are not a\vare of be nefits they
,nay gain fron, otl1er pote ntial offerings. For example,
before the Inte111e t, 1nany people thought that shopping
for so,ne products \vas boring and tin,e-consuming bu t
could not e>.'P ress their need for e lectronic shopping.

Because of the li1nited way it de fines its business, a

sales-oiiente d finn ofte n ,nisses opportunities to serve An emphasis on cooperation over
custo,ners ,vhose \van ts can be met through a ,~de competition can help a company's
range of product offerings performance improve. That is why many
teamwork collaborative efforts instead of through spe-
of people to accomplish common
companies have moved to using teams to
cific p roducts. For exa1n- get jobs done.
obj ectives
p le, in 1989, 220-year-old

1Q PART ONE: The World of Marketing

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1-3c Those to Whom the Product
Is Directed
A sales-01iented organization targets its products at
"everybody" or "the average custon,er." A market-
oriented organization aims at specific groups of people.
The fallacy of developing products directed at the aver-
age user is that relatively fe,v average users actually exist.
Typically, populations are characterized by diversity. An
average is simply a midpoin t in son,e set of character-
istics. Because n,ost potential customers are not "aver-
age," they are not likely to be attracted to an average
product ,narketed to the average custo1ner. Consider
the ,narket for sha,np<>O as one si1nple exarnple. There
are shan,poos for oily hair, dry hai r, and dandn)ff. Sorne
shan,poos re1nove the gray o r color hair. Special sha1n-
poos are rnarke ted for infants and elderly people. There
are even sharnp<>OS for people ,vith average or nonnal
hair (,vhatever that is), but this is a fairly s1nall portion of
the total marke t for sha,np<>O.
A market-<niented o rganization recognizes that dif:
ferent custon,er groups,vant different features or benefit5.
It 1nay therefore need to develop dillerent goods, selVices,
and pro,notional appeals. A 1narket-orien ted organization
carefu lly analyzes the market and divides it into groups of
people ,vho are fairly silnilar in tenns of selected charac-
te,istics. Then the organization develops 1narketing pro-
grams that ,viii b1ing abou t mutually sati.5f)~ng exchanges
"~th one or n,ore of those groups. For exarnple, the
116-year-old department store chain Nord5tro,n has
inti·oduced initiatives to atb·act n,illennial shoppers, who
l:)11ically avoid departrnent stores. These include the1ned
pop-up shops, shop-in-shops featuling n~v fashion
designers, and Nike G'Oncept shops.26
CUSTOMER RELATIONSHIP MANAGEMENT Be-
yond kno,ving to ,vhom they are directing their products
or sen~ces, companies n,ust also d evelop a deeper under-
standing of their custorners. One ,vay of doing this is
through c1.1sto1ner relationshiJJ managernent. Customer
r e la tionship management (CRJ\·I) is a company-
"~de business strategy designed to optimize profitability,
revenue, and custon,er satisfaction by focusing on highly
defined and precise custon,er groups. This is ae,-co1n -
plished by organizing the cornpany around customer
segrnents, establishing and tracking custorner interac-
tions ,vith the G'<>mpany, fosteling custorner-satisf)~ng
behaviors, and linking all processes of the con,pany
fron, its custorners through its suppliers. The difference
behveen CRM and traditional 1nass 1narketing can be
co1npared to shooting a rifle versus a shotgun. Instead
Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
of scatteling messages far and ,vide across the specti111n
of mass media (the shotgun app roach), CRM 1narketers
no,v are homing in on ,vays to effectively G'<)rn1nunicate
,vith each customer (the rifle approach).
Companies that adopt CRM systerns are alrnost
ahvays rnarket 01iented, custo,nizing product and selVice
ofle1ings based on data generated through in teractions
behveen the custorner and the cornpany. This strategy
transe,-ends all functional areas of the business, producing
an inte111al syste1n where all of the cornpany's decisions
and actions are a direct resul t of custo1ner in fonnation.
\-Ve ,vii] exan,ine specific applications of CRM in several
chapters throughout this book.
The e1nergence of o n-de mand m a rketing iS tak-
ing CR1'1 to a ne,v level. As technology evolves and
beG'<:>mes more sophistic.-ated, consun,er e>.11ectations
of their decision- and buying-related e>.-pe1iences have
risen. Consurners (1) ,vant to interact any,vhere, anyti ine;
(2) ,vant to do ne,v things ,vith varied kinds of infonna-
tion in ,vays that create value; (3) e>.-pect data stored
about then, to be targeted specifically to their needs or
to personalize their ex11eriences; and (4) e>.11ect all inter-
actions ,vith a G'<>mpany to be easy. In response to these
e>.-pectations, cornpanies are developing ne,v ,vays to
integrate and personalize each stage of a custorner's deci-
sion journey, ,vhich in turn should increase relationship-
related beha,~ors. On-demand rnarketi ng d elivers rele-
van t ex-pe1iences throughout the consu1ner's decision and
buying process that are integrated across both physical
and vi1tual en,~ron1ne nts. Trends such as the gro",th of
n,obile conneGtivil:)•, better-designed ,vebsites, ine>.11en-
sive G'<:>rnn,unication through technology, and advances
in handling big data have allowed co1npanies to start
d esigning on-demand 1narketing prograrns that appeal to
G'<>nsu,ners. For on-d ernand 1narketing to be successful,
G'<)rnpanies must d eliver high-quality ex-pe1i ences across
all touch points ,vith the custorner, including sales, ser-
vice, product use, and rnarketing.
Many rnore con,panies
are ofle1ing on-demand customer relat ionship
services. For example, management (CRM) a
I nstacart ,viii deliver g ro- company-wide business strategy
designed to optimize profitability,
celies to a custon,er's door,
revenue, and customer satisfaction
l:)'Pically ,vithin an hour of by focusing on highly defined and
orde iing. 1'1any restau rant precise customer groups
chains are no,v a part of
on -demand marketing
online service GrubHub, delivering relevant experiences,
which allo,vs customers to integrated across both physical and
l:)'Pe in their zip G'Odes, pick virtual environments, throughout
the consumer's decision and
a restauran t, and order
buying process
items for d elivery-all
CHAPTER 1: An Overview of Marketing 11
 "~th<>ut leaving the GrubHub ,vebsite. Uber and Lyft
provide on-dernand transpo1tation by connecting cus-
to1ners to drivers using their o,vn cars- a service that
Uber has leveraged int<> a GrubHub co1npetit<>r called
Uber Eats.27

1-3d The Firm's Primary Goal

A sales-orien ted organizati<>n seeks to achieve profitabil-
ity through sales volu1ne and tries t<> con,~nce p<>tential
customers to buy, even if the seller k-no,vs that the cus-
to1ner and product are rnisrnatched. Sales-<>riented orga-
nizations place a higher pre1nium <>n making a sale than
<>n devel<>ping a l<>ng-tenn relati<>nship ,vith a cust<>mer.
In contrast, the ultin1ate g<>al of rn<>st market-<>riented
<>rganizations is to rnake a pr<>fit by creating customer
value, pr<>viding customer satisfaction, and building
long-tenn relati<>nships ,vith custo1ners. The exception
is s<>-called nonpr<>fit <>rganizations that exist t<> achieve
g<>als <>ther than pr<>fits. Nonpr<>fit <>rganizati<>ns can and
should ad<>pt a 1narket 01ien tati<>n. Nonpr<>fit organiza-
tion marketing is e;-.11l<>red further in Chapter 12.

1-3e Tools the Organization Uses

to Achieve Its Goals
Sales-01iented organizations seek to generate sales v<>l-
ume thr<>ugh intensive promoti<>nal activities, rnainly per-
s<>nal selling and adve1tising. In <X>nti·ast, rnarket-<:>riented
<>rganizati<>ns rec<>gnize that prom<>tion decisions are only
<>ne <>f f<>ur basic rnarketing n1ix decisi<>ns that 1nust be
made: pr<>duc-1 decisions, place (<>r distiibuti<>n) decisions,
pr<>moti<>n decisi<>ns, and pticing decisi<>ns. A market-
<>riented organizati<>n reG~:>gnizes that each of these fou1·
components is imp<>rtant. Furthermore, rnarket-<:>riented
<>rganizati<>ns reG'Ognize that 1narketing is n<>t just a respon-
sibility of the n1arketing departrnent. Interfunctional
coordinati<>n rneans that skills and res<>urces thr<>ughout
the organization are needed t<> create, co1nmunicate, and
deliver superi<>r cust<>mer se1vice and value.
1-3f A Word of Caution
This o<>mpaiis<>n of sales and 1nai·ket <>rientati<>ns is not
1neant to belittle the role <>f pn:>rn<>ti<>n, especially pers<>nal
selling, in the rnarketing rnix. Pr<>1notion iS the n1eans by
,vhich organizations com1nunicate ,vith present and pro-
spective custon1ers ab<>ut the me1its and chai·acte1istics of
their organization and products. Effective promotion i~ an
essential part <>f effective n1arketing. Salespeople ,vh<> ,v<>rk
for 1narket-(Hiented <>rganizati<>ns ai·e generally perceived
by their cust<>rners to be proble1n solvers and in1po1tant
12 PART ONE: The World of Marketing
Using the correct tools for the job will
help an organization achieve its goals.
Marketing tools for success are covered
throughout this book.
links to supply s<>u rces and ne,v products. Chapter 18
exarnines the nature of pers<>nal selling in n1<>re detai l.
• WHY STUDY MARKETING?
No,v that you unde1·stand the meaning of the term
111arketi11g, ,vhy it is important to adopt a 1nar ket-
ing orientation, and ho,v organizations hnple1nent
this philosophy, you 1nay be asking, "\'Vhat's in it for
me?" 01· "Why should I study mar keting?" These
are important questi<>ns ,vhether you are n1aj<>ring in a
business field <>ther than marketing (such as acc<>unt-
ing, finance, or managen1en t inf<>nnati<>n systems) <>r a
n<>nbusiness field (such as j<>urnalisrn, educati<>n, <>r ag1i-
culture). There are several in1po1tan t reas<>ns t<> study
1narketing: Marketing plays an in1po1tan t r<>le in s<>ciety,
1narketing is i1np<Htant to businesses, rnarketing offers

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<>utstandjng career <>pp<>rhJnities, and rnarketing affects
y<>ur life eve1y day.
1-4a Marketing Plays an Important
Role in Society
The t<>tal p<>pulati<>n <>f the United States exceeds
324 milli<>n pe<>ple.28 Think ab<>ut h<>,v 1nany transacti<>ns
are needed each day t<> feed, cl<>the, and shelter a p<>pula-
ti<>n <>f trus size. The nu1nber is huge. And yet it all ,v<>rks
quite ,vell, paitly because the ,veU-devel<>ped U.S. eco-
n<>mic system efficiently distributes tl1e <>utput of fanns
and fact<>1ies. The average Arne1ican eats alrn<>st 2,000
pounds of f<>od a yeai·.29 Marketing rnakes f<><>d a,,ailable
\\•hen ,ve ,vant it, in desired quantities, at ac:.,cessible l<>ca-
ti<>ns, and in sanitaiy and convenient packages and fonns
(sucll a5 instant and frozen foods).
1-4b Marketing Is Important to Businesses
The funda1nental objectives <>f n,ost businesses are su r-
,~val, profits, and gro,vth. 1'1arketing c:.~intiibutes directly
t<> achieving these objectives. l\1arketing includes tl1e
f<>llo,~ng acti~ties, ,vhich are ~ta! to business organi-
zati<>ns: assess ing the ,vants and satisfactions of present
and potential custo,ners, designing and rnanaging pr<>d-
uct <>fferings, deterrnining p1ices and pricing policies,
developing 1.listributi<>n sti·ategies, and com1nunicating
"~th presen t and potential custorners.
All businesspe<>ple, regardless of specializati<>n or
area <>f resp<>nsibility, need t<> be fa,niliar "~th the tenni-
n<>logy and fundarnentals of ac<..~>unting, finance, rnanage-
1nen t, and ,narketing. Pe<>ple in all business areas need to
be able to c:.~irnmunicate "~tl1 specialists in otl1er area5.
Fu1tllenn<>re, marketing is n<>t just a j<>b d<>ne by people
in a rnarketing departrnent. Marketing is a part of the j<>b
<>f everyone in tl1e organizaticm. Therefore, a basic under-
standing of marketing is in,portant t<> all businesspe<>ple.
1-4c Marketing Offers Outstanding
Career Opportunities
Behveen one-fourth and one-third <>f the entire civil-
ian ,vorkf<>rce in the United States performs rnarketing
acti~ties. Marketing offers great career <>pporrunities in
Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
such areas a5 professional selling, rnarketing research,
advertising, retail buying, <hstributi<>n rnanage1nent,
product rnanage1nen t, product devel<>p1nen t, and ,vh<>le-
saling. l\•larketing career <>ppo1tunities als<> exist in a
va1iety of nonbusiness organizations, including hospitals,
n,useums, universities, the anned f<>rces, and va1i<>us
govern1nen t and social seMce agencies.
1-4d Marketing in Everyday Life
Marketing plays a maj<>r r<>le in y<>ur eve1yday life. You
participate in tl1e 1narketing process as a consu1ner <>f
go<>ds and services. Ab<>ut hall' <>f every d<>llar y<>u spend
pays for marketing costs, such a5 marketing research,
product development, packaging, ti·ansportati<>n, stor-
age, adve1t ising, and sales e>.-penses. By devel<>ping a
better understanchng <>f 1narketing, you ,viii become a
better-infonned c:.·onsurner. You ,vii] better understand
tl1e buying pr<>cess and be able to negotiate rn<>re effec-
tively ,~th sellers. l'vl<>re<>ver, you "~II be better prepared
to demand satisfaction \\•hen the goods and services you
buy d<> n<>t n,eet the standards pr<>mised by the rnanu-
factJJrer <>r the 1narketer.
STUDY1
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LOCATED AT BACK OF THE TEXTBOOK
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LOCATED AT WWW.CENGAGEBRAIN.COM
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CHAPTER 1: An Overview of Marketing 13
 • I

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PROFIT

After finishing this chapter go to PAGE 29 for STUDY TOOLS

LEARNINGOUTCOMES
After studying thischapter, you will be able to ...

• Understand the importance of strategic planning
G) Define strategic business units (SBUs)
G) Identify strategic alternatives and know a basic outline for a
marketing plan
• Develop an appropriate business mission statement
• Describe the components of a situation analysis
• Identify sources of competitive advantage
• Explain the criteria for stating good marketing objectives
G) Discuss target market strategies
• Descnbe the elements of the marketing mix
• Explain why implemen tation, evaluation, and control of the
marketing plan are necessary
C, Identify several techniques that help make strategic
planning effective

•• • •
Copyright 2019 Cengage Learnang. A Rights Reserved May not be copied, scanned or duplicated,. whokl or n part. WCN 02·200-202
• THE NATURE OF STRATEGIC PLANNING
Strategic planning is the managerial process of creating and maintaining
a fit between the organization's objectives and resources and the evolving market
opportunities. The goal of strategic planning is long-run profitability and growth.
Thus, strategic decisions require long-term commitments of resources.

A strategic e rro r can threaten a firm's survival. On the

other hand, a good sti·ategic plan can help protect and "There are a lot of great ideas
gro,v the finn's resources. For instance, if the March
of Di1nes had decided to focus only on fighting polio, that have come and gone
the organization ,vould no longer exist because polio
is "~dely vie\\•ed as a <X>nquered clisease. The 1'1arch in [the digital advertising]
of Di1nes survived by rnaking the strategic decis ion to industry. Implementation
s,~tch to figh ting birth defects.
Strategic 1narketing rnanagernent addresses hvo many times is more important
questions: (1) \¥hat is the organization's 1nain acth~ty at
a particular time? (2) How ,~ll it reach its goals? Here than the actual idea."
are sorne exarnples of strategic decisions: - DAVID MOORE. CEO
• Furniture retai ler West Elin ,vanted to sustain gro,vth OF 24/7 REAL MEDIA
"~thout opening too many ne,v stores. T hinking out-
side the box, the <X>lnpany decided to launch a chain
of boutique hotels that it ,vould design, furnish, and
marke t. Pa1tner DDK, a management and develop-
Kraft salad dressing, probably ,ffil not have a big impact
ment co1npany, ,vould operate the hotels, bu t the on the long-run profitability of the company.
inte1iors ,vould be all \Vest Elrn. Guests, of <..~:>urse,
could pu rchase the room fu111iture and decor online. 1
• In 2016, \.Yalmart decided to close its s1nall-fonnat • STRATEGIC BUSINESS UNITS
\¥al1na1t Ex-press locations. These stores were de-
signed to target geographical areas that its larger La rge co1npan ies 1nay 1na n age a numbe r o f very
stores cou ld not, such as urban cen ters. Profitability diffe1·e nt businesses, calle d s b·atcgic bus iness
proved a challenge at these locations because they units (SB Us). Each SBU has its own rate of re turn on in-
,vere not big enough to sell higher-rnargin products vestment, gro,vth potential, an d associated risks, and
like appliances and apparel. 2 requires its o,vn strategies and funding. When prop-
• Starbucks recently decided to end its "Evenings" pro- erly created, an SBU has the follo,ving characteristics:
gra1n, during ,vhich it offers beer and ,vine at 1nore • A distinct mission and a specific target 1narket
than 400 Starbucks locations. Launched in 2010, the • Control over its resou rces
Evenings program ,vas designed to help increase
• Its o,vn cornpetitors
traffic at nigh t, ,vhen dernand for coffee typically de- strategic planning the
creases. However, Starbucks determined that the pro- • A single business or a managerial process of creating
gra1n si1nply did not deliver tl1e resu lts it ,van ted. T he collection of related and maintaining a fit between
businesses the organization'sobjectives and
con1pany decided to add ne,v rnenu iten1s to increase
resources and the evolving market
sales during lunch instead.3 • Plans independen t of opportunities
All these decisions have affected or "~l affect each tl1e other SBUs in the
strategic business unit
organization's long-run course, its allocation of resources, total organization. (SBU) a subgroup of a single
and ultin1ately its financial success. In c.~:>ntrast, an oper- In theory, an SBU business or collection of related
businesses within the larger
ating decision, such as changing the package design for should have its o,vn re-
organization
Post Grape-Nuts cereal or altering the s,veetness of a sources for handling basic

CHAPTER 2: Strategic Planning for Competitive Advantage 15

Copyright 2019 Cengage learning. All Right:s Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02·200·202
 business functi<>ns: accounting, enginee1ing,
EXHIBIT 2.1 ANSOFF'S OPPORTUNITY MATRIX
manufactu1ing, and rnarketing. In practice,
Present Product New Product
h<>weve1~ because <>f con,pany b11diti<>n,
manage1nent phil<>sophy, and producti<>n Present Market Market Penetration Product Development
and 1:listributi<>n econ<>mies, SBUs so1ne- Starbucks sells more coffee to Starbucks develops powdered
customers who register their instant coffee called Via.
times share 1nanufachuing facilities, distii- reloadable Starbucks cards.
buti<>n channels, and even top ,nanagers.
New Market Market Development Diversification
Starbucks opens stores in Brazil Starbucks launches Hear Music
and Chile. and buys Ethos Water.
• STRATEGIC ....~~~~~~~~~~~~~~~~-

ALTERNATIVES
• Market development Market development means
Several tools are available that a c.·o mpany, or SBU, attracting ne,v cust<>rners to existing products. Ide-
can use to 1nanage the strategic direction of its ally, ne,v uses for <>Id pr<>ducts stirnulate additi<>nal
portfolio of businesses. Three of the 1n<>st C(>n1monly sales a1n<>ng existing customers ,vhile also b1inging
used t<K:>ls are Ans<>ffs strategic opp<:>rhJnity rnabix, in ne,v buyers. McDonald's, f<>r exa1nple, ha5 <>pened
the B<>ston C<>nsulting Group 1n<>del, and the General restaurants in Russia, China, and Italy and is eagerly
EleGt1ic nu:xlel. Selecting ,vhich strategic alternative expanding into Easten1 European countries. In the
t<> pursue depend5 on which <>f t\v(> philos<>phies a n<>np r<>fit arena, the gr<>,ving en,phasis on continuing
cornpany maintains about ,vhen t<> e;-.11ect profits-tight educati<>n and executive developn,ent by c<>lleges and
a,v,1y or after increasing ,narket share. In the l<>ng run, universities is a market <level<>prnent strategy.
,narket share and profitability are C:.'01npatible goals. F<>r • P1·oduct development: A product development
exa1nple, Amazon l<>st hundi·eds of n,illions <>f dollars its strategy entails the creation of ne,v products for pres-
first fe,v years by <>fle1ing deep disc<>unts (>11 bo<>k5 and ent rnarkets. In 2016, Abb<>tt Lab<>ratories inb·<>duced
movies. T<Klay, Amazon ha5 a strong and l<>yal custorner a ne,v line of healthy snack5called Curate Bars to con,-
base, particularly arn<>ng its Ptime rnen,bers. The plement its Ensure and Glucerna 1neal -replacernent
cornpany's current sti"lltegy is t<> charge the l<>,vest <>nline lines and its Sin,ilac infant fonnula line. These bars fea-
p1ices for just a selection <>f pr<>ducts and to charge the ture unique flavors, 1ich te;-.wres, and healthy ingredi-
sarne or rn<>re than other retailers f<>r the rest. This practice ents t<> appeal t<> the growing health-0:>nscious 1narket.6
has increased <>verall pr<>fitability fi:>r the c<>rnpany.'
• Diversification: Diver sification is a strategy <>fin-
crea5ing sales by intr<>ducing ne,v pr<>ducts in to ne,v
2-3a Ansoff's Strategic Opportunity Matrix
One 1neth<>d f<>r devel<>ping al ternatives is Ansoff's
strategic <>pportunity mat,ix (see Exhibi t 2.1), ,vhich
matches pr<><lucts ,vith al~~y
1, , , , h f , • • '
markets. Finns can ex- m
market penetration pl<>re these f<>ur <>ptions:
a marketing strategy that tries
to increase market share among • Mar ket penetration: A
existing customers firrn using the 1narkct
market development
pcneb·ation alternative
a marketing st rategy that entails ,v<>uld try t<> increa5e
attracting new customers to existing 1narket share arn<>ng ex-
products isting custo1ners. Fast-
product development f<>o<l giant ~1cD<>nald's
a marketing st rategy that entails the inb·1i<luced aU day Bre-ak-
creation of new products for present fast in 2015 in an at-
markets
Television personality Brody Jenner serves
tempt to encou rage its up some Egg McMuffins at the 2016
diversification a strategy of breakfast-loving cust<>1n - Daytona 500 in honor of McDonald's new
increasing sales by introducing new
ers to ,~sit the restau- all day Breakfast.
products into new markets
ran t n1<>re <>ften.5
16 PART ONE: The World of Marketing

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Another random document with
no related content on Scribd:
abençerrajes, por donde les
leuantaron que ellos con otros
diez caualleros de su linaje se
auian conjurado de matar al Rey y
diuidir el reyno entre si, por
uengarse de la injuria alli reçibida.
Esta conjuraçion, ora fuesse
uerdadera, o que ya fuesse falsa,
fue descubierta antes que se
pusiesse en execuçion, y fueron
presos y cortadas las cabeças a
todos, antes que uiniesse a
notiçia del pueblo, el qual sin
duda se alçara, no consintiendo
en esta justiçia. Lleuandolos pues
a iustiçiar, era cosa estrañissima
uer los llantos de los unos, las
endechas de los otros, que de
conpassion de estos caualleros
por toda la çiudad se hazian.
Todos corrian al Rey,
comprauanle la misericordia con
grandes summas de oro y plata,
mas la seueridad fue tanta, que
no dio lugar a la clemençia. Y
como esto el pueblo uio, los
començo a llorar de nueuo;
llorauan los caualleros con quien
solian acompañarse, llorauan las
damas, a quien seruian; lloraua
toda la çiudad la honra y
autoridad que tales çiudadadanos
le dauan. Las bozes y alaridos
eran tantos que paresçian
hundirse. El Rey que a todas
estas lagrimas y sentimiento
çerraua los oydos, mandó que se
executasse la sentençia, y de
todo aquel linaje no quedó
hombre que no fuesse degollado
aquel dia, saluo mi padre y un tio
mio, los quales se halló que no
auian sido en esta conjuraçion.
Resultó más deste miserable
caso, derriballes las casas,
apregonallos el Rey por
traydores, confiscalles sus
heredades y tierras, y que ningun
abençerraje más pudiesse biuir
en Granada, saluo mi padre y mi
tio, con condiçion que si tuuiessen
hijos, a los uarones embiassen
luego en nasçiendo a criar fuera
de la çiudad, para que nunca
boluiessen a ella; y que si fuessen
henbras, que siendo de edad, las
casassen fuera del reyno.
Quando el Alcayde oyo el estraño
cuento de Abindarraez y las
palabras con que se quexaua de
su desdicha, no pudo tener sus
lagrimas, que con ellas no
mostrasse el sentimiento que de
tan desastrado caso deuia
sentirse. Y boluiendose al moro,
le dixo: Por çierto, Abindarraez, tú
tienes grandissima occasion de
sentir la gran cayda de tu linaje,
del qual yo no puedo creer que se
pusiesseen hazer tan grande
trayçion, y quando otra prueua no
tuuiesse, sino proçeder della un
honbre tan señalado como tú,
bastaria para yo creer que no
podria caber en ellos maldad.
Esta opinion que tienes de mí,
respondio el moro, Alá te la
pague, y él es testigo que la que
generalmente se tiene de la
bondad de mis passados, es essa
misma. Pues como yo nasçiesse
al mundo con la misma uentura
de los mios, me embiaron (por no
quebrar el edicto del Rey) a criar
a una fortaleza que fue de
christianos, llamada Cartama,
encomendandome al Alcayde
della, con quien mi padre tenía
antigua amistad, hombre de gran
calidad en el reyno, y de
grandissima uerdad y riqueza: y la
mayor que tenia era una hija, la
qual es el mayor bien que yo en
esta uida tengo. Y Alá me la quite
si yo en algun tiempo tuuiere sin
ella otra cosa que me dé
contento. Con esta me crié desde
niño, porque tambien ella lo era,
debaxo de un engaño, el qual era
pensar que eramos ambos
hermanos, porque como tales nos
tratauamos y por tales nos
teniamos, y su padre como a sus
hijos nos criaua. El amor que yo
tenia a la hermosa Xarifa (que
assi se llama esta señora que lo
es de mi libertad) no sería muy
grande si yo supiesse dezillo;
basta auerme traydo a tienpo que
mil uidas diera por gozar de su
uista solo vn momento. Yua
cresçiendo la edad, pero mucho
más cresçia el amor, y tanto que
ya paresçia de otro metal que no
de parentesco. Acuerdome que
un dia estando Xarifa en la huerta
de los jazmines conponiendo su
hermosa cabeça, mirela
espantado de su gran hermosura,
no sé cómo me peso de que
fuesse mi hermana. Y no
aguardando más, fueme a ella, y
con los braços abiertos, ansi
como me uio, me salió a reçebir, y
sentandome en la fuente iunto a
ella, me dixo: Hermano, ¿cómo
me dexaste tanto tienpo sola? Yo
le respondia: Señora mia, gran
rato ha que os busco: y nunca
hallé quien me dixesse do
estauades hasta que mi coraçon
me lo dixo: mas dezidme agora,
¿qué çertedad teneys uos de que
somos hermanos? Yo no otra
(dixo ella) más del grande amor
que os tengo, y uer que hermanos
nos llaman todos y que mi padre
nos trata a los dos como a hijos.
Y si no fueramos hermanos (dixe
yo) quisierades me tanto? ¿No
ueys (dixo ella) que a no lo ser, no
nos dexarian andar siempre
juntos y solos, como nos dexan?
Pues si este bien nos auian de
quitar (dixe yo) más uale el que
me tengo. Entonces encendiosele
el hermoso rostro, y me dixo:
¿Qué pierdes tu en que seamos
hermanos? Pierdo a mi y a uos
(dixe yo). No te entiendo (dixo
ella), mas a mí paresçeme que
ser hermanos nos obliga a
amarnos naturalmente. A mí (dixe
yo) sola uuestra hermosura me
obliga á quereros, que esta
hermandad antes me resfria
algunas uezes; y con esto
abaxando mis ojos de empacho
de lo que dixe, uila en las aguas
de la fuente tan al proprio como
ella era, de suerte que a do quiera
que boluia la cabeça, hallaua su
ymagen y trasunto, y la uia
uerdadera transladada en mis
entrañas. Dezia yo entonçes entre
mí: Si me ahogassen aora en esta
fuente a do ueo a mi señora,
quánto más desculpado moriria
yo que Narciso; y si ella me
amasse como yo la amo, qué
dichoso sería yo. Y si la fortuna
permitiesse biuir siempre juntos,
qué sabrosa uida sería la mia!
Estas palabras dezia yo a mi
mesmo, y pesárame que otro me
las oyera. Y diziendo esto
lebanteme, y boluiendo las manos
hazia vnos jazmines, de que
aquella fuente estaua rodeada,
mezclandolos con arrayanes hize
vna hermosa guirnalda, y
poniendomela sobre mi cabeça,
me bolui coronado y vençido;
entonçes ella puso los ojos en mí
más dulçemente al pareçer, y
quitandome la guirnalda la puso
sobre su cabeça, pareçiendo en
aquel punto más hermosa que
Venus, y boluiendo el rostro hazia
mí, me dixo: ¿Qué te pareçe de
mí, Abindarraez? Yo la dixe:
Pareçeme que acabays de vençer
a todo el mundo, y que os
coronan por reyna y señora dél.
Leuantandose me tomó de la
mano, diciendome: Si esso fuera,
hermano, no perdierades uos
nada. Yo sin la responder la segui
hasta que salimos de la huerta.
De ahi algunos dias, ya que al
crudo amor le pareçio que
tardaua mucho en acabar de
darme el desengaño de lo que
pensaua que auia de ser de mí, y
el tiempo queriendo descubrir la
çelada, venimos a saber que el
parentesco entre nosotros era
ninguno, y asi quedó la afiçion en
su verdadero punto. Todo mi
contentamiento estaua en ella: mi
alma tan cortada a medida de la
suya, que todo lo que en su rostro
no auia, me pareçia feo,
escusado y sin prouecho en el
mundo. Ya a este tiempo,
nuestros pasatiempos eran muy
diferentes de los pasados: ya la
mirava con reçelo de ser sentido:
ya tenia zelo del sol que la
tocaba, y aun mirandome con el
mismo contento que hasta alli me
auia mirado, a mí no me lo
pareçia, porque la desconfianza
propia es la cosa más çierta en vn
coraçon enamorado. Suçedio que
estando ella vn dia junto a la clara
fuente de los jazmines, yo llegué,
y comenzando a hablar con ella
no me pareçio que su habla y
contenencia se conformaua con lo
pasado. Rogome que cantasse,
porque era vna cosa que ella
muchas vezes holgaua de oyr: y
estaua yo aquella ora tan
desconfiado de mí que no creí
que me mandaua cantar porque
holgase de oyrme, sino por
entretenerme en aquello, de
manera que me faltase tiempo
para deçille mi mal. Yo que no
estudiaua en otra cosa, sino en
hazer lo que mi señora Xarifa
mandaua, comenze en lengua
arabiga a cantar esta cançion, en
la qual la di a entender toda la
crueldad que della sospechaua:

Si hebras de oro son

vuestros cabellos,
a cuia sombra estan los claros
ojos,
dos soles cuyo çielo es
vuestra frente;
faltó rubí para hazer la boca,
faltó el christal para el
hermoso cuello,
faltó diamante para el blanco
pecho.
Bien es el coraçon qual es
el pecho,
pues flecha de metal de los
cabellos,
iamas os haze que boluays el
cuello,
ni que deis contento con los
ojos:
pues esperad vn sí de aquella
boca
de quien miró jamas con leda
frente.
¿Hay más hermosa y
desabrida frente
para tan duro y tan hermoso
pecho?
¿Hay tan diuina y tan airada
boca?
¿tan ricos y auarientos ay
cabellos?
¿quién vio crueles tan serenos
ojos
y tan sin mouimiento el dulce
cuello?
El crudo amor me tiene el
lazo al cuello,
mudada y sin color la triste
frente,
muy cerca de cerrarse estan
mis ojos:
el coraçon se mueue acá en el
pecho,
medroso y erizado está el
cabello,
y nunca oyó palabra desa
boca.
O más hermosa y más
perfecta boca
 que yo sabré dezir: o liso
cuello,
o rayos de aquel sol que no
cabellos,
o christalina cara, o bella
frente,
o blanco ygual y diamantino
pecho,
¿quando he de uer clemencia
en esos ojos?
Ya siento el nó en el boluer
los ojos,
oid si afirma pues la dulce
boca,
mirad si está en su ser el duro
pecho,
y cómo acá y allá menea el
cuello,
sentid el ceño en la hermosa
frente;
pues ¿qué podre esperar de
los cabellos?
Si saben dezir no el cuello y
pecho,
si niega ya la frente y los
cabellos,
¿los ojos qué haran y hermosa
boca?

Pudieron tanto estas palabras que

siendo ayudadas del amor de
aquella a quien se dezian, yo ui
derramar vnas lagrimas que me
enternecieron el alma, de manera
que no sabre dezir si fue maior el
contento de uer tan uerdadero
testimonio del amor de mi señora
o la pena que reçibi de la ocasion
de derramallas. Y llamandome me
hizo sentar junto a si, y me
comenzo a hablar desta manera:
Abindarraez, si el amor a que
estoy obligada (despues que me
satisfize de tu pensamiento) es
pequeño o de manera que no
pueda acauarse con la uida, yo
espero que antes que dejemos
solo el lugar donde estamos, mis
palabras te lo den a entender. No
te quiero poner culpa de lo que
las desconfianzas te hazen sentir,
porque sé que es tan çierta cosa
tenellas que no ay en amor cosa
que más lo sea. Mas para
remedio de esto y de la tristeza,
que yo tenía en uerme en algun
tiempo apartada de tí; de oy más
te puedes tener por tan Señor de
mi libertad, como lo serás no
queriendo rehusar el vinculo de
matrimonio, lo qual ante todas
cosas impide mi honestidad y el
grande amor que tengo. Yo que
estas palabras oi, haçiendomelas
esperar amor muy de otra
manera, fue tanta mi alegria que
sino fue hincar los hinojos en
tierra besandole sus hermosas
manos, no supe hazer otra cosa.
Debajo de esta palabra viví
algunos dias con maior
contentamiento del que yo aora
sabre dezir: quiso la ventura
envidiosa de nuestra alegre vida
quitarnos este dulce y alegre
contentamiento, y fue desta
manera: que el Rey de Granada
por mejorar en cargo al Alcayde
de Cartama, embiole a mandar
que luego dexasse la fortaleza, y
se fuesse en Coyn, que es aquel
lugar frontero del uuestro, y me
dexasse a mí en Cartama en
poder del Alcayde que alli
viniesse. Sabida esta tan
desastrada nueua por mi señora y
por mí, juzgad vos si en algun
tiempo fuesses enamorado, lo
que podriamos sentir.
Juntamonos en un lugar secreto a
llorar nuestra perdida y
apartamiento. Yo la llamaua
señora mia, mi bien solo, y otros
diuersos nombres quel amor me
mostraua. Deziale llorando:
apartandose nuestra hermosura
de mi, ¿tendreys alguna uez
memoria deste uuestro captiuo?
Aqui las lagrimas y sospiros
atajauan las palabras, y yo
esforçandome para dezir más,
dezia algunas razones turbadas,
de que no me acuerdo: porque mi
señora lleuó mi memoria tras si.
¿Pues quién podra dezir lo que mi
señora sentía deste apartamiento,
y lo que a mi hazian sentir las
lagrimas que por esta causa
derramaua? Palabras me dixo ella
entonçes que la menor dellas
bastaua para dar en qué entender
al sentimiento toda la uida. Y no
te las quiero dezir (ualeroso
Alcayde), porque si tu pecho no
ha sido tocado de amor, te
paresçerían impossibles; y si lo
ha sido, ueriades que quien las
oyesse, no podra quedar con la
uida. Baste que el fin dellas fue
dezirme que en auiendo occasion,
o por enfermedad de su padre, o
ausençia, ella me embiaria a
llamar para que vuiesse effecto lo
que entre nos dos fue conçertado.
Con esta promessa mi coraçon se
assossego algo, y besé las
manos por la merçed que me
prometia. Ellos se partieron luego
otro dia, yo me quedé como quien
camina por vnas asperas y
fragosas montañas, y
passandosele el sol, queda en
muy escuras tinieblas: començe a
sentir su ausençia asperamente,
buscando todos los falsos
remedios contra ella. Miraua las
uentanas donde se solia poner, la
camara en que dormia, el jardin
donde reposaua y tenía la siesta,
las aguas donde se bañaua,
andaua todas sus estancias, y en
todas ellas hallaua vna cierta
representaçion de mis fatigas.
Verdad es que la esperança que
ma dio de llamarme me sostenia,
y con ella engañaua parte de mis
trabajos. Y aunque algunas uezes
de uer tanto dilatar mi desseo, me
causaua más pena, y holgara de
que me dexaran del todo
desesperado, porque la
desesperacion fatiga hasta que se
tiene por cierta, mas la esperança
hasta que se cumple, el desseo.
Quiso mi buena suerte que oy por
la mañana mi señora me cumplio
su palabra, embiandome, a
llamar, con vna criada suya, de
quien como de sí fiaua, porque su
padre era partido para Granada,
llamado del Rey, para dar buelta
luego. Yo resusçitado con esta
improuisa y dichosa nueua,
aperçibime luego para caminar. Y
dexando venir la noche por salir
más secreto y encubierto,
puseme en el habito que me
encontraste el más gallardo que
pude, por mejor mostrar a mi
señora la vfania y alegria de mi
coraçon. Por çierto no creyera yo
que bastaran dos caualleros
juntos a tenerme campo, porque
traya a mi señora comigo, y si tú
me vençiste no fue por esfuerço,
que no fue possible, sino que mi
suerte tan corta o la
determinaçion del çielo, quiso
atajarme tan supremo bien. Pues
considera agora en el fin de mis
palabras el bien que perdi y el mal
que posseo. Yo yua de Cartama a
Coyn breue jornada, aunque el
desseo la alargaua mucho, el más
vfano abencerraje que nunca se
uio, yua llamado de mi señora, a
uer a mi señora, a gozar de mi
señora. Veo me agora herido,
captiuo y en poder de aquel que
no sé lo que hará de mí: y lo que
más siento es que el término y
coyuntura de mi bien se acabó
esta noche. Dexame pues,
christiano, consolar entre mis
sospiros. Dexame desahogar mi
lastimado pecho, regando mis
ojos con lagrimas, y no juzgues
esto a flaqueza, que fuera harto
mayor tener animo para poder
suffrir (sin hazer lo que hago) en
tan desastrado y riguroso trançe.
Al alma le llegaron al ualeroso
Naruaez las palabras del moro, y
no poco espanto reçibio del
estraño sucçesso de sus amores.
Y paresçiendole que para su
negoçio, ninguna cosa podia
dañar más que la dilaçion, le dixo
a Abindarraez: quiero que ueas
que puede más mi uirtud que tu
mala fortuna, y si me prometes de
boluer a mi prision dentro del
terçero dia, yo te dare libertad
para que sigas tu començado
camino, porque me pesaria
atajarte tan buena empresa. El
abençerraje que aquesto oyó
quiso echarse a sus pies, y dixole:
Alcayde de Alora, si vos hazeys
esso, a mi dareys la vida, y uos
aureys hecho la mayor gentileza
de coraçon que nunca nadie hizo:
de mí tomad la seguridad que
quisieredes por lo que me pedis,
que yo cumplire con uos lo que
assentare. Entonces Rodrigo de
Naruaez llamó a sus compañeros,
y dixoles: Señores, fiad de mí
este prisionero, que yo salgo por
fiador de su rescate. Ellos dixeron
que ordenasse a su noluntad de
todo, que de lo que él hiziesse
serian muy contentos. Luego el
Alcayde tomando la mano
derecha a Abençerraje, le dixo:
Vos prometeys como cauallero de
uenir a mi castillo de Alora, a ser
mi prisionero dentro del terçero
dia? El le dixo: sí prometo: pues
yd con la buena uentura; y si para
nuestro camino teneys
neçessidad de mi persona, o de
otra cosa alguna, tambien se
hará. El moro se lo agradesçio
mucho, y tomó vn cauallo quel
Alcayde le dió, porque el suyo
quedó de la refriega passada
herido, y ya yua muy cansado y
fatigado de la mucha sangre que
con el trabajo del camino le salia.
Y buelta la rienda se fue camino
de Coyn a mucha priessa.
Rodrigo de Naruaez y sus
compañeros se boluieron a Alora,
hablando en la valentia y buenas
maneras del abençerraje. No
tardó mucho el moro, segun la
priessa que lleuaua, en llegar a la
fortaleza de Coyn, donde yendose
derecho como le era mandado, la
rodeó toda, hasta que halló una
puerta falsa que en ella auia: y
con toda su priessa y gana de
entrar por ella, se detuuo un poco
alli hasta reconosçer todo el
campo por uer si auia de qué
guardarse: y ya que uio todo
sossegado tocó con el cuento de
la lança a la puerta, porque
aquella era la señal que le auia
dado la dueña que le fue a llamar;
luego ella misma le abrio, y le
dixo: Señor mio, uuestra tardança
nos ha puesto en gran sobresalto,
mi señora ha gran rato que os
espera, apeaos y subid a donde
ella está. El se apeó de su
cauallo, y le puso en un lugar
secreto que allí halló, y arrimando
la lança a una pared con su
adarga y çimitarra, lleuandole la
dueña por la mano, lo mas passo
que pudieron, por no ser
conosçidos de la gente del
castillo, se subieron por una
escalera hasta el aposento de la
hermosa Xarifa. Ella que auia
sentido ya su uenida, con la
mayor alegria del mundo lo salió a
reçebir, y ambos con mucho
regozijo y sobresalto se
abraçaron sin hablarse palabra
del sobrado contentamiento,
hasta que ya tornaron en si. Y ella
le dixo: ¿En qué os aueys
detenido, señor mio, tanto que
uuestra mucha tardança me ha
puesto en grande fatiga y
confusion? Señora mia (dixo él)
uos sabeys bien que por mi
negligencia no aurá sido, mas no
siempre sucçeden las cosas
como hombre dessea, assi que si
me he tardado, bien podeys creer
que no ha sido más en mi mano.
Ella atajandole su platica, le tomó
por la mano, y metiendole en un
rico aposento se sentaron sobre
una cama que en él auia, y le
dixo: He querido, Abindarraez,
que ueays en qué manera
cumplen las captiuas de amor sus
palabras, porque desde el dia que
uos la di por prenda de mi
coraçon, he buscado aparejos
para quitarosla. Yo os mandé
uenir a este castillo para que
seays mi prisionero como yo lo
soy uuestra. He os traydo aqui
para hazeros señor de mi y de la
hazienda de mi padre, debaxo de
nombre de esposo, que de otra
manera ni mi estado, ni uuestra
lealtad lo consentiria. Bien sé yo
que esto será contra la uoluntad
de mi padre, que como no tiene
conosçimiento de uuestro ualor
tanto como yo, quisiera darme
marido más rico, más yo uuestra
persona y el conosçimiento que
tendreys con ella tengo por la
mayor riqueza del mundo. Y
diziendo esto baxó la cabeça,
mostrando vn çierto y nueuo
empacho de auerse descubierto y
declarado tanto. El moro la tomó
en sus braços, y besandole
muchas uezes las manos, por la
merçed que le hazia, dixole:
Señora de mi alma, en pago de
tanto bien como me offreçeys no
tengo qué daros de nueuo,
porque todo soy uuestro, solo os
doy esta prenda en señal, que os
reçibo por mi señora y esposa: y
con esto podeys perder el
empacho y verguença que
cobrastes quando uos me
reçebistes a mi. Ella hizo lo
mismo, y con esto se acostaron
en su cama, donde con la nueua
experiençia ençendieron el fuego
de sus coraçones. En aquella
empresa passaron muy amorosas
palabras y obras que son más
para contemplaçion que no para
escriptura. Al moro estando en
tan gran alegria, subitamente vino
vn muy profundo pensamiento, y
dexando lleuarse del, parose muy
triste, tanto que la hermosa Xarifa
lo sentio, y de uer tan subita
nouedad, quedó muy turbada. Y
estando attenta, sintiole dar vn
muy profundo y aquexado
sospiro, reboluiendo el cuerpo a
todas partes. No podiendo la
dama suffrir tan grande offensa de
su hermosura y lealtad,
paresçiendo que en aquello se
offendia grandemente,
leuantandose un poco sobre la
cama, con voz alegre y
sossegada, aunque algo turbada,
le dixo: ¿Qué es esto,
Abindarraez? paresçe que te has
entristeçido con mi alegria, y yo te
oy sospirar, y dar solloços
reboluiendo el coraçon y cuerpo a
muchas partes. Pues si yo soy
todo tu bien y contentamiento,
cómo no me has dicho por quién
sospiras, y si no lo soy, porqué
me engañaste? si as hallado en
mi persona alguna falta de menor
gusto que imaginauas, pon los
ojos en mi uoluntad que basta
encubrir muchas. Si sirues otra
dama dime quien es para que yo
la sirua, y si tienes otra fatiga de
que yo no soy offendida, dimela,
que yo morire o te sacaré della. Y
trauando dél con un impetu y
fuerça de amor le boluio. El
entonces confuso y auergonçado
de lo que auia hecho,
paresçiendole que no declararse
sería darle occasion de gran
sospecha, con un apassionado
sospiro le dixo: Esperança mía, si
yo no os quisiera más que a mí,
no uniera hecho semejante
sentimiento, porque el pensar,
que comigo traya, suffriera con
buen animo, quando yua por mi
solo, más aora que me obliga a
apartarme de uos, no tengo
fuerças para sufrillo, y porque no
esteys más suspensa sin auer
porqué, quiero deziros lo que
passa. Y luego le conto todo su
hecho, sin que la faltasse nada, y
en fin de sus razones le dixo con
hartas lagrimas: De suerte,
señora, que uuestro captiuo lo es
tambien del Alcayde de Alora; yo
no siento la pena de la prision,
que uos enseñastes a mi coraçon
a suffrir, mas biuir sin uos tendria
por la misma muerte. Y ansi
uereys que mis sospiros se
causan más de sobra de lealtad,
que de falta della. Y con esto, se
tornó a poner tan pensatiuo y
triste, como ante que començasse
a dezirlo. Ella entonçes con un
semblante alegre le dixo: No os
congoxeys, Abindarraez, que yo
tomo a mi cargo el remedio de
vuestra fatiga porque esto a mí
me toca, quanto mas que pues es
uerdad que qualquier prisionero
que aya dado la palabra de boluer
a la prision cumplira con embiar el
rescate que se le puede pedir,
ponelde uos mismo el nombre
que quisieredes, que yo tengo las
llaues de todos los cofres y
riquezas que mi padre tiene, y yo
las pondre todas en uuestro
poder, embiad de todo ello lo que
os paresçiere. Rodrigo de
Naruaez es buen cavallero y os
dió vna vez libertad, y le fiastes el