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FlatWorld 、

一一一一一一一一一二『、f 一一一一一一一一一一-
Chapter 11 Integrated Marketing Communications and Traditional Media Marketing 235
Integrated Marketing Communications (IMC) 235
The Promotion (Communication) Mix 239
Factors Influencing the Promotion Mix, Communication Process, and 241
Message Problems
Message Strategies 244
The Promotion Budget 250
Advertising and Direct Marketing 252
Public Relations, Sponsorships, and Product Placements 254
Sales Promotions 261
Discussion Questions and Activities 266
Endnotes 268

Chapter 12 Digital Marketing 269

Email Marketing and Search Engine Marketing 270

E-Commerce Marketing and M-Commerce (Mobile) Marketing 271
Social Media Marketing 274
Measuring the Effectiveness of Digital Marketing 278
Discussion Questions and Activities 281
Endnotes 282

Chapter 13 Professional Selling 283

The Role Professional Salespeople Play 283
Customer Relationships and Selling Strategies 289
Sales Metrics (Measures) 294
Ethics in Sales and Sales Management 299
Aligning Sales and Marketing 302
Outsourcing the Sales Function 307
Discussion Questions and Activities 309

Chapter 14 Customer Satisfactio口， Loyalty， and Empowerment 311

Customer Communities 311
Loyalty Management 316
Customer Satisfaction 321
Ethics, Laws, and Customer Empowerment 326
Discussion Questions and Activities 331
Endnotes 332

Chapter 15 Price, the On Iy Revenue Generator 333

The Pricing Framework and a Firm's Pricing Objectives 333
Factors That Affect Pricing Decisions 336
Pricing Strategies 340
Discussion Questions and Activities 347
Endnotes 348
Chapter 16 The Marketing Plan 349
Marketing Planning Roles 349
Functions of the Marketing Plan 351
Forecasting 360
Ongoing Marketing Planning and Evaluation 365
Discussion Questions and Activities 368
Endnotes 369

Index 371
 ou e u ors

JEFFTANNER
John F. (Jefi) Tanner Jr. , is Dean of the Strome College of Business, Old Dominion
University. He is an internationally recognized expert in sales and sales management.
He is the author or coauthor of fifteen books, including best -selling textbooks such
as Selling: Building Partnerships and several books for practitioners, most re-
cently Analytics & Dynamic Customer Strategy: Big Profits from Big Data. His books
have been translated into severallanguages and distributed in over thirty countries.
Dr. Tanner spent eight years in marketing and sales with Rockwell International
and Xerox Corporation. In 1988, he earned his PhD from the U niversity of Georgia and
joined the faculty at Baylor University, where he is now Professor Emeritus. Dr. Tanner
has taught executives and business students around the world, including in Colombia,
India, Mexico , Canada, France, Ireland, Australia, Malawi, and Trinidad.
In addition to writing and research , Dr. Tanner maintains an active consulting and
training practice. Recent clients include Teradata, Cabela's IBM, Gallery Furniture,
EM C, and others. He is the managing pa此ner of The Tanner Group , a marketing and
customer strategy consultancy, and he is a founder and a pa此ner in JK Tanner Inc. , an
investment firm.

Source: ODU, used with permission.

如1ARY ANNE RAY如10ND
Mary Anne Raymond is Professor of Marketing and Director of Corporate Relations
for the College of Business at Clemson University. Prior to joining the faculty at Clem-
son, she served on the faculty at American University in Washington , DC, as Interim
Director of the Graduate Marketing Program at Johns Hopkins University, and as an
invited Fulbright Professor of Marketing at Seoul National University in Seoul,
Korea. In addition to teaching marketing in Korea for two years, Dr. Raymond taught
in France and helped developed marketing programs in Spain, England, and Denmark.
Dr. Raymond received her PhD from the University of Georgia. She has extensive
industry experience doing strategic planning and acquisition analysis, marketing re-
search, and investment analysis for Holiday Inns, Inc.; Freeport Sulphur; and Howard,
We且， Labouisse, Friedrichs. Dr. Ra归口ond also does consulting, seminars , and market-
ing training for multinational companies, which have included organizations such as
Merit Communications in Seoul, Korea; the Conference Center and Inn at Clemson
University; and Sangyong Group.
Her research focuses on strategy in domestic and international markets, public
policy issues , and social marketing. Recently, she served as one of the Principal In-
vestigators for a grant with the Department of Defense focused on "Facilitating Neces-
sary Mental Health Treatment for Soldiers." Dr. Raymond has published over one hun-
dred papers appearing in journals such as the Journal of International Marketing, Inter-
national Marketing Review, the Journal of Advertising Research , the Journal of Advert-
ising, the Journal of Personal Selling and Sales Management, and the Journal of Public
Policy and Marketing. Dr. Ra严nond has received numerous teaching and research awards including the Professor of the Year Award
from Clemson University Panhellenic Association, the Undergraduate Teaching Excellence Award from the College ofBusiness and
Behavioral Science at Clemson three times , the Eli Lilly Faculty Excellence Awards for Outstanding Research and Outstanding
Teaching, the Eli Lilly Partnership Award, and recognition for Leadership in Student Development from the Dow Chemical
Company.
 C 。 e ents

The authors would like to thank the following reviewers for their feedback, which helped shape the third edition:
• Karen L. Ekstein, George Brown College
• Alan W. Jackson, Peru State College
• Dr. Bahram Mahdavian, California State University ofLos Angeles
• Ahmad Mohamed Assaad Mahmoud, Ain Shams University
• Patrick J. Donahue, Adjunct Instructor Northern New Mexico University
• E. L严ln Addison, Brewton-Parker College
• Kevin Logan, Anne Arundel Community College
The authors would like to thank the following reviewers for their feedback, which helped shape the second edition:
• Stephen M. Berry, Anne Arundel Community College
• Bob Conrad, Ph.D. , APR, Conrad Communications, LLC.
• Ted Lapekas , SUNY/Empire State College
• Donald G. Purdy, U niversity at Albany
• Elizabeth F. Purinton, Marist College
• Kelly Sell, Bucks County Community College
• Richard L. Sharman, Lone Star College-Montgomery
• Gary Tucker, Northwestern Oklahoma State University
• Gregory R. W ood, Canisius College
• Anne Zahradnik, Marist College
The authors would like to thank Camille Schuster for her input, examples, and feedback on 出e first edition chapters. The authors
would also like to thank the following colleagues who reviewed the first edition text and provided comprehensive feedback and sug-
gestions for improving the material:
• Christie Amaot, University ofNorth Carolina, Charlotte
• Andrew Baker, Georgia State University
• Jennifer Barr, The Richard Stockton College ofNew Jersey
• George Bernard, Seminole Community College
• Patrick Bishop, Ferris State University
• Donna Crane, Northern Kentucky U niversity
• Lawrence Duke, Drexel U niversity
• Ma巧 Ann Edwards, College of Mount St. Joseph
• Paulette Faggiano, Southern New Hampshire University
• Bob Farris, M t. San Antonio College
• Leisa Flynn, Florida State U niversity
• Renee Foster, Delta State University
• Alfredo Gomez, Broward College
• Jianwei Hou, Minnesota State U niversity, Mankato
• Craig Kelley, California State University, Sacramento
• Marilyn Liebrenz-Himes, George Washington U niversity
• Alicia Lupinacci, Tarrant County College
• JohnM山er， Pima Community College, Downtown
• Melissa Moore , Mississippi State U niversity
• Kathy Rathbone, Tri-County Communi可 College
• Michelle Reiss, Spalding University
• Tom Schmidt, S坦lpson College
• Richard Sharman, Lonestar College
ACKNOWLEDGMENTS 3

• Karen Stewart, The Richard Stockton College ofNew Jersey

• Victoria Szerko, Dominican College
• Robert Winsor, Loyola Marymount University
 rerace

The field of marketing is changing at a breakneck pace. Most other principles of marketing textbooks are doing their best to keep up
with changes, but often 也ey fall short. Although it' s been some time since our last revision, we believe th创 Princ伊les of Marketing
3.0 contains the most-up-to-date information on what's going on in the field of marketing today- as well as how to do it. For ex-
ample, Chapter 12, which is an entirely new chapter on digital marketing, encompasses how firms go about conducting eveη吨hing
from e-mail to search-engine and social media marketing, and how students can use these techniques if they own their own busi-
nesses or want to start one.
In addition to the new chapter on digital marketing, the following are some of the new cutting-edge topics in Princ伊les ofMa仁
keting 3.0 that you may want your students to learn about:
• The sharing economy
• A伍liate marketing
• Customer engagement
• Content marketing
• Online reputation management (ORM)
• Experiential marketing
• Search-engine optimization
• User-generated content
• Social media best practices
• Social media marketing in B2B markets
• Crowdfunding and crowdsourcing
• N ew Federal Trade Commission (FTC) guidelines about paid online reviews and "likes"
• Native advertising
• Big data
• Data brokers
• Predictive anal严ics
• The Internet ofThings (IoT)
As with the previous edition, we have updated the text to include new examples, videos, and illustrations that more reflect the latest
in how marketing actually gets done.
Last, but not least, the platform for our product allows us to update it continuously. If you have suggestions for new topics and
new examples, we would love to about hear them and incorporate them in an updated version of the text.
c _~ A _e 工E_ R ]
a S ar etln ?

What makes a business idea work? Does it only take money? Why are some products a huge success and similar
products a dismal failure? How was Apple, a computer company, able to create and launch the wildly successful
iPod , yet Microsoft's fi rst foray into MP3 players was a total disaster? If the size of the company and the money
behind a product's launch were the difference, Microsoft would have won. But for Microsoft to have won , it would
have needed something it hasn't had in a wh ile-good marketing so it can produce and sell products that
consumers wan t.

50 how does good marketing get done?

1. DEFINING MARKETING

LEARNING OBJECTIVE
1. De而ne marketing and outline its components.

Marketing is defined by the American Marketing Association as "the activity, set of institutions, and
Marketing
processes for creating, communicating, delivering, and exchanging offerings 由at have value for cus-
寸he activity, set of
tomers, clients, partners, and society at large."[l] If you read the definition closely, you see that there are
institutions, and processes for
four activities , or components, of marketing: creating , communicatmg,
1. Creating. The process of collaborating with suppliers and customers to create 0岳rings 出at have delivering, and exchanging
value. offerings that have value for
customers, clients, partners,
2. Communicating. Broadly, describing those offerings, as well as learning from customers. and society at large."
3. Delivering. Getting those offerings to the consumer in a way that optimizes value.
4. Exchanging. Trading value for those offerings.
However, the traditional way of viewing the components of marketing, which emerged in the early
1950s, is based on the following four Ps:
1. Product. Goods and services (creating 0能rings).
2. Promotion. Communication.
3. Place. Getting the product to a point at which the customer can purchase it (delivering).
4. Price. The moneta巧 amount charged for the product (exchanging).
The four Ps are called the marketing mix, meaning that a marketing plan is a mix of these four com-
ponents. If the four Ps are 也e same as creating, communicating, delivering, and exchanging, you might
be wondering why there was a change. The answer is that they are not exact1y the same. Product, price,
place, and promotion are nouns. As such, these words fail to capture all the activities of marketing. For
example, exchanging requires mechanisms for a transaction , which consist of more than simply a price
or place. Exchanging requires, among other things, the transfer of ownership. For example, when you
buy a car, you sign documents 也at transfer the car' s tit1e from the seller to you. That's pa此 ofthe ex-
change process.
Even the term product, which seems pretty obvious, is limited. Does the product include services
由at come with your new car purchase (such as free maintenance for a certain period of time on some
models)? Or does the product mean only the car itself? Finally, none of the four Ps describes particu-
larly well what marketing people do. However, one of the goals of this book is to focus on exact1y what
it is that marketing professionals do.
6 PRINCIPLES OF MARKETING VERSION 3.0
value
Total sum of benefits
received that meet a buyer's
needs. See personalvalue
equatlon.
personal value equation
The net benefit a consumer
receives from a product less
the price paid for it and the
hassle or e忏órt expended to
acquire it.
1.1 Value
Value lies at the center of everything marketing does (Figure 1. 1). What does value mean?
FI G U RE 1. 1 Value: The Center of Marketing
Marketing is composed of four activities centered on customer value: creating , communicating , delivering , and
exchanging value.
When we use the term value , we mean 由e benefits buyers receive that meet their needs. In other
words , value is what the customer gets by purchasing and consuming a company' s offering. So, al-
though the offering is created by the company, the value is determined by the customer.
Furthermore, our goal as marketers is to create a profitable exchange for consumers. By profitable,
we mean that 由e consumer's personal value equation is positive. The personal value equation is
value = benefits received - (price + hassle)
Hassle is the time and effort the consumer puts into the shopping process. The equation is a per-
sonal one because how each consumer judges the benefits of a product w诅 vary， as will the time and
effort he or she puts into shopping. Value , then , varies for each consumer.
One way to think of value is to think of a meal in a restaurant. If you and three friends go to a res-
taurant and order the same dish, each of you willlike it more or less depending on your own personal
tastes. Yet the dish was exact1y the same, priced the same, and served exact1y the same way. Because
your tastes varied, the benefits you received varied. Therefore the value varied for each of you. That's
why we call it a personal value equation.
CHAPTER 1 WHAτIS MARKETING? 7

Value varies from customer to customer based on each customer' s needs. The marketing
marketing concept
concept, a ph且osophy underl抖ng all 也at marketers do, requires that marketers seek to satis马r custom-
A philosophy underlying all
er wants and needs. Firms operating with that philosophy are said to be market oriented. At 也esame that marketers do, driven by
time, market -oriented firms recognize 出at exchange must be profitable for the company to be success- satis市i ng customer wants
ful. A marketing orientation is not an excuse to fa且 to make profit. and needs.
Firms don't always embrace the marketing concept and a market orientation. Beginning with the
market oriented
Industrial Revolution in the late 1800s, companies were production orientation. They believed 由at
the best way to compete was by reducing production costs. In other words , companies thought that The degree to which a
company follows the
good products would sell themselves. Perhaps the best ex缸丑ple of such a product was Henry Ford's marketing concept.
Model A automobile, the first product of his production line innovation. Ford's production line made
the automobile cheap and affordable for just about eve巧one. The production era lasted until the
production orientation
1920s, when production -capacity grow由 began to outpace demand grow由 and new strategies were
A belief that the way to
called for. There are, however, companies that st山 focus on production as 由e way to compete.
compete is a function of
From the 1920s until after World War 11, companies tended to be selling orientation, meaning product innovation and
由ey believed 让 was necessa巧 to push their products by heavi与 emphas泣ing advertising and selling. reducing production costs, as
Consumers during the Great Depression and World War 11 did not have as much money, so the com- good products appropriately
petition for their available dollars was stiff. The result was this push approach during the selling era. priced sell themselves.
Companies like the Fuller Brush Company and Hoover Vacuum began selling door-to-door and the production era
vacuum-cleaner salesman (they were always men) was created. Just as with production, some compan- A period beginning with the
ies still operate with a push focus. Industrial Revolution and
In the post- World War 11 environment, demand for goods increased as 也e economy soared. concluding in the 1920s in
Some products, limited in supply during W orld War 11, were now plentiful to the point of surplus. which production-orientation
Companies believed 由at a way to compete was to create products different from the competition, so thinking dominated the way
in which fi rms competed.
many focused on product innovation. This focus on product innovation is called the product orient-
ation. Companies like Procter & Gamble created many products that served the same basic function
selling orientation
but with a slight twist or difference in order to appeal to a different consumer, and as a result products
proliferated. But as consumers had many choices available to 也em， companies had to find new ways to A philosophy that products
compete. Which products were best to create? Why create them? The answer was to create what cus- must be pushed through
selling and advertising in
tomers wanted, leading to the development of the marketing concept. During this time, the marketing order for a fi rm to compete
concept was developed, and from about 1950 to 1990, businesses operated in the marketing era. successfully.
selling era
A period running fromthe
1920s to unti l 拍erWorld War
川 i n which the selling
orientation dominated the
way firms competed.

product orientation
A philosophy that focuses on
competing through product
innovation.
marketing era
From 1950 to at least 1990
(see service-dominant logic
era, value era, and one-to-one
era) , the dominant
philosophyamong
businesses is the marketing
concept.
8 PRINCIPLES OF MARKETING VERSION 3.0
value era
From the 1990s to the
present, some argue that
白 rm s moved into the value
era, competing on the basis
of value: others contend that
the value era is simply an
extension of the marketing
era and is not a separate era.
one-to-one era
From the 1990s to the
present, the idea of
competing by building
relationships with customers
one at a time and seeking to
serve each customer's needs
individually.
service-dominant logic
An approach to business that
recognizes that customers do
not distinguish between the
tangible and the intangible
aspects of a good or service,
but rather see a product in
terms of its total value.
service-dominant logic era
The period from 1990 to the
present in which some
believe that the philosophy
of service-dominant logic
dominates the way fi rms
compete.
。仔:ering
The entire bundle of a
tangible good, intangible
service, and price that
composes what a company
o忏ers to customers.
Communicating
In marketing , a broad term
meaning describing the
offering and its value to
potential customers, as well
as learning from customers.
So what era would you say we' re in now? Some call it the value era: a time when companies em-
phasize creating value for customers. Is that really different from the marketing era, in which the em-
phasis was on fulfilling the marketing concept? Maybe not. Others call today' s business environment
the one-to-one era, meaning that the way to compete is to build relationships with customers one at a
time and seek to serve each customer' s needs individually. For example, the longer you are customer of
Amazon, the more detail 由ey gain in your purchasing habits and the better they can target you with
offers of new products. Wi出 the advent of social media and the empowerment of consumers through
ubiquitous information that includes consumer reviews, there is clearly greater emphasis on meeting
customer needs. Yet is that substantially different from the marketing concept?
Still others argue 出at this is the time of service-dominant logic and 由at we are in the service-
dominant logic era. Service-dominant logic is an approach to business 由at recognizes 由at con-
SU1丑ers want value no matter how it is delivered, whether it's via a product, a service , or a combination
of the two. Although there is merit in this belief, there is also merit to the value approach and the one-
to-one approach. As you will see throughout this book, all three are intertwined. Perhaps, then , the
name for this era has yet to be devised.
Whatever era we're in now, most historians would agree 出at defining and labeling it is di伍cult.
Value and one-to-one are both natural extensions of the marketing concept, so we may st诅 be in the
marketing era. To make matters more confusing, not all companies adopt the philosophy of the era.
For example, in the 1800s Singer and National Cash Register adopted strategies rooted in sales, so they
operated in the selling era fo此y years before it existed. Some companies are st山 in the selling era. Re-
cent1y , many considered automobile manufacturers to be in the trouble 也ey were in because 出eywork
too hard to sell or push product and not hard enough on delivering value.
Creating Offerings That Have Value
Marketing creates those goods and services 由at the company offers at a price to its customers or cli-
ents. That entire bundle consisting of the tangible good, the intangible service, and the price is the
company's offering. When you compare one car to another, for example, you can evaluate each of
these dimensions- the tangible , the intangible, and the price- separately. However, you can't buy one
manufacturer's car, another manufacturer's service, and a third manufacturer's price when you actually
make a choice. Together, the three make up a single firm's offer.
Marketing people do not create the offering alone. For example, when the iPad was created,
Apple's engineers were also involved in its design. Apple's financial personnel had to review the costs
of producing the offering and provide input on how it should be priced. Apple' s operations group
needed to evaluate the manufacturing requirements 出e iPad would need. The company' s logistics
managers had to evaluate the cost and timing of getting the offering to retailers and consumers. Apple' s
dealers also likely provided input regarding the iPad' s service policies and warranty structure. Market-
ing, however, has the biggest responsib过ity because it is marketing's responsibility to ensure that the
new product delivers value.
Communicating Offerings
Communicating is a broad term in marketing that means describing the offering and its value to
your potential and current customers, as well as learning from customers what it is they want and like.
Sometimes communicating means educating potential customers about the value of an offering, and
sometimes it means simply making customers aware of where they can find a product. Communicating
also means 由at customers get a chance to tell the company what they think.
Today companies are finding that to be successful, they need a more interactive dialogue with their
customers. In other words , firms need to "engage" customers so they aren't just passive buyers of their
products. Instead，由ey want to make their customers "fans" of their products , talk about them on so-
cial media and elsewhere to one other. As part of the effo此， companies are also trying to tap into want
customers want and can be improved. For example, JCPenney has created consumer groups that talk
缸丑ong themselves on JCPenney-monitored websites. The company might post questions , send
samples, or engage in other activities designed to solicit feedback from customers.
Mobile devices like iPads and smartphones, make mobile marketing possible too. For example, if
consumers check-in at a shopping mall on Foursquare or Facebook, stores in the mall can send
coupons and other offers direct1y to their phones and tablets.
CHAPTER 1 WHAτIS MARKETING? 9

FIGURE 1.2
A BMW X5 such as this one costs much more than a Honda CRV, which is a similar type of vehicle. But why is the BMW worth more? What makes up
the complete offering that creates more value?

Source: iStock 58584340

Companies use many forms of communication, including advertising on the Web or FIGURE 1.3
television, on billboards or in magazines, through product placements in movies , and Some social media sites , including Foursquare
through salespeople. Other forms of communication include attempting to have news and Facebook. allow consumers to make their
media cover the company's actions , which is part of public relations (PR) , pa此icipating locations known to businesses when they are
in special events such as the annual International Consumer Electronics Show in which nearby them. The firms can then send offers to
Apple and other companies introduce their newest gadgets, and sponsoring special the consumers' mobile phones or tablets for
immediate use.
events like the Susan G. Komen Race for the Cure.

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Source: Flickr.
10
delivering
In marketing , as in delivering
value, a broad term that
means getting the product to
the consumer and making
sure that the user gets the
most out of the product and
servlce.
supply chain
AIIof the organizations that
participate in the production,
promotion , and delivery of a
product or service from the
producer to the end
consu 付ler.
logistics
The physicalfiow of materials
in the supply chain.
exchange
The transaction of value,
usually economic, between a
buyer and seller.
PRINCIPLES OF MARKETING VERSION 3.0
Delivering Offerings
Marketing can't just promise value, it also has to deliver value. Delivering an offering that has value is
much more than simply getting the product into the hands of the user; it is also making sure that the
user understands how to get the most out of the product and is taken care of if he or she requires ser-
飞rice later. Value is delivered in part through a company's supply chain. The supply chain includes a
number of organizations and functions that mine, make, assemble, or deliver materials and products
from a manufacturer to consumers. The actual group of organizations can va巧 greatly from industry
to industry, and include wholesalers, transportation companies, and retailers. Logistics, or the actual
transpo此ation and storage of materials and products, is 由e primary component of supply chain man-
agement, but there are other aspects of supply chain management 也at we will discuss later.
Exchanging Offerings
In addition to creating an 0岳ring， communicating its benefits to consumers, and delivering the offer-
ing, there is the actual transaction, or exchange, that has to occur. In most instances, we consider the
exchange to be cash for products and services. However, if you were to fly to Louisville, Kentucky, for
由e Kentucky Derby, you could "pay" for your airline tickets using frequent孔ier miles. You could also
use Hilton Honors points to "pay" for your hotel, and cash back points on your Discover card to pay
for meals. N one of these transactions would actually require cash. Other exchanges, such as informa-
tion about your preferences ga出ered through surveys, might not involve cash.
When consumers acquire , consume (use) , and dispose of products and services, exchange occurs,
including during the consumption phase. For example, via Apple's "One-to-One" program, you can
pay a yearly fee in exchange for additional periodic product training sessions with an Apple profession-
al. So each time a training session occurs, another transaction takes place. A transaction also occurs
when you are finished with a product. For example, you might sell your old iPhone to a friend, trade in
a car, or ask the Salvation Army to pick up your old refrigerator.
Disposing of products has become an impo此ant ecological issue. Batteries and other components
of cell phones, computers, and high-tech appliances can be ve巧 harmful to the environment, and many
consumers don't know how to dispose of these products properly. Some companies, such as Office De-
pot, have created recycling centers to which customers can take their old electronics.
Apple has a Web page where consumers can fill out a form , print it, and ship it along with their old
cell phones and MP3 players to Apple. Apple then pulls out the materials 出at are recyclable and prop-
erly disposes of those that aren't. By lessening the hassle associated with disposing of products, 0伍ce
Depot and Apple add value to their product offerings.
The focus of marketing has changed from emphasizing the product, price, place , and promotion mix to one
that emphasizes creating , communicating , delivering , and exchang ing value. Value is a function of the be-
nefits an ind ividual receives and consists of the price the consumer paid and the time and effort the person
expended making the purchase.
R EVIEW UESTIONS
1. What is the marketing mix?
2. How has marketing changed from the four Ps approach to the more current value-based perspective?
3. What is the personal value equation?
CHAPTER 1 WHAτIS MARKETING? 11

2. WHO DOES MARKETING?

LEARNING OBJECTIVE

1. Describe how the various institutions and entities that engage in marketing use marketing t。
deliver value.

The short answer to the question of who does marketing is "everybody!" But that answer is a bit glib
and not too useful. Let's take a moment and consider how different types of organizations engage in
marketing.

2.1 For-Profit Companies

The obvious answer to the question, "Who does marketing?" is for-profit companies like McDonald's,
Procter & Gamble (the makers of Tide detergent and Crest toothpaste) , and Walmart. For ex缸丑ple，
McDonald' s creates a new breakfast chicken sandwich for $1.99 (the offering) , launches a television
campaign (communicating), makes the sandwiches available on certain dates (delivering) , and then
sells them in its stores (exchanging). When Procter & Gamble (or P&G for short) creates a new Crest
ta此ar control toothpaste, it launches a direct mail c缸丑paign in which it sends information and samples
to dentists to offer to their patients. P&G then sells the toothpaste through retailers like Walmart,
which has a panel of cons山丑ers sample the product and provide feedback through an online com-
munity. These are all examples of marketing activities.
For-profit companies can be defined by the nature of their customers. A B2C (business-to-con-
sUI口er) company like P&G sells products to be used by consumers like you, while a B2B (business-to-
business) company sells products to be used within another company' s operations, as well as by gov-
ernment agencies and entities. To be sure, P&G sells toothpaste to other companies like Walmart (and
probably to the army, prisons, and other government agencies) , but the end user is an individual
person.
Other ways to categorize companies that engage in marketing is by the functions they fulfill. P&G
is a manufacturer, Walmart is a retailer, and Grocery Supply Company is a wholesaler of grocery items
and buys from companies like P&G in order to sell to small convenience store chains. Though they
have different functions , all these 句pes of for-profit companies engage in marketing activities. Wal-
mart, for example, advertises to consumers. Grocery Supply Company salespeople will call on conveni-
ence store owners and take orders, as well as build in-store displays. P&G might help Walmart or Gro-
cery Supply Company with templates for advertising or special ca此ons to use in an in-store display, but
all the companies are using marketing to help sell P&σs toothpaste.
Similarly, all the companies engage in dialogues with their customers in order to understand what
to sell. For Walmart and Grocery Supply, the dialogue may result in changing what they buy and sell;
for P&G, such customer feedback may yield a new product or a change in pricing strategy.

2.2 Nonprofit Organizations

Nonprofit organizations also engage in marketing. When the American Heart Association (AHA) cre-
ated a heart-healthy diet for people with high blood pressure, it bound the diet into a small book, along
with access to a special website that people can use to plan their meals and record their health-related
activities. The AHA then sent copies of the diet to doctors to give to patients. When does an exchange
take place, you might be wondering? And what does the AHA get out of the transaction?
From a monetary standpoint, the AHA does not direct1y benefit. Nonetheless , the organization is nonpr。而t marketing
meeting its mission , or purpose, of getting people to live heart-healthy lives and considers the c缸丑­
paign a success when doctors give the books to their patients. The point is that the AHA is engaged in Marketing activities
conducted to meet the goals
the marketing activities of creating, communicating, delivering, and exchanging. This won't involve the of nonprofit organizations.
same kind of exchange as a for-profit company, but it is marketing. When a nonprofit organization en-
gages in marketing activities，出is is called nonprofit marketing. Some schools offer specific courses
in nonprofit marketing, and many marketing majors begin their careers with nonprofit organizations.
Government entities also engage in marketing activities. For example, when the US Army advert-
ises to parents of prospective recruits , sends brochures to high schools, or brings a Bradley Fighting
Vehicle to a state fair , the army is engaging in marketing. The US Army also listens to its constituen-
cies, as evidenced by recent research aimed at understanding how to serve military families more effect-
ively. One result was advertising aimed at parents and improving their responses to their children's
12 PRINCIPLES OF MARKETING VERSION 3.0

interests in joining the army; another was a program aimed at encouraging spouses of military person-
nel to access counseling services when their spouse is serving overseas.
Similarly, the Environmental Protection Agency (EPA) runs a number of advertising campaigns
designed to promote environmentally friendly activities. One such campaign promoted the responsible
disposal of motor oil instead of simply pouring it on the ground or into a storm sewer.
social marketing There is a difference between these two 句pes of activities. When the army is promoting the be-
nefits of enlisting, it hopes young men and women will join 出e army. By contrast, when the EPA runs
Marketing conducted in an commercials about how to properly dispose of motor oil, it hopes to change people' s attitudes and be-
effort to achieve social
change. haviors so that social change occurs. Marketing conducted in an effort to achieve certain social 0问ect­
ives can be done by government agencies, nonprofit institutions, religious organizations, and others
and is called social marketing. Con世ncing people 出at global warming is a real threat via advertise-
ments and commercials is social marketing, as is 由e example regarding 出e EPA' s campaign to pro-
mote responsible disposal of motor oil.

2.3 Individuals
If you create a résumé, are you using marketing to communicate the value you have to offer prospective
employers? If you sell yourself in an interview, is 由at marketing? When Taylor Swi丘 sends a tweet
about where she is and what she had for lunch, is that marketing? In other words , can individuals mar-
ket themselves and their ideas?
Some marketing professionals say ((no." But today, more marketing professionals are saying ((yes,"
and that self-promotion is a form of marketing. Ultimately it may not matter what you are marketing,
even if it' s yourself or another person. If, as a result of reading this book, you learn how to more effect-
ively create value , communicate and deliver it to the receiver, and get something in exchange for it,
then we've achieved our purpose.

Marketing can be thought of as a set of business practices that for-profit organizations, nonprofit organiza-
tions , government entities, and individuals can utilize. When a nonprofit organ ization engages in marketing
activities , this is called nonprofit marketing. Marketing conducted in an e忏órt to achieve ceπain social object-
ives is called social marketing.

R EVIEW UESTIONS

1. What types of companies engage in marketing?

2. What is the difference between nonprofit marketing and social marketing?
3. What can individuals do for themselves that would be considered marketing?

3. WHY STUDY MARKETING?

LEARNING OBJECTIVE

1. Explain the role marketing plays in individual 伽ms and society as a whole.

3.1 如1arketing Enables Profitable Transactions to Occur

Products don't , contrary to popular belief, sell themselves. Generally, the ((build it and 由eyw山 come"
ph且osophy doesn't work. Good marketing educates customers so that they can find the products they
want, make better choices about those products , and extract 出e most value from them. In this way,
marketing helps facilitate exchanges between buyers and sellers for the mutual benefit of both parties.
Likewise , good social marketing provides people with information and helps them make healthier de-
cisions for themselves and for others.
CHAPTER 1 WHAτIS MARKETING? 13

Of course, all business students should understand all functional areas of the firm , including mar-
keting. There is more to marketing, however, than simply understanding its role in the business. Mar-
keting has tremendous impact on society.

3.2 Marketing Delivers Value

Not only does marketing deliver value to customers, but also that value translates into the value of the
firm as it develops a reliable customer base and increases its sales and profitability. So when we say that
marketing delivers value , marketing delivers value to both the customer and the company. Franklin D.
Roosevelt, the US president with perhaps 出e greatest influence on our economic system, once said, "If
1 were sta此ing life over again , 1 am inclined to think that 1 would go into the advertising business in
preference to almost any other. The general raising of the standards of modern civilization among all
groups of people during the past half century would have been impossible without the spreading of the
knowledge of higher standards by means of advertising."[2] Roosevelt referred to advertising, but ad-
ve此ising alone is insu伍cient for delivering value. Marketing finishes the job by ensuring that what is
delivered is valuable.

3.3 Marketing Benefits Society

Marketing benefits society in general by 坦lproving people's lives in two ways. First, as we mentioned, it
facilitates trade. As you have learned, or willlearn , in economics, being able to trade makes people's
lives better. Otherwise people wouldn't do it. (Imagine what an awfullife you would lead if you had to
live a Robinson Crusoe-like existence as did Tom Hanks's character in the movie Castaway.) In addi-
tion, because better marketing means more successful companies, jobs are created. This generates
wealth for people, who are then able to make purchases, which, in turn, creates more jobs.
The second way in which marketing improves the quality of life is based on the value delivery
function of marketing, but in a broader sense: When you add all the marketers together who are trying
to deliver offerings of greater value to consumers and are effectively communicating that value , con-
sUI口ers are able to make more informed decisions about a wider array of choices. From an economic
perspective, more choices and smarter consumers are indicative of a higher quality of life.

3.4 Marketing Costs 岛10ney

Marketing can sometimes be 出e largest expense associated with producing a product. In the so丘 drink
business, marketing expenses account for about one-third of a product's price-about 由e same as the
ingredients used to make the so丘 drink itself. Some people argue 由at society does not benefit from
marketing when it comprises such a huge chunk of a product's final price. In some cases, that argu-
ment is justified. Yet when marketing results in more informed consumers receiving a greater amount
of value , then the cost is justified.

3.5 Marketing Offers People Career Opportunities

Marketing is the interface between producers and consumers. In other words , it is the one function in
the organization in which the entire business comes toge由er. Being responsible for both making
money for your company and delivering satisfaction to your customers makes marketing a great career.
In addition , because marketing can be such an expensive part of a business and is so critical to its suc-
cess, companies actively seek good marketing people. As you willlearn, there's a great variety of jobs
available in the marketing profession. These positions represent only a few of the oppo口unities ava过­
able in marketing.
• Marketing research. Personnel in marketing research are responsible for studying markets and
customers in order to understand what strategies or tactics might work best for firms.
• Merchandising. In retailing, merchandisers are responsible for developing strategies regarding
what products wholesalers should carry to sell to retailers such as Target and Walmart.
• Sales. Salespeople meet with customers, determine their needs , propose offerings, and make sure
that the customer is satisfied. Sales departments can also include sales support te创丑swhowork
on creating the offering.
• Advertising. Whether it's for an advertising agency or inside a company, some marketing
personnel work on advertising. Television commercials and print ads are only pa忱。fthe
14 PRINCIPLES OF MARKETING VERSION 3.0

advertising mix. Many people who work in advertising spend all their time creating advertising
for electronic media, such as websites and their pop-up ads , podcasts, and the like.
• Product development. People in product development are responsible for identi马ringand
creating features 出at meet the needs of a firm' s customers. They 0丘en work with engineers or
other technical personnel to ensure that value is created.
• Direct marketing. Professionals in direct marketing communicate direct1y with customers about
a company's product offerings via channels such as email, chat lines, telephone, or direct mail.
• Digital marketing. Digital marketing professionals combine advertising, direct marketing, and
other areas of marketing to communicate direct1y with customers via social media, the Web , and
mobile media (including texts). They also work with statisticians in order to determine which
consumers receive which message and with IT professionals to create the right look and feel of
digital media.
• Event marketing. Some marketing personnel plan special events, orchestrating face-to-face
conversations with potential and current customers in a special setting.
• Nonprofit marketing. Nonprofit marketers 0丘en don't get to do eveη咋hing listed previously as
nonprofits typically have smaller budgets. But their work is always very impo此ant as they try to
change behaviors without having a product to sell.
New graduates like Carly Sedberry are finding A career in marketing can begin in a number of different ways. Entry-level positions for
work in the marketing 币eld to be rewarding. new college graduates are available in many of the positions previously mentioned.
Carly Sedber巧， a 2014 graduate of the U niversity of Missouri in Columbia, initially
majored in broadcast journalism, but found herself yearning for more opportunities to
satis马r her creative side and work with creative people. 旬， Sedberry switched her m司 or
to strategic communication. Today she's an account executive for the Dallas advertising
agency Slingshot. How does she like her job? "As an account executive, I am a part of
the process from the beginning, so seeing how an amazing idea can come to life is
something I w山 never get tired of," she says. "Which brings me to the most rewarding
thing about my job: the end product. When my client is happy about the work we did
and my team is proud of the work we did, nothing is better than 也at."
A growing number of CEOs are people with marketing backgrounds. Some le-
gendary CEOs like Ross Perot, the founder of Electronic Data Systems, and Mary Kay
Photo courtesy of Kevin J. Hamm Ash, the founder of Mary Kay Cosmetics, got their sta此 in marketing. More recent1y ,
Mark Hurd, the CEO of Oracle, and Jeffrey Immelt, the CEO of GE , are showing how
marketing careers can lead to the highest pinnacles of an organization.

3.6 Criticisms of Marketing

Marketing is not without its critics. False advertising and deceptive marketing practices, even by seem-
ingly reputable companies, are on ongoing concern. A couple of years ago , the consumer electronics
company N okia was forced to apologize for impl泸ng that a video it used in its ads to promote one of
its smart phones was taken with the phone when 让 wasn't. [3] The U.S. Federal Trade Commission sued
the shoemaker Reedbook for its ads claiming the company' s "Easy Tone" sneakers improved the tone
of people's legs and backsides better than other sneakers. The FTC said the claims were "over-hyped,"
and the company 叫timately agreed to issue $25 million in customer refunds to sett1e the FTC's law-
suit. [4]
We already mentioned that one reason to study marketing is because it is cost1y , and business lead-
ers need to understand the cost/benefit ratio of marketing in order to make wise investments. Yet that
cost is precisely why some criticize marketing. If that money could be put into research and develop-
ment of new products, perhaps 出e consumers would be better satisfied. Or, some critics argue, prices
could be lowered. Marketing executives, though , are always on the lookout for less expensive ways to
achieve the same performance, and do not intentionally waste money on marketing. For example, as
you willlearn later in the book, digital marketing is allowing companies to more accurately target cus-
tomers with ads for products 也ey are truly interested in rather than those they are not.
Yet another criticism of marketing is that it fuels consumerism, which is the tendency
of consumers to want more and more products and services they don't really need. Fashion marketing
creates demand for high-dollar jeans when much less expensive jeans can ful血1 the same basic func-
tion. Taken to the extreme, consumers may take on significant amounts of credit-card debt to satis马r
the wants created by marketing. The critics of consumerism also argue that the demand for products
marketing creates leads to more manufacturing and pollution than is necessa巧， which harms the
environment.
CHAPTER 1 WHAτIS MARKETING? 15

Concerns such as these are persuading more companies to take a societal marketing orienta-
societal marketing
tion, which holds that a company' s marketing efforts should not be aimed only at delivering products 。rientation
to customers and profits to shareholders but ultimately improve the well-being of society and the world
A marketing orientation that
in general. states that in addition to
The outdoor-clothing maker Patagonia has a societal marketing orientation. To draw attention to selling products to customers
the problem of consumerism, Patagonia actually ran ads showing one of its jackets with a headline that and delivering profits to
read "Don't Buy This Jacket." The company was tη心19 to actually persuade people not to consume shareholders, a company's
products- even its own products- if 出ey don't need them. The ad campaign received a lot of atten- marketing e忏órts shou Id be
tion, in part because people were who saw it wondered why a company would want to not sell its aimed at improving the
well-being of society and the
products. Ironically, instead of Patagonia' s sales falling， 也ey climbed as a result of the ad campaign. [5] world in general.
FIGURE 1.4
Why did Patagonia run this ad? Because it cares about the environmen t. The company knows that if the
environment gets polluted , you won't want to spend much time outdoors or buy a lot ofits outdoor-oriented
clothing.

Source: Used wi仇 perm必sion 卢om Patagonia, Inc.

Part of the reason Patagonia's sales climbed is 出at people are looking more favorably on companies
that have a societal marketing orientation. The Fair Trade Certifi.cation movement emerged in re-
sponse to people wanting to do business with firms that consider the good of society when making and
selling products. To have their products Fair Trade Certifi.ed firms have to meet certain criteria. The
criteria include, among other things , ensuring that the factories and production methods used to pro-
duce their products meet certain environmental goals, that the facilities are safe, and 由at people who
work in them are paid fair wages and provided with good working conditions.

By facilitating transactions, marketing delivers value to both consumers and firms. At the broader level, this
process creates jobs and improves the quality of life in a society. Marketing can be costly, so firms need to hire
good people to manage their marketing activities. Being responsible for both making money for your com-
pany and delivering satisfaction to your customers makes marketing a great career. Marketing has its critics
though. False and deceptive advertising has long been a problem people are concerned abou t. Other people
bel ieve marketing simply increases the price people have to pay for products. Stil l other people are concerned
marketing leads to consumerism , which is the tendency of consumers to want more and more products and
services they don't really need. For reasons such as these, more companies today are pursuing a societal mar-
keting orientation. In addition to del ivering products to their customers and profits to their shareholders , these
companies actively strive to improve the well-being of society and the world in genera l.
16 PRINCIPLES OF MARKETING VERSION 3.0

REVIEW QUESTIONS

1. Why 5tudy marketing?

2. How doe5 marketing provide value?
3. Why doe5 marketing C05t 50 much? 15 it worth it?

4. THE如1ES AND ORGANIZATION OF THIS BOOK

LEARNING OBJECTIVE

1. Understand and outline the elements of a marketing plan as a planning process.

4.1 Marketing's Role in the Organization

We previously discussed marketing as a set of activities that anyone can do. Marketing is also a func-
tional area in companies, just like operations and accounting are. Wi由in a company, marketing might
be the tit1e of a department, but some marketing functions , such as sales, might be handled by another
department. Marketing activities do not occur separately from the rest of the company, however.
As we have explained, pricing an offering, for example, will involve a company's finance and ac-
counting departments in addition to the marketing department. Similarly, a marketing strategy is not
created solely by a firm' s marketing personnel. Instead, it flows from the company's overall strategy.
We'll discuss strategy much more completely in Chapter 2.

4.2 Eveηrthing Starts with Customers

Most organizations start with an idea of how to serve customers better. Apple's engineers began work-
ing on the iPod by looking at the available technology and thinking about how customers would like to
have their music more available , as well as more affordable, through downloading.
Many companies 由ink about potential markets and customers when they first launch their busi-
nesses. John Deere, for example, founded his farm-equipment company on the principle of serving
customers. When admonished for making constant improvements to his products even though farmers
would take whatever they could get, Deere reportedly replied, "They haven't got to take what we make
and somebody else will beat us, and we willlose our trade."[6] He recognized 出at if his company failed
to meet customers' needs , someone else would. Today the John Deere Company's strategy, or mission
statement, is as follows:
For those who cultivate and harvest the land. For those who tranφrm and enrich the land. For those
who build upon the land. John Deere is committed to your success.
The following are a few mission statements from other companies. Note that 出ey all refer to their
customers, either direct1y or by making references to relationships with them. Notice too that the state-
ments are written to inspire employees and others who interact with the companies.

IBM's Mission St。但ment

IBM will be driven by these values:
< Dedication to every client's success.
< Innovation that matters, for our company and for the world.
< Trust and personal responsibility in all relationships. [刀
Another random document with
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 XXXIX
Godfrey and Muriel walked below the heavy elm trees. This part
of the garden was deserted, but from far off, through the
enshrouding greenery, came vagrant echoes of tunes played by the
band. So thick was the cool, deep gloom of the great trees, that only
here and there a golden point of sunlight fell on the shadowed path,
and lay quivering as the dark leaves stirred.
They did not speak. A rabbit scuttled across the drive, bobbing
suddenly below the tangled bramble sprays. Above in the elms a
dove cooed sleepily, with all the warmth of drowsy summer in its call.
The path was smooth, with small rounded pebbles sunk into the
moss, and on each side the deep, dark grasses tangled round tall
spears of willow herb, of sombre undergrowth, of hedges foaming
cream with old man's beard.
At a turn of the avenue they came to a space where the trees to
their right were cut away.
"I want you to see this," said Godfrey.
Beyond the low hedge, beyond two fields of the wide grassland
where Connie had once ridden, stretched the long terraces of the
Weare Grange. The house itself crowned them, grey and beautiful,
looking down upon the coloured throng of people in the garden.
Blue, white and pink, like shifting, wind-blown petals, the dresses of
Marshington girls moved on the green. Clearer along the breeze
came fitful gusts of music. Hidden by half a mile of winding avenue,
the two looked back together on it now.
"It's singularly beautiful," said Muriel quietly.
"You t—think so? I'm glad. You don't think it's all rot?"
"What is rot?"
"Liking the old place and all that."
She shook her head. "Of course I don't. Who could? I think that it
is a beautiful place. You're a lucky man in many ways, Godfrey. You
have power and privilege and a tremendous influence." She looked
as though she would have said more, then stopped and just stood,
gazing towards the house.
 "I suppose I have," he said. "I don't know that I'd thought about it
quite like that. It gets into your blood though, doesn't it? By Jove, you
know—the shooting down here is worth living for. Now do you see
those bullocks there, in the far pasture? They're Jerseys—I'm
breeding them as an experiment. M—Maddock, my agent, says
they're the best of anything he's seen of the sort."
"Does he?"
"And you know, we're starting the Witchgate hounds again this
autumn? I've been fixing it up with young Seton and Colonel
Macallister. Seton'll be Master I think—in place of his brother. Rotten
luck young Seton being killed. No son either. Do you know, Muriel,
there were times during the war when I used to get the idea that I
might never come back to it, and I used to lie awake at night and
sweat with fear?"
"I do believe it."
"It gets you, you know. It gets you. There's not an acre that I don't
know in Weare or Mardlehammar. Jolly good lot of tenants too. Have
you ever met Willis of Ringpool Farm?—that's on the Mardlehammar
land. Fine chap Willis, and brainy, too. You'd like him."
Again they were silent, watching the little Jersey cows in the far
pasture, golden, like browsing flowers under the warm sunlight.
"You know," he went on, "you were right that evening in London.
By Jove, you were. Clare could never have understood this. You've
got to have a wife that understands. I was pretty well knocked down
then, but I'm glad now."
He paused as though thinking this over.
"I'm glad it happened," he repeated solemnly, "the whole thing I
mean. I wouldn't want not to have known her—except for one thing."
"What's that?" asked Muriel.
She turned to look at him, and below the broad brim of her
charming hat her face was grave and sweet.
"Look here, Muriel, if I wanted a girl to marry me, would she mind
that I had given Clare something—something I'll never have to give
again?"
"Most girls wouldn't," Muriel said solemnly. "Very few women
marry the man whom they first loved. Very few men marry the girl
who first attracted them. When they do, those marriages don't seem
to be the happiest."
He sighed with a great relief. "You really think so?"
"Yes."
Again they paused. So quietly they stood that a squirrel rattled
nimbly down the tree beside them and flashed across the path. Then
Godfrey spoke again, stammering badly, but smiling down at Muriel:
"Muriel, with everything that I didn't give to Clare, I love you. Will
you marry me?"
She did not speak.
"I know," he went on, "that you know all about me. I've told you
about Clare. But I shan't love her again. Anyway she's going to
marry that fellow from Austria. That's all quite over. And I believe that
all the time, if I hadn't been a fool, I should have wanted you. You
understand me better than anyone, and I don't believe that you're the
kind of girl who'd want a fellow so much to love her that way—you're
too sensible."
Still she did not speak, but smoothed with her soft fingers a broad
leaf of the climbing hop plant that spread twisting green tendrils
across the hedge before them.
"Don't hurry," he said magnanimously, "take your time and think it
over. I'd be good to you. I swear I'd be good to you—little Muriel."
His voice was assured, but it was very kind. His clear blue eyes
were honest. More handsome than ever was his lean brown face
bent above her.
"I don't think that you dislike me—somehow. Couldn't you find it
possible to care?"
She lifted her candid eyes to his. "Once I thought that I loved you
very much, Godfrey. When I was a little girl, before I ever went to
school, I once danced with you at a party. I was very shy, and rather
left out of things, and you only were kind to me. I think I fell in love
with you then. You seemed to me the true ideal of manhood."
"Did I?" His blue eyes softened tenderly.
"And afterwards, when I lived in Marshington, we played together
at the tennis club the very first time I played."
"Did we really?"
 She nodded. "That was Delia's doing. She wasn't thinking about
you or me, but only about getting her own back on some other
people. You were the king, the wonderful one. I hardly dared to play
with you. I was a funny child in those days. I thought a lot of queer
mistaken things. I made a sort of hero of you, Godfrey."
"You silly child," he said, but she could see how much his pride
was loving it.
"I came home from school meaning to do such a lot of things.
Every one was wonderful. The world was full, brimming with
adventure. I meant to be so good."
He nodded. "I'll swear you did."
He would have caught at her small ungloved hands, but she put
them behind her back and stood looking up at him, like a child saying
its lesson.
"My head was full of dreams about love and service. I wanted to
be wise and unselfish and to serve God. I gave up the idea of going
to college or anywhere to train for working in the world outside,
because I thought that Mother needed me."
He nodded, a little puzzled that she should consider this long
preamble necessary; but liking her more and more for her solemnity.
It seemed to him very sweet that she should tell him all her girlish
hopes.
"I threw myself into the life of Marshington, meaning to give to it
and to get from it only the best. I wanted to give it all of me, my
intelligence, and my love, and my desire to serve. I began to go to
parties and picnics and the tennis club. But, do you know, the things
here weren't quite what I had expected? People did not seem to
want me frightfully; I wasn't pretty—I was rather shy. I didn't
understand the teasing and the jokes and the way that the other girls
behaved. People began to avoid me. I remember a picnic once,
when I walked for all the afternoon with Bobby Mason, because I
was so terrified of being left behind"—she swallowed hard, but went
on steadily—"without a man to walk with. I had not been at home for
more than a year when I found that only one thing mattered here in
Marshington for a girl, and that was to get married."
He was frowning a little now. Those things perhaps were true, but
somehow he did not like his future wife to say them. She, however,
continued to disregard his feelings.
"It took me about six years to discover that I was not the sort of
girl whom men wanted to marry. Other girls found partners at dances
easily. I sat against the wall, shivering lest every one should see that
I was a wallflower, feeling terribly ashamed because to fail in this
way was to fail everywhere. I used to think of life as a dance, where
the girls had to wait for men to ask them, and if nobody came—they
still must wait, smiling and hoping and pretending not to mind. One
by one the things that I cared for fell away. Music, mathematics,
beautiful things to look at—none of these mattered. They were only
quite irrelevant details, because at Marshington there was only one
thing that mattered and I had not got it."
He was about to protest, but she silenced him:
"No, no. It's no use saying that it wasn't so. Try to cast your mind
back. Can't you remember 'poor Muriel Hammond'—she and Rosie
Harpur—the 'heavy' people at the dances whom the nicer men would
try to be polite to? Why, you used to be kind to me yourself. You
always came and asked me for a waltz when we went to the same
dance. I used to stand and watch your programme pencil
breathlessly. Would you give me one dance, or two? You never
thought that it mattered as much as that, did you, Godfrey?"
He shook his head.
"It mattered everything. Or rather I thought it did. Do you
remember the day of the bombardment of Scarborough? And after
the bombardment, in my aunt's house?"
Her face was flooded now with glowing colour, but she spoke on,
in her small even voice:
"You kissed me. Perhaps you had forgotten. These things pass
easily, don't they? When a man kisses a plain girl. It was kind of you.
I expect that you thought I should be pleased and flattered." She
paused. "I was pleased."
He made a gesture of protest.
Far away down the park a little burst of cheering rose into the
silence and died down. They were beginning the sports that were to
be the final entertainment of the fête.
"I was pleased," said Muriel. "I thought of nothing else by day or
night. You had kissed me. You, who were the ideal, the prince, of all
that Marshington thought splendid. I thought at first, daringly, that it
might mean that you could come to care for me, to marry me, to take
away from me the reproach of failure. I knew about Clare of course,
but I thought her married, and that you had decided that she was
quite impossible. I used to grow sick, waiting for the posts. I would lie
awake half the night, thinking that a letter might come in the morning.
And half the day I would have a pain here, in my side, with the
feeling that a letter might come by the afternoon's post. You never
wrote. I heard that Clare had come to England. Then, one night at a
concert, your mother told me that you were engaged."
"I didn't know," he cried, really remorseful.
"Of course you did not know. I remember that. But, oh, I knew. I
don't know what became of me. I think that I fell into a sort of stupor,
thinking of all that I had thrown away to follow this, and in the end to
fail."
Her voice died away. The aching pain of those past days had left
her, but it was not easy to recall them now.
"There's something else," she almost whispered. "Something that
I can't tell you much about because it's not my story. I was made to
see—the Marshington way—carried to its logical conclusion. Girls do
not always wait to be asked. Instinct, you see, is on the side of the
tradition. In every woman there must be so much nature—of her
womanhood. Take from her all other outlet for vitality; strip her of her
other interests, and in some cases the instinct, reinforced by social
influence, breaks down her control. I had to stand by helpless and
watch—somebody else—come to complete ruin. And just because I
had believed what people once had told me, because I had accepted
Marshington standards without question, I found myself quite
powerless to help. Indeed, I even made things worse, far worse. I
think that I went almost mad then. My mind had a kind of shock——
You see, there was nothing left. Even mother—belonged to the
things that had failed me. Nothing had happened. People, knowing
my life, would have said that I had never known great sorrow. There
was just nothing.
"If it hadn't been for Delia, I should have died—not with my body,
but my mind. She could not give me back the things that I had lost.
She took me away instead. She let me see, not that the thing that I
had sought was not worth seeking, but simply that there were other
things in life. To fail just in this one thing was not failure. A perfect
marriage is a splendid thing, but that does not mean that the second
best thing is an imperfect marriage."
"I know," he said. "I know. Look here, I'm sorry, Muriel. I'd no idea
what a rotten time you'd had. But now, forget it. We'll make our
marriage perfect."
"Dear Godfrey," said Muriel, "if you'd asked me to marry you any
time during the past twelve years until last winter, I would have
married you, without hesitation. And we should both have made a
great mistake."
"No, no," he said, "not we."
"Oh, yes, we should. That time you came to me in London—I'd
never seen you before—only a sort of legend of my dreams. You're a
dear, Godfrey. I like you immensely. And you'll make some wife very
happy yet—but not me——"
"But why on earth?"
"Because—of—every reason. It's too late."
"Do you care for someone else?" he asked sharply.
"No. Not that way. Please, I want you to understand." She smiled
suddenly. "This isn't a devastating experience, you know. You like
me, but not more than you could like lots of women."
"That's not true."
"Oh, yes, it is. You'd like to marry what you think is me—what I
was, but that's not what I am. I'm only sparing you the pain of
discovering too late that I'm an uncomfortable person to have
married. To begin with, Godfrey dear, I can't stand Marshington. The
Weare Grange is a heavenly place, and Delia tells me that there are
prospects of regeneration for Marshington. She believes that the
Twentieth Century Reform League is going to remedy its faults. I
don't know. It may do. But not for me. It's cost me too much. I'm too
near the shadow of its influence. I should slip back to it."
"But why——?"
"Why shouldn't it? Because I'm—myself, that's all. I found that out
in London. I've actually got tastes and inclinations and a personality.
And they're all things that you would disapprove of immensely. Oh,
yes, you would. You want a good wife, Godfrey, someone who'd be
the hostess of shooting-parties, who'd listen to your hunting stories,
and who'd be interested in your tenants. You'd want somebody who
would be satisfied by your possessions and by your prestige, and
whose goal in life would be to make you comfortable. Clare wouldn't
have done that. In one way, it's a pity you didn't marry her. You'd
have been miserable, and she'd have broken away, but it might have
been better for you. As it is—it's too late, Godfrey. Some day
perhaps, I may marry, but it won't be you. I once was in love with
you, but I don't love you. Your interests are not my interests—we
haven't a taste in common.
"I'm going back to London. I'll go to-morrow. I'm learning there a
lot of things and it hasn't done with me yet. Delia mayn't want me
always. Probably she's going to America soon anyway. It isn't that.
I've got an idea—I don't know how to express it—that I think I've
always had in my head somewhere. An idea of service—not just
vague and sentimental, but translated into quite practical things.
Maybe I'll do nothing with it, but I do know this, that if I married you
I'd have to give up every new thing that has made me a person."
"You wouldn't."
"Oh, yes, I would. Can't you just picture us, Godfrey? You, the
typical country squire. I, the epitome of all Marshington virtues."
He frowned at her. He was a little sad, a little hurt, a little
disappointed. She knew that he was not heart-broken.
"I can't be a good wife until I've learnt to be a person," said
Muriel, "and perhaps in the end I'll never be a wife at all. That's very
possible. But it doesn't matter. The thing that matters is to take your
life into your hands and live it, following the highest vision as you see
it. If I married you, I'd simply be following the expedient promptings
of my mother and my upbringing. Do you see?"
"I don't see. It's all that London nonsense. It's Delia. It's——"
"No it isn't. It's Muriel—at last. You see, when she's really there,
you don't much like her. Godfrey dear, how could we live together?
We'd quarrel from the first."
"You said that you might marry—one day——"
"Who knows? But it won't be you. Why, you'll be married long
before."
A little breeze blew along the avenue. Muriel shivered.
 "I think we'd better go. I've talked too long. There's nothing else
to say. Don't be more angry with me than you can help. We've both
been honest with each other."
"Yes—— We've been honest."
He liked that. She felt his eyes straying again towards the open
vista, to the fields where now long shadows stretched across the
gilded grass, to the crowded terraces, to the grey house. He would
find comfort there for whatever soreness she had left with him.
"I'll go," she said. "And—very good luck to you, Godfrey."
Shyly she held out her hand.
He frowned. For a moment his wounded pride withheld him, but
she looked so very small and powerless before his height, his
strength, and his position. His smile came suddenly and he took her
hand.
"By Jove," he said, "I'm only just beginning to realize what I've
missed."
He stood, holding her small hand, under the arching elms.
"You won't remember long. And, when you do, you'll be glad that
I did not marry you."
He shook his head. She broke from him and walked quickly away
along the drive. Chequered sunlight and shadow fell on her small,
upright figure. She moved steadily forward, not looking back at him.
As he watched her go, an expression of tenderness, compassion
and regret crossed his face. He sighed a little. Perhaps she was
right. A wife with ideas? How queer women were! It always seemed
as though he, who knew himself to be sought after, only wanted what
he could never gain. He felt older and a little weary. Certainly it
would be good to go where he was wanted, to have his vanity
soothed by a simple, loving woman who would accept him as he
was.
Queer little thing, Muriel. If he had known what she was like,
would he have spoken? After all, perhaps it had been an escape.
With a sigh he turned again towards the house. Far away, on the
high terrace, fluttered the rose-pink dress of Phyllis Marshall Gurney.
THE END
 BY THE SAME AUTHOR
ANDERBY WOLD
Crown 8vo. 7s. 6d. net.
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are drawn with skill, each having individuality. Miss Holtby gives
plenty of evidence in her first novel that she has the gift of
narrative."

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Yorkshire is certainly one of the best 'first novels' which we have
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simpler material with the power that comes of genuine insight
and sincerity. For a first novel 'Anderby Wold' is a notable
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If that be so, one can congratulate Miss Holtby on a degree of
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it, that are rare even in the hands of much more practised
writers."

Times Literary Supplement.—"Interesting in many ways."

 Westminster Gazette.—"All North Country folk will enjoy this
well-written story."

Gentlewoman.—"A remarkably fine piece of work. . . . A

story of great truth and unflagging interest."

Manchester Guardian.—"An extremely interesting first novel.

The whole book shows a careful workmanship rare in a first
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 NEW FICTION
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 TRANSCRIBER'S NOTE
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