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 ABOUT THE AUTHORS
As a team, Philip Kotler and Gary Armstrong provide a blend of skills uniquely suited to writing an
introductory marketing text. Professor Kotler is one of the world’s leading authorities on marketing.
Professor Armstrong is an award-winning teacher of undergraduate business students. Together,
they make the complex world of marketing practical, approachable, and enjoyable.

Philip Kotler is S.C. Johnson & Gary Armstrong is Crist W.

Son Distinguished Professor
of International Marketing at
the Kellogg School of Manage-
ment, Northwestern Univer-
sity. He received his master’s
degree at the University of
Chicago and his PhD at M.I.T.,
both in economics. Dr. ­Kotler
is the author of Marketing
Management (Pearson), now
in its fifteenth edition and the
most widely used marketing
textbook in graduate schools
of business worldwide. He has ­authored dozens of other suc-
cessful books and has written more than 100 articles in lead-
ing journals. He is the only three-time winner of the coveted
Alpha Kappa Psi award for the best annual article in the Journal
of Marketing.
Professor Kotler was named the first recipient of four major
awards: the Distinguished Marketing Educator of the Year Award
and the William L. Wilkie “Marketing for a Better World” Award,
both given by the American Marketing Association; the Philip
Kotler Award for Excellence in Health Care Marketing presented by
the Academy for Health Care Services Marketing; and the Sheth
Foundation Medal for Exceptional Contribution to Marketing Schol-
arship and Practice. His numerous other major honors include
the Sales and Marketing Executives International Marketing
Educator of the Year Award; The European Association of Mar-
keting Consultants and Trainers Marketing Excellence Award; the
Charles Coolidge Parlin Marketing Research Award; and the Paul
D. Converse Award, given by the American Marketing Associ-
ation to honor “outstanding contributions to science in mar-
keting.” A recent Forbes survey ranks Professor Kotler in the
top 10 of the world’s most influential business thinkers. And in
a recent Financial Times poll of 1,000 senior executives across the
world, Professor Kotler was ranked as the fourth “most influ-
ential business writer/guru” of the twenty-first century.
Dr. Kotler has served as chairman of the College on Mar-
keting of the Institute of Management Sciences, a director of the
American Marketing Association, and a trustee of the Market-
ing Science Institute. He has consulted with many major U.S.
and international companies in the areas of marketing strategy
and planning, marketing organization, and international mar-
keting. He has traveled and lectured extensively throughout
Europe, Asia, and South America, advising companies and gov-
ernments about global marketing practices and opportunities.
­lackwell Distinguished Pro­
B
fessor Emeritus of Under-
graduate Education in the
Kenan-Flagler Business School
at the University of North
Carolina at Chapel Hill. He
­
holds undergraduate and
master’s degrees in business
from Wayne State University
in ­Detroit, and he received
his PhD in marketing from
Northwestern University.
Dr. Armstrong has contributed
numerous articles to leading business journals. As a consultant
and researcher, he has worked with many companies on mar-
keting research, sales management, and marketing strategy.
But Professor Armstrong’s first love has always been teach-
ing. His long-held Blackwell Distinguished Professorship is
the only permanent endowed professorship for distinguished
undergraduate teaching at the University of North Carolina at
Chapel Hill. He has been very active in the teaching and admin-
istration of Kenan-Flagler’s undergraduate program. His ad-
ministrative posts have included Chair of Marketing, Associate
Director of the Undergraduate Business Program, Director of
the Business Honors Program, and many others. Through the
years, he has worked closely with business student groups and
has received several UNC campuswide and Business School
teaching awards. He is the only repeat recipient of the school’s
highly regarded Award for Excellence in Undergraduate Teach-
ing, which he received three times. Most recently, Professor
Armstrong received the UNC Board of Governors Award for
Excellence in Teaching, the highest teaching honor bestowed
by the 16-campus University of North ­Carolina system.
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 BRIEF CONTENTS

Preface  xvii
Acknowledgments  xxiii

Part 1 Defining Marketing and the Marketing Process 2

1 Marketing: Creating Customer Value and Engagement 2
2 Company and Marketing Strategy: Partnering to Build Customer Engagement,
Value, and Relationships 38

Part 2 Understanding the Marketplace and Customer Value 68

3 Analyzing the Marketing Environment 68
4 Managing Marketing Information to Gain Customer Insights 104
5 Consumer Markets and Buyer Behavior 140
6 Business Markets and Business Buyer Behavior 172

Part 3 Designing a Customer Value-Driven Strategy and Mix 196

7 Customer-Driven Marketing Strategy: Creating Value for Target Customers 196
8 Products, Services, and Brands: Building Customer Value 230
9 New Product Development and Product Life-Cycle Strategies 268
10 Pricing: Understanding and Capturing Customer Value 298
11 Pricing Strategies: Additional Considerations 322
12 Marketing Channels: Delivering Customer Value 350
13 Retailing and Wholesaling 384
14 Engaging Customers and Communicating Customer Value 420
15 Advertising and Public Relations 448
16 Personal Selling and Sales Promotion 476
17 Direct, Online, Social Media, and Mobile Marketing 508

Part 4 Extending Marketing 542

18 Creating Competitive Advantage 542
19 The Global Marketplace 568
20 Social Responsibility and Ethics 600

Appendix 1 Marketing Plan 631

Appendix 2 Marketing by the Numbers 641
Appendix 3 Careers in Marketing 657

Glossary 667
Index 675

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 CONTENTS

Preface xvii
Acknowledgments xxiii Company and Marketing Strategy:
Partnering to Build Customer
2
Engagement, Value, and
Part 1: Defining Marketing and the Marketing Relationships 38
Process 2
Company-Wide Strategic Planning: Defining
Marketing: Creating Customer Value
1 Marketing’s Role 40
and Engagement 2 Defining a Market-Oriented Mission 40 | Setting Company
Objectives and Goals 44 | Designing the Business Portfolio 44
What Is Marketing? 5
Planning Marketing: Partnering to Build Customer
Marketing Defined 5 | The Marketing Process 6
Relationships 48
Understanding the Marketplace and Customer Needs 6
Partnering with Other Company Departments 48 | Partnering
Customer Needs, Wants, and Demands 6 | Market
with Others in the Marketing System 49
Offerings—Products, Services, and Experiences 6 | Customer
Marketing Strategy and the Marketing Mix 50
Value and Satisfaction 8 | Exchanges and Relationships 8 |
Customer Value-Driven Marketing Strategy 50 | Developing
Markets 8
an Integrated Marketing Mix 54
Designing a Customer Value-Driven Marketing Strategy 9
Managing the Marketing Effort 55
Selecting Customers to Serve 9 | Choosing a Value
Marketing Analysis 55 | Marketing Planning 56 | Marketing
Proposition 9 | Marketing Management Orientations 10
Implementation 56 | Marketing Department Organization 58 |
Preparing an Integrated Marketing Plan and Program 13
Marketing Control 58
Building Customer Relationships 13
Measuring and Managing Marketing Return on Investment 59
Customer Relationship Management 13 | Engaging
OBJECTIVES REVIEW AND KEY TERMS 60 | Objectives Review 60 | Key Terms 61 |
Customers 17 | Partner Relationship Management 21
DISCUSSION AND CRITICAL THINKING 62 | Discussion Questions 62 | Critical
Capturing Value from Customers 22
Thinking Exercises 62 | MINICASES AND APPLICATIONS 62 | Online, Mobile, and
Creating Customer Loyalty and Retention 22 | Growing
Social Media Marketing: The PC-osaurus 62 | Marketing Ethics: Digital Dark
Share of Customer 22 | Building Customer Equity 23
Side 62 | Marketing by the Numbers: McDonald’s vs. Burger King 63 | Video
The Changing Marketing Landscape 24
Case: OXO 63 | Company Case: Dyson: Solving Customer Problems in Ways They
The Digital Age: Online, Mobile, and Social Media
Never Imagined 63
Marketing 24 | The Changing Economic Environment 26 |
The Growth of Not-for-Profit Marketing 27 | Rapid
Globalization 28 | Sustainable Marketing—The Call for More Part 2: Understanding the Marketplace
Environmental and Social Responsibility 28 and Customer Value 68
So, What Is Marketing? Pulling It All Together 29
OBJECTIVES REVIEW AND KEY TERMS 31 | Objectives Review 31 | Key Terms 32 |
DISCUSSION AND CRITICAL THINKING 32 | Discussion Questions 32 | Critical Analyzing the Marketing
3
Thinking Exercises 33 | MINICASES AND APPLICATIONS 33 | Online, Mobile, Environment 68
and Social Media Marketing: Xbox One 33 | Marketing Ethics: Extreme Baby
Monitoring 33 | Marketing by the Numbers: Consumers Rule! 34 | Video The Microenvironment 71
Case: Zappos 34 | Company Case: FedEx: Making Every Customer Experience The Company 71 | Suppliers 71 | Marketing
Outstanding 34 Intermediaries 72 | Competitors 73 | Publics 73 |
Customers 74

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The Macroenvironment 74
The Demographic Environment 75 | The Economic
Environment 82 | The Natural Environment 83 |
The Technological Environment 84 | The Political
and Social Environment 87 | The Cultural Environment 90
Responding to the Marketing Environment 93
OBJECTIVES REVIEW AND KEY TERMS 95 | Objectives Review 95 | Key Terms 96 |
DISCUSSION AND CRITICAL THINKING 96 | Discussion Questions 96 | Critical
Thinking Exercises 97 | MINICASES AND APPLICATIONS 97 | Online, Mobile, and
Social Media Marketing: Social Data 97 | Marketing Ethics: Television Isn’t
What It Used to Be 97 | Marketing by the Numbers: Tiny Markets 98 | Video
Case: Ecoist 98 | Company Case: Sony: Battling the Marketing Environment’s
“Perfect Storm” 98
Managing Marketing Information
4 Mobile, and Social Media Marketing: Digital Influencers 166 | Marketing Ethics:
to Gain Customer Insights 104
Marketing Information and Customer Insights 106
Marketing Information and Today’s “Big Data” 107 | Managing
Marketing Information 107
Assessing Marketing Information Needs 108
Developing Marketing Information 109
Internal Data 109 | Competitive Marketing Intelligence 109
Marketing Research 111
Defining the Problem and Research Objectives 112 |
Developing the Research Plan 112 | Gathering Secondary
Data 113 | Primary Data Collection 114 | Implementing the
Research Plan 124 | Interpreting and Reporting the
Findings 124
Analyzing and Using Marketing Information 124
Customer Relationship Management and Mining
Big Data 124 | Distributing and Using Marketing
Information 125
Other Marketing Information Considerations 128
Marketing Research in Small Businesses and Nonprofit
Organizations 128 | International Marketing Research 129 |
Public Policy and Ethics in Marketing Research 130
OBJECTIVES REVIEW AND KEY TERMS 132 | Objectives Review 132 |
Key Terms 133 | DISCUSSION AND CRITICAL THINKING 133 | Discussion
Questions 133 | Critical Thinking Exercises 134 | MINICASES AND
APPLICATIONS 134 | Online, Mobile, and Social Media Marketing: You Are What
You Like 134 | Marketing Ethics: Research Ethics 134 | Marketing by the
Numbers: Sample Size 135 | Video Case: Domino’s 135 | Company Case:
Oracle: Getting a Grip on Big Data 135
Consumer Markets and Buyer
5
Behavior 140
Model of Consumer Behavior 142
Characteristics Affecting Consumer Behavior 143
Cultural Factors 143 | Social Factors 147 | Personal
Factors 151 | Psychological Factors 153
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Types of Buying Decision Behavior 158
Complex Buying Behavior 158 | Dissonance-Reducing
Buying Behavior 158 | Habitual Buying Behavior 158 |
Variety-Seeking Buying Behavior 159
The Buyer Decision Process 159
Need Recognition 160 | Information Search 160 | Evaluation
of Alternatives 160 | Purchase Decision 161 | Postpurchase
Behavior 161
The Buyer Decision Process for New Products 162
Stages in the Adoption Process 162 | Individual Differences
in Innovativeness 163 | Influence of Product Characteristics
on Rate of Adoption 163
OBJECTIVES REVIEW AND KEY TERMS 164 | Objectives Review 164 | Key
Terms 165 | DISCUSSION AND CRITICAL THINKING 165 | Discussion Questions 165 |
Critical Thinking Exercises 166 | MINICASES AND APPLICATIONS 166 | Online,
Liquid Gold 166 | Marketing by the Numbers: Evaluating Alternatives 167 | Video
Case: Goodwill Industries 167 | Company Case: Veterinary Pet Insurance: Health
Insurance for Our Furry—or Feathery—Friends 167
Business Markets and Business
6
Buyer Behavior 172
Business Markets 174
Market Structure and Demand 175 | Nature of the Buying
Unit 176 | Types of Decisions and the Decision Process 176
Business Buyer Behavior 177
Major Types of Buying Situations 177 | Participants in
the Business Buying Process 178 | Major Influences on
Business Buyers 179 | The Business Buying Process 180 |
E-Procurement and Online Purchasing 184
Institutional and Government Markets 186
Institutional Markets 186 | Government Markets 187
OBJECTIVES REVIEW AND KEY TERMS 189 | Objectives Review 189 |
Key Terms 190 | DISCUSSION AND CRITICAL THINKING 190 | Discussion
Questions 190 | Critical Thinking Exercises 191 | MINICASES AND
APPLICATIONS 191 | Online, Mobile, and Social Media Marketing: E-Procurement
and Mobile Procurement 191 | Marketing Ethics: Commercial Bribery 191 |
Marketing by the Numbers: NAICS 192 | Video Case: Eaton 192 | Company Case:
Cisco Systems: Solving Business Problems through Collaboration 192
Part 3: Designing a Customer Value-Driven
Strategy and Mix 196
Customer-Driven Marketing
7 Strategy: Creating Value for Target
Customers 196
Market Segmentation 199
Segmenting Consumer Markets 199 | Segmenting Business
Markets 206 | Segmenting International Markets 207 |
Requirements for Effective Segmentation 208
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Market Targeting 208
Evaluating Market Segments 208 | Selecting Target Market
Segments 209
Differentiation and Positioning 214
Positioning Maps 216 | Choosing a Differentiation and
Positioning Strategy 217 | Communicating and Delivering
the Chosen Position 222
OBJECTIVES REVIEW AND KEY TERMS 223 | Objectives Review 223 | Key Terms 224 |
DISCUSSION AND CRITICAL THINKING 224 | Discussion Questions 224 |
Critical Thinking Exercises 224 | MINICASES AND APPLICATIONS 225 | Online,
Mobile, and Social Media Marketing: SoLoMo (Social ∙ Local ∙ Mobile) 225 |
Marketing Ethics: Unrealistic Bodies 225 | Marketing by the Numbers: USAA 225 |
Video Case: Boston Harbor Cruises 226 | Company Case: Dove: Building Customer
Relationships Everywhere, One Gender at a Time 226
Products, Services, and Brands:
8
Building Customer Value 230
What Is a Product? 232
Products, Services, and Experiences 233 | Levels of Product
and Services 233 | Product and Service Classifications 234
Product and Service Decisions 237
Individual Product and Service Decisions 237 | Product Line
Decisions 243 | Product Mix Decisions 243
Services Marketing 244
The Nature and Characteristics of a Service 244 | Marketing
Strategies for Service Firms 246
Branding Strategy: Building Strong Brands 250
Brand Equity and Brand Value 251 | Building Strong
Brands 252 | Managing Brands 259
OBJECTIVES REVIEW AND KEY TERMS 260 | Objectives Review 260 |
Key Terms 261 | DISCUSSION AND CRITICAL THINKING 261 | Discussion
Questions 261 | Critical Thinking Exercises 262 | MINICASES AND
APPLICATIONS 262 | Online, Mobile, and Social Media Marketing: Keeping Tab of
Fido’s Health 262 | Marketing Ethics: $450 Starbucks Gift Card 262 | Marketing
by the Numbers: Pop-Tarts Gone Nutty! 262 | Video Case: Life is good 263 |
Company Case: Target: Where Store Brands Offer More Than Low Prices 263
New Product Development and Product
9
Life-Cycle Strategies 268
New Product Development Strategy 270
The New Product Development Process 271
Idea Generation 271 | Idea Screening 275 | Concept
Development and Testing 275 | Marketing Strategy
Development 276 | Business Analysis 277 | Product
Development 277 | Test Marketing 278 | Commercialization 279
Managing New Product Development 280
Customer-Centered New Product Development 280 |
Team-Based New Product Development 280 |
Systematic New Product Development 281 | New Product
Development in Turbulent Times 282
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Product Life-Cycle Strategies 282
Introduction Stage 284 | Growth Stage 284 | Maturity
Stage 285 | Decline Stage 286
Additional Product and Service Considerations 288
Product Decisions and Social Responsibility 288 |
International Product and Services Marketing 290
OBJECTIVES REVIEW AND KEY TERMS 291 | Objectives Review 291 |
Key Terms 292 | DISCUSSION AND CRITICAL THINKING 292 | Discussion
Questions 292 | Critical Thinking Exercises 292 | MINICASES AND
APPLICATIONS 293 | Online, Mobile, and Social Media Marketing:
Reading Rainbow App 293 | Marketing Ethics: Orphan Drugs 293 |
Marketing by the Numbers: Dental House Calls 293 | Video Case: Subaru 294 |
Company Case 3M: Where Innovation Is a Way of Life 294
Pricing: Understanding and Capturing
10
Customer Value 298
What Is a Price? 300
Major Pricing Strategies 301
Customer Value-Based Pricing 301 | Cost-Based
Pricing 305 | Competition-Based Pricing 308
Other Internal and External Considerations Affecting Price
Decisions 309
Overall Marketing Strategy, Objectives, and Mix 309 |
Organizational Considerations 312 | The Market
and Demand 312 | The Economy 314 | Other External
Factors 315
OBJECTIVES REVIEW AND KEY TERMS 316 | Objectives Review 316 |
Key Terms 317 | DISCUSSION AND CRITICAL THINKING 317 | Discussion
Questions 317 | Critical Thinking Exercises 317 | MINICASES AND
APPLICATIONS 318 | Online, Mobile, and Social Media Marketing: Online
Price Tracking 318 | Marketing Ethics: Psychology of Mobile Payments 318 |
Marketing by the Numbers: Pricey Sheets 318 | Video Case: Smashburger 319 |
Company Case: Spirit Airlines: The Lowest Possible Price—At All Costs 319
Pricing Strategies: Additional
11
Considerations 322
New Product Pricing Strategies 325
Market-Skimming Pricing 325 | Market-Penetration
Pricing 325
Product Mix Pricing Strategies 326
Product Line Pricing 326 | Optional-Product Pricing 326 |
Captive-Product Pricing 327 | By-Product Pricing 327 |
Product Bundle Pricing 328
Price Adjustment Strategies 328
Discount and Allowance Pricing 328 | Segmented
Pricing 329 | Psychological Pricing 329 | Promotional
Pricing 330 | Geographical Pricing 331 | Dynamic
and Internet Pricing 332 | International Pricing 335
Price Changes 336
Initiating Price Changes 336 | Responding to Price Changes 339
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Public Policy and Pricing 341
Pricing within Channel Levels 341 | Pricing across
Channel Levels 342
OBJECTIVES REVIEW AND KEY TERMS 343 | Objectives Review 343 | Key
Terms 344 | DISCUSSION AND CRITICAL THINKING 344 | Discussion Questions 344 |
Critical Thinking Exercises 344 | MINICASES AND APPLICATIONS 345 | Online,
Mobile, and Social Media Marketing: Online Price Glitches 345 | Marketing
Ethics: Breaking the Law or Cultural Norm? 345 | Marketing by the Numbers:
Louis Vuitton Price Increase 345 | Video Case: Hammerpress 346 | Company
Case: Coach: Riding the Wave of Premium Pricing 346
Marketing Channels: Delivering
12
Customer Value 350
Supply Chains and the Value Delivery Network 352
The Nature and Importance of Marketing Channels 353
How Channel Members Add Value 354 | Number
of Channel Levels 355
Channel Behavior and Organization 356
Channel Behavior 356 | Vertical Marketing Systems 357 |
Horizontal Marketing Systems 359 | Multichannel Distribution
Systems 360 | Changing Channel Organization 360
Channel Design Decisions 361
Analyzing Consumer Needs 362 | Setting Channel
Objectives 362 | Identifying Major Alternatives 363 |
Evaluating the Major Alternatives 364 | Designing International
Distribution Channels 364
Channel Management Decisions 365
Selecting Channel Members 365 | Managing and Motivating
Channel Members 366 | Evaluating Channel Members 368
Public Policy and Distribution Decisions 368
Marketing Logistics and Supply Chain Management 369
Nature and Importance of Marketing Logistics 369 | Goals of
the Logistics System 370 | Major Logistics Functions 372 |
Integrated Logistics Management 375
OBJECTIVES REVIEW AND KEY TERMS 377 | Objectives Review 377 | Key
Terms 378 | DISCUSSION AND CRITICAL THINKING 378 | Discussion Questions 378 |
Critical Thinking Exercises 379 | MINICASES AND APPLICATIONS 379 |
Online, Mobile, and Social Media Marketing: Self-Publishing 379 | Marketing
Ethics: Supplier Safety 379 | Marketing by the Numbers: Tyson Expanding
Distribution 380 | Video Case: Gaviña Gourmet Coffee 380 | Company Case:
Corning: Feeding Innovation through the Supply Chain 380
13 Retailing and Wholesaling 384
Retailing 386
Types of Retailers 387 | Retailer Marketing Decisions 393 |
Retailing Trends and Developments 400
Wholesaling 406
Types of Wholesalers 407 | Wholesaler Marketing
Decisions 409 | Trends in Wholesaling 411
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OBJECTIVES REVIEW AND KEY TERMS 412 | Objectives Review 412 |
Key Terms 413 | DISCUSSION AND CRITICAL THINKING 413 | Discussion
Questions 413 | Critical Thinking Exercises 413 | MINICASES AND
APPLICATIONS 414 | Online, Mobile, and Social Media Marketing: Local
Retailers 414 | Marketing Ethics: Marketplace Fairness Act of 2013 414 |
Marketing by the Numbers: Stockturn Rate 414 | Video Case: Home Shopping
Network 415 | Company Case: Sears: Why Should You Shop There? 415
Engaging Customers and
14
Communicating Customer Value 420
The Promotion Mix 423
Integrated Marketing Communications 423
The New Marketing Communications Model 423 |
The Need for Integrated Marketing Communications 425
A View of the Communication Process 428
Steps in Developing Effective Marketing Communication 430
Identifying the Target Audience 430 | Determining the
Communication Objectives 430 | Designing a Message 431 |
Choosing Communication Channels and Media 433 |
Selecting the Message Source 434 | Collecting Feedback 436
Setting the Total Promotion Budget and Mix 436
Setting the Total Promotion Budget 436 | Shaping the Overall
Promotion Mix 438 | Integrating the Promotion Mix 440
Socially Responsible Marketing Communication 440
Advertising and Sales Promotion 441 | Personal Selling 441
OBJECTIVES REVIEW AND KEY TERMS 442 | Objectives Review 442 |
Key Terms 443 | DISCUSSION AND CRITICAL THINKING 443 | Discussion
Questions 443 | Critical Thinking Exercises 443 | MINICASES AND
APPLICATIONS 443 | Online, Mobile, and Social Media Marketing: Native
Advertising 443 | Marketing Ethics: Racist Promotion? 444 | Marketing by the
Numbers: Advertising-to-Sales Ratios 444 | Video Case: OXO 444 | Company
Case: Snickers: Achieving Promotional Integration with a Universal
Appeal—Hunger 445
15 Advertising and Public Relations 448
Advertising 450
Setting Advertising Objectives 451 | Setting the Advertising
Budget 453 | Developing Advertising Strategy 453 |
Evaluating Advertising Effectiveness and the Return
on Advertising Investment 462 | Other Advertising
Considerations 464
Public Relations 466
The Role and Impact of PR 467 | Major Public Relations
Tools 467
OBJECTIVES REVIEW AND KEY TERMS 469 | Objectives Review 469 |
Key Terms 470 | DISCUSSION AND CRITICAL THINKING 470 | Discussion
Questions 470 | Critical Thinking Exercises 471 | MINICASES AND
APPLICATIONS 471 | Online, Mobile, and Social Media Marketing: Facebook
Audience Network 471 | Marketing Ethics: Amazon’s Dronerama 471 |
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Marketing by the Numbers: C3, CPM, and CPP 472 | Video Case: E*TRADE 472 |
Company Case: Allstate: Bringing Mayhem to the Auto Insurance Advertising
Wars 472
Personal Selling and Sales
16
Promotion 476
Personal Selling 478
The Nature of Personal Selling 478 | The Role
of the Sales Force 479
Managing the Sales Force 480
Designing the Sales Force Strategy and Structure 481 |
Recruiting and Selecting Salespeople 484 | Training
Salespeople 485 | Compensating Salespeople 486 |
Supervising and Motivating Salespeople 486 | Evaluating
Salespeople and Sales Force Performance 488
Social Selling: Online, Mobile, and Social Media Tools 488
The Personal Selling Process 491
Steps in the Selling Process 491 | Personal Selling
and Managing Customer Relationships 493
Sales Promotion 494
The Rapid Growth of Sales Promotion 495 | Sales Promotion
Objectives 495 | Major Sales Promotion Tools 496 |
Developing the Sales Promotion Program 500
OBJECTIVES REVIEW AND KEY TERMS 501 | Objectives Review 501 |
Key Terms 502 | DISCUSSION AND CRITICAL THINKING 502 | Discussion
Questions 502 | Critical Thinking Exercises 503 | MINICASES AND
APPLICATIONS 503 | Online, Mobile, and Social Media Marketing: Sales
Promotions 503 | Marketing Ethics: Drug Dealing 503 | Marketing by the
Numbers: Salesforce Analysis 504 | Video Case: MedTronic 504 |
Company Case: SunGard: Building Sustained Growth by Selling the
SunGard Way 504
Direct, Online, Social Media,
17
and Mobile Marketing 508
Direct and Digital Marketing 510
The New Direct Marketing Model 511 | Rapid Growth of Direct
and Digital Marketing 511 | Benefits of Direct and Digital
Marketing to Buyers and Sellers 512
Forms of Direct and Digital Marketing 512
Digital and Social Media Marketing 514
Marketing, the Internet, and the Digital Age 515 | Online
Marketing 516 | Social Media Marketing 520 | Mobile
Marketing 523
Traditional Direct Marketing Forms 526
Direct-Mail Marketing 526 | Catalog Marketing 527 |
Telemarketing 528 | Direct-Response Television
Marketing 529 | Kiosk Marketing 530
Public Policy Issues in Direct and Digital Marketing 530
Irritation, Unfairness, Deception, and Fraud 530 | Consumer
Privacy 531 | A Need for Action 532
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OBJECTIVES REVIEW AND KEY TERMS 533 | Objectives Review 533 |
Key Terms 535 | DISCUSSION AND CRITICAL THINKING 535 | Discussion
Questions 535 | Critical Thinking Exercises 535 | MINICASES AND
APPLICATIONS 535 | Online, Mobile, and Social Media Marketing: Big Business
for Small Business 535 | Marketing Ethics: Tracking in “Meat Space” 536 |
Marketing by the Numbers: Mobile Advertising 536 | Video Case: Home
Shopping Network 536 | Company Case: Pinterest: Revolutionizing the
Web—Again 537
Part 4: Extending Marketing 542
18 Creating Competitive Advantage 542
Competitor Analysis 545
Identifying Competitors 545 | Assessing Competitors 547 |
Selecting Competitors to Attack and Avoid 549 | Designing a
Competitive Intelligence System 551
Competitive Strategies 551
Approaches to Marketing Strategy 551 | Basic Competitive
Strategies 553 | Competitive Positions 556 | Market Leader
Strategies 556 | Market Challenger Strategies 559 | Market
Follower Strategies 560 | Market Nicher Strategies 560
Balancing Customer and Competitor Orientations 561
OBJECTIVES REVIEW AND KEY TERMS 562 | Objectives Review 562 |
Key Terms 563 | DISCUSSION AND CRITICAL THINKING 563 | Discussion
Questions 563 | Critical Thinking Exercises 563 | MINICASES AND
APPLICATIONS 564 | Online, Mobile, and Social Media Marketing: Social
Logins 564 | Marketing Ethics: Corporate Spying against Nonprofits 564 |
Marketing by the Numbers: Market Share 564 | Video Case: Umpqua Bank 565 |
Company Case: L.L.Bean: A Customer-Centric Icon Focuses Inward 565
19 The Global Marketplace 568
Global Marketing Today 570
Looking at the Global Marketing Environment 572
The International Trade System 572 | Economic
Environment 574 | Political-Legal Environment 575 |
Cultural Environment 576
Deciding Whether to Go Global 578
Deciding Which Markets to Enter 579
Deciding How to Enter the Market 580
Exporting 580 | Joint Venturing 581 | Direct Investment 582
Deciding on the Global Marketing Program 583
Product 585 | Promotion 587 | Price 589 | Distribution
Channels 590
Deciding on the Global Marketing Organization 591
OBJECTIVES REVIEW AND KEY TERMS 592 | Objectives Review 592 |
Key Terms 593 | DISCUSSION AND CRITICAL THINKING 593 | Discussion
Questions 593 | Critical Thinking Exercises 593 | MINICASES AND
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APPLICATIONS 594 | Online, Mobile, and Social Media Marketing: Russian
E-Commerce 594 | Marketing Ethics: India’s Bitter Pill 594 | Marketing by
the Numbers: Alternative Attractive Markets 594 | Video Case: The U.S. Film
Industry 595 | Company Case: IKEA: Making Life Better for the World’s Many
People 595
20 Social Responsibility and Ethics 600
Sustainable Marketing 603
Social Criticisms of Marketing 604
Marketing’s Impact on Individual Consumers 604 |
Marketing’s Impact on Society as a Whole 608 | Marketing’s
Impact on Other Businesses 610
Consumer Actions to Promote Sustainable Marketing 611
Consumerism 611 | Environmentalism 612 | Public Actions
to Regulate Marketing 617
Business Actions toward Sustainable Marketing 617
Sustainable Marketing Principles 617 | Marketing Ethics 621 |
The Sustainable Company 624
OBJECTIVES REVIEW AND KEY TERMS 624 | Objectives Review 624 |
Key Terms 625 | DISCUSSION AND CRITICAL THINKING 625 | Discussion
Questions 625 | Critical Thinking Exercises 626 | MINICASES AND
APPLICATIONS 626 | Online, Mobile, and Social Media Marketing: Teens and
Social Media 626 | Marketing Ethics: Pricey Deal? 626 | Marketing by the
Numbers: The Cost of Sustainability 626 | Video Case: Life is good 627 |
Company Case: Warby Parker: Eyewear with a Purpose 627
Appendix 1: Marketing Plan 631
Appendix 2: Marketing by the Numbers 641
Appendix 3: Careers in Marketing 657
Glossary 667
Index 675

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 PREFACE

The Sixteenth Edition of Kotler/Armstrong’s Principles

of Marketing! The World Standard in Undergraduate
Marketing Education
Across five continents, in more than 40 countries, and in 24 languages, students and pro-
fessors rely on Kotler/Armstrong’s Principles of Marketing as the most-trusted source for
teaching and learning basic marketing concepts and practices. More than ever, the sixteenth
edition introduces new marketing students to the fascinating world of modern marketing
in an innovative, complete, and authoritative yet fresh, practical, and enjoyable way. In this
sixteenth edition, we’ve once again added substantial new content and poured over every
page, table, figure, fact, and example in order to keep this the best text from which to learn
about and teach marketing. Enhanced by MyMarketingLab, our online homework and per-
sonalized study tool, the sixteenth edition of Principles of Marketing remains the world stan-
dard in introductory marketing education.

Marketing: Creating Customer Value and Engagement

in the Digital and Social Age
Top marketers share a common goal: putting the consumer at the heart of marketing.
­Today’s marketing is all about creating customer value and engagement in a fast-changing,
increasingly digital and social marketplace.
Marketing starts with understanding consumer needs and wants, determining which
target markets the organization can serve best, and developing a compelling value proposi-
tion by which the organization can attract and grow valued consumers. Then, more than
just making a sale, today’s marketers want to engage customers and build deep customer
relationships that make their brands a meaningful part of consumers’ conversations and
lives. In this digital age, to go along with their tried-and-true traditional marketing meth-
ods, marketers have a dazzling set of new customer relationship-building tools—from
the Internet, smartphones, and tablets to online, mobile, and social media—for engaging
customers anytime, anyplace to shape brand conversations, experiences, and community.
If marketers do these things well, they will reap the rewards in terms of market share,
profits, and customer equity. In the sixteenth edition of Principles of Marketing, you’ll learn
how customer value and customer engagement drive every good marketing strategy.

What’s New in the Sixteenth Edition?

We’ve thoroughly revised the sixteenth edition of Principles of Marketing to reflect the major
trends and forces impacting marketing in this digital age of customer value, engagement,
and relationships. Here are just some of the major and continuing changes you’ll find in
this edition.
• More than any other developments, sweeping new online, social media, mobile, and
other digital technologies are now affecting how marketers, brands, and customers
engage each other. The sixteenth edition features new and revised discussions and
examples of the explosive impact of exciting new digital marketing technologies shap-
ing marketing strategy and practice—from online, mobile, and social media engage-
ment technologies discussed in Chapters 1, 5, 13, 14, 15, and 17; to “real-time listening”
and “big data” research tools in Chapter 4, online influence and brand communities

xvii

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 xviii   Preface
in Chapter 5, and location-based marketing in Chapter 7; to the use of social media
and social selling in business-to-business marketing in Chapters 6 and 16; to consumer
Web, social media, mobile marketing, and other new communications technologies in
Chapters 1, 5, 14, 15, 17, and throughout the text.
A new Chapter 1 section on The Digital Age: Online, Mobile, and Social Media Market-
ing introduces the exciting new developments in digital and social media marketing.
A completely revised Chapter 17 on Direct, Online, Social Media, and Mobile Marketing
digs deeply into digital marketing tools such as online sites, social media, mobile ads
and apps, online video, e-mail, blogs, and other digital platforms that engage c­ onsumers
anywhere, anytime via their computers, smartphones, tablets, I­ nternet-ready TVs, and
other digital devices. The sixteenth edition is packed with new stories and examples
illustrating how companies employ digital technology to gain competitive ­advantage—
from traditional marketing all-stars such as Nike, P&G, Coca-Cola, Walmart, IBM, and
McDonald’s to new-age digital competitors such as Google, Amazon, Apple, Netflix,
Pinterest, and Facebook.
• The sixteenth edition features completely new and revised coverage of the emerging
trend toward customer engagement marketing—building direct and continuous cus-
tomer involvement in shaping brands, brand conversations, brand experiences, and
brand community. The burgeoning Internet and social media have created better in-
formed, more connected, and more empowered consumers. Thus, today’s marketers
must now engage consumers rather than interrupt them. Marketers are augmenting
their mass-media marketing efforts with a rich mix of online, mobile, and social media
marketing that promote deep consumer involvement and a sense of customer com-
munity surrounding their brands. Today’s new customer engagement-building tools
include everything from online sites, blogs, in-person events, and video sharing to on-
line communities and social media such as Facebook, YouTube, Pinterest, Vine, Twitter,
or a company’s own social networking sites.
In all, today’s more engaged consumers are giving as much as they get in the
form of two-way brand relationships. The sixteenth edition contains substantial new
material on customer engagement and related developments such as consumer
empowerment, crowdsourcing, customer co-creation, consumer-generated marketing,
and real-time marketing. A new Chapter 1 section—Engaging Customers—introduces
customer engagement marketing. This and other related customer engagement top-
ics are presented in Chapter 1 (new or revised sections on Customer Engagement and
Today’s Digital and Social Media and Consumer-Generated Marketing); Chapter 4 (big data
and real-time research to gain deeper customer insights); Chapter 5 (managing on-
line influence and customer community through digital and social media marketing);
Chapter 13 (online, social media, and digitized retailing); Chapter 9 (crowdsourcing
and customer-driven new-product development); Chapters 14 and 15 (the new, more
engaging marketing communications model and content marketing); and Chapter 17
(direct digital, online, social media, and mobile marketing).
• The sixteenth edition continues to build on and extend the innovative customer-value
framework from previous editions. The customer value and engagement model pre-
sented in the first chapter is fully integrated throughout the remainder of the book. No
other marketing text presents such a clear and compelling customer-value approach.
• The sixteenth edition provides revised and expanded coverage of developments in the
fast-changing area of integrated marketing communications. It tells how marketers
are blending traditional media with new digital and social media tools—everything
from Internet and mobile marketing to blogs, viral videos, and social media—to create
more targeted, personal, and engaging customer relationships. Marketers are no longer
simply creating integrated promotion programs; they are practicing content market-
ing in paid, owned, earned, and shared media. No other text provides more current or
encompassing coverage of these exciting developments.
• New material throughout the sixteenth edition highlights the increasing importance
of sustainable marketing. The discussion begins in Chapter 1 and ends in Chapter 20,
which pulls marketing together under a sustainable marketing framework. In between,
frequent discussions and examples show how sustainable marketing calls for socially
and environmentally responsible actions that meet both the immediate and the future
needs of customers, companies, and society as a whole.

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 Preface   xix

• The sixteenth edition provides new discussions and examples of the growth in global
marketing. As the world becomes a smaller, more competitive place, marketers face
new global marketing challenges and opportunities, especially in fast-growing emerg-
ing markets such as China, India, Brazil, Africa, and others. You’ll find much new
coverage of global marketing throughout the text, starting in Chapter 1; the topic is
discussed fully in Chapter 19.
• The sixteenth edition continues its emphasis on measuring and managing return on
marketing, including many new end-of-chapter financial and quantitative marketing
exercises that let students apply analytical thinking to relevant concepts in each chap-
ter and link chapter concepts to the text’s innovative and comprehensive Appendix 2:
Marketing by the Numbers.
• The sixteenth edition continues to improve on its innovative learning design. The text’s
active and integrative presentation includes learning enhancements such as annotated
chapter-opening stories, a chapter-opening objective outline, and explanatory author
comments on major chapter sections and figures. The chapter-opening layout helps to
preview and position the chapter and its key concepts. Figures annotated with author
comments help students to simplify and organize chapter material. End-of-chapter fea-
tures help to summarize important chapter concepts and highlight important themes,
such as digital and social media marketing, marketing ethics, and financial market-
ing analysis. This innovative learning design facilitates student understanding and
eases learning.
• The sixteenth edition provides 20 new or revised end-of-chapter company cases by
which students can apply what they learn to actual company situations. The sixteenth
edition also features 20 video cases, with brief end-of-chapter summaries and discus-
sion questions. Finally, all of the chapter-opening stories and Real Marketing highlights
in the sixteenth edition are either new or revised to maintain currency.

Five Major Customer Value and Engagement Themes

The sixteenth edition of Principles of Marketing builds on five major value and customer
engagement themes:
1. Creating value for customers in order to capture value from customers in return. Today’s
marketers must be good at creating customer value, engaging customers, and managing
customer relationships. Outstanding marketing companies understand the marketplace
and customer needs, design value-creating marketing strategies, develop integrated
marketing programs that engage customers and deliver value and satisfaction, and
build strong customer relationships and brand community. In return, they capture
value from customers in the form of sales, profits, and customer equity.
This innovative customer-value and engagement framework is introduced at the start
of Chapter 1 in a five-step marketing process model, which details how marketing cre-
ates customer value and captures value in return. The framework is carefully developed
in the first two chapters and then fully integrated throughout the remainder of the text.
2. Customer engagement and today’s digital and social media. New digital and social media
have taken today’s marketing by storm, dramatically changing how companies and
brands engage consumers, as well as how consumers connect and influence each oth-
er’s brand behaviors. The sixteenth edition introduces and thoroughly explores the
contemporary concept of customer engagement marketing and the exciting new digital
and social media technologies that help brands to engage customers more deeply and
interactively. It starts with two major new Chapter 1 sections: Customer Engagement
and Today’s Digital and Social Media and The Digital Age: Online, Mobile, and Social Media
Marketing. A completely revised Chapter 17 on Direct, Online, Social Media, and Mobile
Marketing summarizes the latest developments in digital engagement and relationship-
building tools. Everywhere in-between, you’ll find revised and expanded coverage of
the exploding use of digital and social tools to create customer engagement and build
brand community.
3. Building and managing strong, value-creating brands. Well-positioned brands with strong
brand equity provide the basis upon which to build customer value and profitable
customer relationships. Today’s marketers must position their brands powerfully and

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 xx   Preface
manage them well to create valued brand experiences. The sixteenth edition provides
a deep focus on brands, anchored by a Chapter 8 section on Branding Strategy: Building
Strong Brands.
4. Measuring and managing return on marketing. Especially in uneven economic times,
marketing managers must ensure that their marketing dollars are being well spent.
In the past, many marketers spent freely on big, expensive marketing programs, often
without thinking carefully about the financial returns on their spending. But all that
has changed rapidly. “Marketing accountability”—measuring and managing market-
ing return on investment—has now become an important part of strategic marketing
decision making. This emphasis on marketing accountability is addressed in Chapter 2,
Appendix 2: Marketing by the Numbers, and throughout the sixteenth edition.
5. Sustainable marketing around the globe. As technological developments make the world
an increasingly smaller and more fragile place, marketers must be good at marketing
their brands globally and in sustainable ways. New material throughout the sixteenth
edition emphasizes the concepts of global marketing and sustainable marketing—
meeting the present needs of consumers and businesses while also preserving or en-
hancing the ability of future generations to meet their needs. The sixteenth edition
integrates global marketing and sustainability topics throughout the text. It then pro-
vides focused coverage on each topic in Chapters 19 and 20, respectively.

An Emphasis on Real Marketing and Bringing

Marketing to Life
Principles of Marketing, sixteenth edition, takes a practical marketing-management ap-
proach, providing countless in-depth, real-life examples and stories that engage students
with marketing concepts and bring modern marketing to life. In the sixteenth edition, every
chapter includes an engaging opening story plus Real Marketing highlights that provide
fresh insights into real marketing practices. Learn how:
• Nike’s outstanding success results from more than just making and selling good sports
gear. It’s based on a customer-focused strategy through which Nike creates brand en-
gagement and close brand community with and among its customers.
• At T-shirt and apparel maker Life is good, engagement and social media are about
building meaningful customer engagement, measured by the depth of consumer com-
menting and community that surround the brand.
• Chipotle’s sustainability mission isn’t an add-on, created just to position the company
as “socially responsible”—doing good is ingrained in everything the company does.
• Sony’s dizzying fall from market leadership provides a cautionary tale of what can
happen when a company—even a dominant marketing leader—fails to adapt to its
changing environment.
• Netflix uses “big data” to personalize each customer’s viewing experience; while Netflix
subscribers are busy watching videos, Netflix is busy watching them—very, very closely.
• Giant social network Facebook promises to become one of the world’s most powerful
and profitable digital marketers—but it’s just getting started.
• Wildly innovative Google has become an incredibly successful new product “moon-
shot factory,” unleashing a seemingly unending flurry of diverse products, most of
which are market leaders in their categories.
• Retail giants Walmart and Amazon are fighting it out in a pitched price war for online
supremacy.
• Direct marketing insurance giant GEICO has gone from bit player to behemoth thanks
to a big-budget advertising campaign featuring a smooth-talking gecko and an endur-
ing “15 minutes could save you 15 percent” tagline.
• The explosion of the Internet, social media, mobile devices, and other technologies has
some marketers asking: “Who needs face-to-face selling anymore?”
• Under its “Conscious Consumption” mission, outdoor apparel and gear maker Patago-
nia takes sustainability to new extremes by telling consumers to buy less.
Beyond such features, each chapter is packed with countless real, engaging, and timely
examples that reinforce key concepts. No other text brings marketing to life like the six-
teenth edition of Principles of Marketing.

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 Preface   xxi

Learning Aids That Create Value and Engagement

A wealth of chapter-opening, within-chapter, and end-of-chapter learning devices help stu-
dents to learn, link, and apply major concepts:
• Integrated chapter-opening preview sections. The active and integrative chapter-opening
spread in each chapter starts with a Chapter Preview, which briefly previews chapter con-
cepts, links them with previous chapter concepts, and introduces the chapter-­opening
story. This leads to a chapter-opening vignette—an engaging, deeply d ­ eveloped, illus-
trated, and annotated marketing story that introduces the chapter material and sparks
student interest. Finally, an Objective Outline provides a helpful preview of chapter
contents and learning objectives, complete with page numbers.
• Real Marketing highlights. Each chapter contains two carefully developed highlight features
that provide an in-depth look at real marketing practices of large and small companies.
• Author comments and figure annotations. Throughout each chapter, author comments
ease and enhance student learning by introducing and explaining major text sections
and organizing figures.
• Objectives Review and Key Terms. A summary at the end of each chapter reviews major
chapter concepts, chapter objectives, and key terms.
• Discussion Questions and Critical Thinking Exercises. Sections at the end of each chapter
help students to keep track of and apply what they’ve learned in the chapter.
• Applications and Cases. Brief Online, Mobile, and Social Media Marketing; Marketing Ethics;
and Marketing by the Numbers sections at the end of each chapter provide short applica-
tion cases that facilitate discussion of current issues and company situations in areas
such as mobile and social marketing, ethics, and financial marketing analysis. A Video
Case section contains short vignettes with discussion questions to be used with a set of
4- to 7-minute videos that accompany the sixteenth edition. End-of-chapter Company
Case sections provide all-new or revised company cases that help students to apply
major marketing concepts to real company and brand situations.
• Marketing Plan appendix. Appendix 1 contains a sample marketing plan that helps stu-
dents to apply important marketing planning concepts.
• Marketing by the Numbers appendix. The innovative Appendix 2 provides students with
a comprehensive introduction to the marketing financial analysis that helps to guide,
assess, and support marketing decisions. An exercise at the end of each chapter lets
students apply analytical and financial thinking to relevant chapter concepts and links
the chapter to the Marketing by the Numbers appendix.
More than ever before, the sixteenth edition of Principles of Marketing creates value and en-
gagement for you—it gives you all you need to know about marketing in an effective and
enjoyable total learning package!

A Total Teaching and Learning Package

A successful marketing course requires more than a well-written book. Today’s classroom
requires a dedicated teacher, well-prepared students, and a fully integrated teaching sys-
tem. A total package of teaching and learning supplements extends this edition’s emphasis
on creating value and engagement for both the student and instructor. The following aids
support Principles of Marketing, sixteenth edition.

Instructor Resources
At the Instructor Resource Center, www.pearsonhighered.com/irc, instructors can easily
register to gain access to a variety of instructor resources available with this text in down-
loadable format. If assistance is needed, a dedicated technical support team is ready to help
with the media supplements that accompany the text. Visit http://247.pearsoned.com for
answers to frequently asked questions and toll-free user support phone numbers.
The following supplements are available with this text:
• Instructor’s Resource Manual
• Test Bank
• TestGen® Computerized Test Bank
• PowerPoint Presentation

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 ACKNOWLEDGMENTS

No book is the work only of its authors. We greatly appreciate the valuable contributions of
several people who helped make this new edition possible. As always, we owe very special
thanks to Keri Jean Miksza for her dedicated and valuable help in all phases of the project,
and to her husband Pete and daughters Lucy and Mary for all the support they provided
Keri during this very absorbing project.
We owe substantial thanks to Andy Norman of Drake University for his skillful help in
developing chapter vignettes and highlights, company and video cases, and the Marketing
Plan appendix. This edition, as well as the previous editions, have benefited greatly from
Andy’s assistance. We also thank Laurie Babin of the University of Louisiana at Monroe
for her dedicated efforts in preparing end-of-chapter materials and for keeping our Mar-
keting by the Numbers appendix fresh. Additional thanks go to Carol Davis at California
State University Monterey Bay for her work in updating the Instructor’s Manual and Test
Item File, and to Douglas Martin at Forsyth Technical Community College for updating the
PowerPoint slides. Finally, we’d like to thank the professors who assisted with our work on
MyMarketingLab: George D. Deitz, The University of Memphis; Barbara S. Faries, Mission
College, Santa Clara; Todd Korol, Monroe Community College; Lori Olson, San Diego State
University; and Julia Wells, University of San Diego. All of these contributors are greatly
appreciated in making the sixteenth edition of Principles of Marketing a robust teaching and
learning system.
Many reviewers at other colleges and universities provided valuable comments and
suggestions for this and previous editions. We are indebted to the following colleagues for
their thoughtful input:

Sixteenth Edition Reviewers

Sucheta Ahlawat, Kean University
Darrell E. Bartholomew, Rider University
Leta Beard, University of Washington
Christopher P. Blocker, Colorado State University
Kathryn Boys, Virginia Tech
Christina Chung, Ramapo College of New Jersey
Ed Chung, Elizabethtown College
Marianne Collins, Winona State University
Deborah L. Cowles, Virginia Commonwealth University
Patti Diggin, West Chester University of Pennsylvania
Frank Franzak, Virginia Commonwealth University
George J. Gannage Jr., Embry Riddle Aeronautical University
David A. Gilliam, University of Arkansas at Little Rock
Deborah M. Gray, Central Michigan University
Amy Handlin, Monmouth University
James Heyman, University of St. Thomas
Ken Knox, Eastern Gateway Community College
Ann T. Kuzma, Minnesota State University, Mankato
Geoffrey P. Lantos, Stonehill College
Yun Jung Lee, Adelphi University
Carolyn A. Massiah, University of Central Florida
Ed Petkus Jr., Ramapo College of New Jersey
James Sawhill, Washington University–Missouri
Mid Semple, SUNY Broome
Shweta Singh, Kean University
Michaeline Skiba, Monmouth University
Joseph G. Slifko Jr., Pennsylvania Highlands Community
College
Susan D. Williams, New Jersey City University
Poh-Lin Yeoh, Bentley University

Fifteenth Edition Reviewers

Greg Black, Metropolitan State University of Denver David Murphy, Madisonville Community College
Rod Carveth, Naugatuck Valley Community College Donna Waldron, Manchester Community College
Linda Morable, Richland College Douglas Witt, Brigham Young University
Randy Moser, Elon University

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Another random document with
no related content on Scribd:
be able to smell the trace of the stuff that was drifting down the hill.
All fixed now, though. I'm having the fault, and any others that may
exist, cemented up solid. Death by snake bite will fix our records."
"Fair enough. Now, how about these two? There has been some talk
of a honeymoon to Chickladoria, but that may have been a blind.
Doubles? Disappearance? The vortex? What do you think?"
"Um—We've got to hold the risk at minimum." Fairchild pondered for
minutes. "We can't disintegrate them, that's sure. We're trying to clear
our books of too much of that stuff already. They've got to be found
dead, and the quota for the vortex for this period is full. Therefore
we'll have to keep them alive and out of sight—where they are is as
good a place as any—for a week."
"Why alive? We've kept stiffs in storage before now."
"Too chancey—dead tissues change too much. We weren't courting
investigation then, but now we are—on the vortex, at least—so we
have to keep our noses clean. How about this? They decided that
they couldn't wait any longer and got married today. You, big-hearted
philanthropist that you are, told them that they could take their two
weeks vacation immediately and that you would square it with their
department heads. They went on their honeymoon. Not to
Chickladoria, of course—too long and too risky—but to a place where
nobody knows them. We can fake the evidence on that easily
enough. They come back in about a week, to get settled, and the
vortex gets them. See any flaws in that set-up?"
"No, that looks perfect," Graves decided after due deliberation. "One
week from tonight, at midnight, they go out. Hear that, Ryder?"
"Yes, you pot-bellied—"
The fat man snapped a switch.
Doggedly and skillfully though he tried, Ryder could open up no
avenue of escape or of communication; Fairchild and Graves had
seen efficiently to that. And Jacqueline, in the inevitability of
impending death, steadied down to meet it. She was a woman. In
minor crises she had hidden her face and had shrieked and had
fainted; but in this ultimate one she drew from the depths of her
woman's soul not only a power to overcome her own weaknesses,
but also an extra something with which to sustain and to fortify Ryder
in his black moments.
They were together. That fact, and the far more important one that
they were to die together, robbed incarceration and death itself of
sting.

At the Atomic Research Laboratory on Teelus a conference was

taking place between Unattached Lensmen Philip Strong, the head of
that laboratory, and Doctor Neal Cloud, ex-atomic-physicist, now
"Storm" Cloud, the Vortex Blaster.
Cloud had become the Vortex Blaster because a fragment of a loose
atomic vortex had wiped out his entire family—not by coincidence,
but by sheer cosmic irony. For he, while protecting his home and his
loved ones from lightning by means of a mathematically infallible
network of lightning rods, had all unknowingly erected a super-
powerful magnet for loose-flying vortices of atomic disintegration.
Nor were such vortices scarce. Every time an atomic powerplant went
out of control, a loose atomic vortex resulted, and there was, at that
time, no way of extinguishing them. It was theoretically possible to
blow them out with duodec, but the charge of explosive had to match
within very close limits the instantaneous value of the vortex's activity.
Since that value varied rapidly and almost unpredictably, practically
all such attempts resulted in the death of the operator and the
creation of a dozen or more new centers of annihilation.
There was a possibility that Cloud, a mathematical prodigy able to
compute instantaneously any mathematical problem, would be able
to succeed where so many others had failed; but as long as he had
Jo and the three kids, as long as he had the normal love of life, that
possibility had never occurred to him.
When he lost them, however, he no longer had the slightest interest
in living. Unwilling to kill himself, he decided to try to blow out the
oldest and worst vortex upon Tellus. Against the orders of his chief
and the pleadings of his friends he tried it. He succeeded.
He had been burned; he had been broken, but he carried no scars.
The Phillips treatment for the replacement of lost or damaged
members of the human body had taken care of that. His face looked
youthful; his hard-schooled, resiliently responsive body was in
startlingly fine condition for that of a man of forty.
The Phillips treatment could not, however, fill a dully aching void
within him. It could not eradicate from mind and soul the absence of
and the overpowering longing for his deceased wife and children—
particularly his wife, Jo the lovely, Jo the beloved, Jo his all in all for
eighteen fleeting and intensely happy years.
He no longer wore that psychic trauma visibly; it no longer came
obtrusively between him and those with whom he worked, but it was
and always would be there. He had by this time blown out so many
vortices and had developed such an effective technique that he no
longer had any hope that any vortex could ever kill him—but there
were other forms of death. He still would not actually court it; but
more and more certainly, as the days dragged on, he came to know
that not by one single millimeter would he dodge anyone or anything
bringing the dread messenger his way.
"Where do you want me to go next, Chief?" the Vortex Blaster asked.
"Spica or Rigel or Corvina? Those three are the worst, I'd say."
"Uh-huh—Rigel's is probably a shade the worst in property damage
and urgency. Before we decide, though, I wish you'd take a good look
at the data on this one from Dekanore III. See if you see what I do."
"Dekanore III?" Cloud glanced curiously at the older man. "Didn't
know they were having any trouble. Only got one, haven't they?"
"Two now—they just had a new one. It's that new one I'm talking
about. It's acting funny—damned funny."
Cloud went through the data in brow-furrowing concentration, then
charted some of it and frowned.
"I get it. 'Damned funny' is right," he agreed. "The toxicity is too
steady, but at the same time the composition of the effluvium seems
to be too varied. Inconsistent, apparently—but since there's no real
attempt at a gamma analysis and very little actual mathematical data,
it could be; they're so utterly unpredictable. Inexperienced observers,
I take it, with chemical and medical bias?"
"Very much so, from our angle."
"Well, I'll say this much—I never saw a gamma chart that would fit
this stuff, and I can't even imagine what the sigma curve would look
like. Boss, I'd like to run a full test on that baby before it goes
orthodox."
"My thought exactly. And we have a valid excuse for giving it priority,
too. It happens to be killing more people than all three of those bad
ones combined."
"I can fix that toxicity, I think, with exciters; and I'll throw a solid
cordon around it, if I have to, to keep the fools from getting
themselves burned to death. However, I won't blow it out until I find
out why it's acting so—if it is. Clear the ether, Chief, I'm practically
there!"

It did not take long to load Cloud's apparatus-packed flitter into a liner,
Dekanore-bound. But that trip was not uneventful. Half-way there an
alarm rang out and the dread word "Pirates!" resounded throughout
the ship.
Consternation reigned, for organized piracy had vanished with the fall
of the Council of Boskone. Treasure ships were either warships
themselves or were escorted by warships. But this vessel was no
treasure ship; she was only a passenger liner.
She had had little enough warning—her alert Communications Officer
had sent out only a part of his first distress call when the blanketing
interference closed down. The pirate—a first-class super-
dreadnought—flashed up, and a heavy visual beam drove in.
"Go inert," came the tense command. "We are coming aboard."
"Are you crazy?" The liner's captain was surprised and disgusted,
rather than alarmed. "If not, you've got the wrong ship. Everything we
have aboard, including the ransom—if any—you can get for our
passengers, wouldn't pay your expenses."
"You wouldn't know, of course, that you are carrying a package of
Lonabarian jewelry, would you?" The question was elaborately
skeptical.
"I know damned well that I'm not!"
"We'll take the package you haven't got, then!" The pirate snapped.
"Go inert and open up, or I'll inert you with a needle-beam and open
you up, compartment by compartment—like this." A narrow beam
lashed out and expired. "That was through one of your cargo holds,
just to show you that I mean business. The next one will be through
your control room."
Resistance being out of the question, the liner went inert, and while
the intrinsic velocities of the two vessels were being matched, the
attacker issued further instructions.
"All officers are to be in the control room, all passengers in the main
saloon. Everybody unarmed. Any person wearing arms or slow in
obeying orders will be blasted."
Lines were rigged and space-suited men crossed the intervening
void.
One squad went to the control room. Its leader, seeing that the
Communications Officer was still trying to drive a call through the
blanket, beamed him down without a word, then fused the entire
communications panel. The captain and four or five other officers,
maddened by this cold-blooded butchery, went for their guns and
were butchered in turn.
A larger group—helmets thrown back for unimpeded vision, hands
bared for instantaneous and accurate use of weapons—invaded the
main saloon. Most of them went on through to perform previously
assigned tasks, only a half dozen posting themselves to guard the
passengers. One of these guards, a hook-nosed individual wearing
consciously an aura of authority and dominance, spoke.
"Just take it easy, folks, and nobody will get hurt. If any of you have
guns, don't go for them. That's a specialty that—" One of his
DeLameters flamed briefly. Cloud's right arm vanished almost to the
shoulder. The man behind him—what was left of him—dropped.
"Take it easy, I said," he went calmly on. "You can tie that arm up,
fella, if you want to. It was in line with that guy who was trying in his
slow way to pull a gun. You nurse over there, take him to the sick-bay
and let them fix up his wing. If anybody stops you tell them Number
One said to. Now the rest of you watch your step. I'll cut down every
damn one of you that so much as looks like he wanted to start
something."
They obeyed. They were very near the point of panic, but in view of
what had happened no one dared to make the first move. The
leniency displayed toward the wounded man also had a soothing
effect.
In a few minutes the looting parties returned to the saloon.
"Did you get it, Six?"
"We got it. It was in the mail, like you said."
"The safe?"
"Sure. Wasn't much in it, but not bad, at that."
"QX. Control room! All done—let's go!"
The pirates backed away, their vessel disappeared, and its
passengers rushed for their staterooms.
Then: "Doctor Cloud—Chief Pilot calling Doctor Cloud," the speaker
announced.
"Cloud speaking."
"Report to the control room, please."
"Oh, excuse me—I didn't know that you were wounded," the officer
apologized as he saw the Blaster's bandaged stump. "You had better
go to bed."
"Doing nothing would only make it worse. Can I be of any help?"
"Do you know anything about communicators?"
"A little."
"Good. All our communications officers were killed and the sets—
even those in the lifeboats—blasted. You can't do much with your left
hand, of course, but you may be able to boss the job of rigging up a
spare."
"I can do more than you think," Cloud grinned wryly. "It so happens
that I'm left-handed. Give me a couple of technicians and we'll see
what we can do."
They set to work, but before they had accomplished anything a
cruiser drove up, flashing its identification as a warship of the Galactic
Patrol.
"We picked up the partial call you got off," the young commander said
briskly. "With that and the center of interference we didn't lose any
time. Let's make this snappy." He was itching to be off after the
marauder, but he could not leave until he had ascertained the facts
and had been given a clearance signal by the merchantman's
commanding officer. "You aren't hurt much. Don't need to call a
repair-ship for you, do I?"
"No."
"QX." A quick investigation ensued.
"Anybody who ships stuff like that open mail ought to lose it, but it's
tough on innocent bystanders. Anything else I can do for you?" the
rescuer asked.
"Not unless you can lend us a communications officer or two."
"Sorry, but we're short-handed there ourselves. Can give you
anybody else you need though, I think."
"Nothing else, thanks."
"Sign this clearance then, please, and I'll get on that fellow's tail. I'll
send a copy of the report to your owners' head office. Clear ether!"
The visitor shot away and the liner, after repairs had been made,
resumed its course toward Dekanore, with Cloud and a couple of
electrical technicians as communications officers.

The Vortex Blaster was met effusively at the dock by Manager Graves
himself. The fat man was overwhelmingly sorry that Cloud had lost
his arm, but assured him that the accident wouldn't lay him up very
long. He, Graves, would get a Posenian surgeon over here so fast
that—
If the manager was taken aback to learn that Cloud had had a Phillips
treatment already, he scarcely showed it. He escorted the specialist
to Deka's best hotel, where he introduced him largely and volubly.
Graves took him to supper. Graves took him to a theater and showed
him the town. Graves told the hotel management to give the specialist
the best rooms and the best valet they had and that all of his activities
whatever their nature, purpose, or extent, were to be charged to
Tellurian Pharmaceuticals, Inc. Graves was a grand guy.

Cloud broke loose finally, however, and went to the dock to see about
storing his flitter.
It had not been unloaded. There would be a slight delay, he was
informed, because of the insurance inspections necessitated by the
damage—and Cloud had not known that there had been any
damage! When he had found out just what that beam had done to his
little ship he swore viciously and sought out the liner's Chief Pilot.
"Why didn't you tell me that that damned pirate holed us?" he
demanded hotly.
"Why didn't you ask?" the officer replied, honestly surprised. "I don't
suppose that it occurred to anybody—I know it didn't to me—that you
might be interested."
And that was, Cloud knew, strictly true. Passengers were not
informed of such occurrences. He had been enough of an officer so
that he could have learned everything if he had so wished, but not
enough of one to have been informed of such matters as routine. Nor
was it surprising that it had not come up in conversation. Damage to
cargo meant nothing whatever to those in the liner's control room; a
couple of easily-patched holes in the hull were not worth mentioning.
From their standpoint the only real damage was done to the
communicators, and Cloud himself had set them to rights. No, this
delay was his own fault as much as anybody else's.
"You won't lose anything, though," the pilot said helpfully. "It's all
covered by insurance, you know."
"It's not the money I'm yapping about—it's time. Those instruments
and generators can't be duplicated anywhere except on Tellus, and
even there it's all special-order stuff—oh, damn!"

CHAPTER THREE
"Clear Ether!"
During the following days Tellurian Pharmaceuticals entertained
Cloud. Not insistently—Graves was an expert in such matters—but
simply by letting him know that the planet was his. He could do
anything he pleased; he could have any number of companions to
help him do it. And as a result he did—within limits—exactly what
Graves wanted him to do. In spite of the fact that he did not want to
enjoy life, he liked it.
One evening, however, he refused to play a slot machine, explaining
to his laughing companion that the laws of chance were pretty
thoroughly shackled in such mechanisms—and the idle remark
backfired. What was the mathematical probability that all the things
that had happened to him could have happened by pure chance?
That night he analyzed his data and found that the probability was an
infinitesimal. And there were too many other incidents—all
contributory. Six of them—seven if he counted his arm. If it had been
his left arm—jet back! Since he wrote with his right hand, very few
people knew that he was left-handed, and anyway, it didn't make any
difference. Everybody knew that it took both hands and both feet to
do what he did. Seven it was; and that made it virtually certain that
accident was out.
But, if he was being delayed and hampered deliberately, who was
doing it, and why? It didn't make any kind of sense. Nevertheless, the
idea would not down.
He was a trained observer and an analyst second to none. Therefore
he soon found out that he was being shadowed, but he could not get
any truly significant leads.
"Graves, have you got a spy-ray detector?" he asked boldly—and
watchfully.
The fat man did not turn a hair. "No, nobody would want to spy on
me. Why?"
"I feel jumpy, as though somebody were walking on my grave. I don't
know why anybody would be spying on me, but—I'm neither a
Lensman nor an esper, but I'd swear that somebody's peeking over
my shoulder half the time. I think I'll go over to the Patrol station and
borrow one."
"Nerves, my boy, nerves and shock," Graves diagnosed. "Losing an
arm would shock hell out of anybody's nervous system, I'd say.
Maybe the Phillips treatment—the new one growing on—pulls you out
of shape."
"Could be," Cloud assented moodily. His act had been a flop. If
Graves knew anything—and he'd be damned if he could see any
grounds for such a suspicion—he hadn't given away a thing.
Nevertheless, the Blaster went next to the Patrol office, which was of
course completely and permanently shielded. There he borrowed the
detector and asked the lieutenant in charge to get a special report
from the Patrol upon the alleged gems and what, if anything, it knew
about either the cruiser or the pirates. To justify the request he had to
explain his suspicions.
After the messages had been sent the young officer drummed
thoughtfully upon his desk. "Wish I could do something, Doctor Cloud,
but I can't see how I can," he decided finally. "I'll notify Narcotics right
away, of course, but without a shred of evidence I can't act, even if
they are as big a zwilnik outfit as Wembleson's was, on Bronseca...."
"I know. I'm not accusing them. It may be anything from Vandemar to
Andromeda. All firms—all individuals, for that matter—have spy-ray
blocks. Call me, will you, when you get that report?"
The call came eventually and the Patrolman was round-eyed as he
imparted the information that, as far as anyone could discover, there
had been no Lonabarian gems and the rescuing cruiser had not been
a Patrol vessel at all. Cloud was not surprised.
"I thought so," he said, flatly. "This is a hell of a thing to say, but it now
becomes a virtual certainty—mathematically, the probability
approaches absolute certainty as a limit—that this whole fantastic
procedure was designed solely to keep me from analyzing and
blowing out that vortex. Here's what I'm going to do." Bending over
the desk, even in that ultra-shielded office, he whispered busily for
minutes.
"But listen, Doctor!" the Patrolman protested. "Wait—let a Lensman
do it. Do you realize that if they're clean and if they catch you at it,
nothing in the universe can keep you from doing at least ninety days
in the clink?"
"Yes. But if we wait, the chances are that it'll be too late. They will
have had time to cover up whatever they're doing. What I am asking
you is—will you back my play if I catch them with the goods?"
"Yes. We'll be here, armored and ready. But I still think you're
completely nuts."
"Maybe so, but if my mathematics is wrong, it is still a fact that my
arm will grow back on just as fast in clink as anywhere else. Clear
ether, Lieutenant—until tonight."
Cloud made an engagement for luncheon with Graves. Arriving a few
minutes early, he was of course shown into the private office. Seeing
that the manager was busily signing papers, he strolled aimlessly to
the side window and seemed to gaze appreciatively at the masses of
gorgeously-blooming flowers just outside. What he really saw,
however, was his detector. Since he was wearing it openly upon his
wrist, he knew that he was not under observation. Nobody knew that
he had in his sleeve a couple of small but highly efficient implements.
Nobody knew that he was left-handed. Nobody knew that he had
surveyed, inch by inch, the burglar-alarm wiring of this particular
window, nor that he was an expert in such matters. Therefore no one
saw what he did, nor was any signal given that he did anything at all.
That same night, however, that window opened alarmlessly to his deft
touch. That side was dark, but enough light came through the front
windows so that he could see what he was doing. Bad or good? He
did not know. Those walls might very well have eyes, but he had to
take that chance. One thing was in his favor: no matter how crooked
they were they couldn't keep armored troops on duty as night-
watchmen. That would be begging for trouble. And, in a pinch, he
could get the Patrolmen there as fast as they could get their thugs.
He had not brought any weapons. If he was wrong, he would have no
need of one and it would only aggravate his offense. If right, one
wouldn't be enough and there would be plenty available. There they
were, a drawerful of them. DeLameters—full charged and ready—
complete with belts. He was right.
He leaped to Graves' desk. A spy-ray. That basement—"private
laboratories"—was still blocked. He threw switch after switch—no
soap. Communicators—He was getting somewhere now—a steel-
lined room, a girl and a boy.
"Eureka! Good evening, folks."
It had not taken long for Ryder to arrive at the explanations of the
predicament in which he and the girl were so hopelessly enmeshed.
"Thionite!" he explained to her, bitterly. "I never saw a man take
thionite before, let alone die of it, but it's the only thing I can think of
that can turn a man into such an utter maniac as that one was.
They're growing the stuff. They must be a zwilnik outfit from top to
bottom. That's why they've got to rub us out."
"But how could it get out?"
"Through a fault, Fairchild said, a crack in the rocks. A millionth of a
gram is enough, you know, and the stuff's so fine that it's terrifically
hard to hold. If we could only tell the Patrol!"
But they could not tell, nor could they escape. They exerted their
every resource, exhausted every possibility—in vain. And as day
followed day Ryder almost went mad under the grinding thought that
they both must die without any opportunity of revealing their all-
important knowledge. Hence he burst out violently when the death-
cell's speaker gave tongue.
"Eureka? Damn your gloating soul to hell, Graves!" he yelled
furiously.
"This isn't Graves!" the speaker snapped. "Cloud. Storm Cloud, the
Vortex Blaster, investigating—"
"Oh, Bob, it is! I recognize his voice!" the girl screamed.
"Quiet! This is a zwilnik outfit, isn't it?"
"I'll say it is," Ryder gasped in relief. "Thionite—"
"That's enough, details later. Keep still a minute!" Locked together in
almost overpowering relief, the imprisoned pair listened as the crisp
voice went on:
"Lieutenant? I was right—zwilnik. Thionite! Get over here fast. Blast
down the Mayner Street door—stairway on right, two flights down,
corridor to left, half-way along left side, Room B twelve. Snap it up!"
"But wait, Cloud, wait!" they heard a fainter voice protest. "Wait until
we get there. You can't do anything alone!"
"Can't wait. Got to get these kids out—evidence!" Cloud broke the
circuit and, as rapidly as his one hand permitted, buckled gun-belts
around himself. He knew that Graves would have to kill those two
youngsters if he possibly could. If they were silenced, it was
eminently possible that all other evidence could be destroyed in time.
"For God's sake save Jackie anyway!" Ryder prayed. He knew just
how high those stakes were. "And watch out for gas, radiations, and
traps—a dozen alarms must have been sprung before now all around
here."
"What kind of traps?" Cloud demanded.
"Deadfalls, sliding doors—I don't know what they haven't got in this
damned place."
"Take Fairchild's private elevator, Doctor!" the girl's clear voice broke
in. "Graves said that he could kill us in here with gas or rays or—"
"Where is it?"
"The one farthest from the stairs."
Cloud jumped up, listening with half an ear to the babblings from
below as he searched for air-helmets. Radiations, in that metal-lined
room, were out—except possibly for a few narrow-beam projectors,
which he could deal with easily enough. Gas, however, was bad.
They couldn't weld cover-plates everywhere, even if they had time
and metal. Every drug house had air-helmets, though, and this one
must have hundreds of them. Ah! here they were!

He put one on, and made awkward shift to drape two more around
his neck. He had to keep his one hand free. To the indicated elevator
he dashed. Down two floors. He ran along the corridor and drove the
narrowest, hottest possible cutting beam of his DeLameter into the
lock of Room B Twelve. It took time to cut even that small semi-circle
in that refractory and conductive alloy—altogether too much time—
but the kids would know who it was. The zwilniks would unlock the
cell with a key, not a torch.
They knew. When Cloud kicked the door open they fell upon him
eagerly.
"A helmet and a DeLameter apiece. Get them on quick. Now help me
buckle this—thanks. Miss Jackie, stay back there, clear of our feet.
You, man, lie down here in the doorway. Keep your ray-gun outside,
and stick your head out just barely far enough to see—no farther."
A spot of light appeared in a port, then another. Cloud's weapon
flamed briefly. "I thought so. They do their serious radiation work
somewhere else. The air right now, though, I imagine, is bad. It won't
be long now. Do I hear something?"
"Somebody's coming, but suppose it's the Patrol?"
"They'll be in armor, so a few blasts won't hurt 'em. Maybe the
zwilniks will be in armor, too—if so we'll have to duck—but I imagine
that they'll throw the first ones in here just as they are."
They did. Graves, or whoever was directing things, rushed his
nearest guards into action, hoping to reach B Twelve before anyone
else could.
But as that first detachment rounded the corner Cloud's DeLameter
flamed white, followed quickly by Ryder's, and in those withering
blasts of energy the zwilniks died. The respite was, however, short.
The next men to arrive wore armor against which the DeLameters
raved in vain, but only for a second.
"Back!" Cloud ordered, and swung the heavy door as the attackers'
beams swept past. It could not be locked, but it could be welded
solidly to the jamb, which operation was done with dispatch, if not
with neatness.
"I hope they come in time." The girl's low voice carried a prayer. Was
this brief flare of hope false—would not only she and her Bob, but
also their would-be savior die? "That other noise—suppose that's the
Patrol?"
It was not really a noise—the cell was sound-proof—it was an
occasional jarring vibration of the entire structure.
"I wouldn't wonder." Cloud looked around the room as he spoke.
"Heavy stuff—semi-portables, perhaps. Well, let's see if we can't find
some more junk like that trap-door to stick onto that patchwork.
Jackie, you might grab that bucket and throw water. Every little bit
helps and it's getting mighty hot. Careful! Don't scald yourself."
The heavy metal of the door was bright-to-dull red over half its area
and that area was spreading rapidly. The air of the room grew hot and
hotter. Bursts of live steam billowed out and, condensing, fogged the
helmets and made the atmosphere even more oppressive.
The glowing metal dulled, brightened, dulled. The prisoners could
only guess at the intensity of the battle being waged without. They
could follow its progress only by the ever-shifting temperature of the
barrier which the zwilniks were so suicidally determined to beam
down. Then a blast of bitterly cold air roared from the ventilator,
clearing away the gas in seconds, and the speaker came to life.
"Good work, Cloud and you other two," it said chattily. "Glad to see
that you're all on deck. The boys have been working on what's left of
the air-conditioner, so now we can cool you off a little and I can see
what goes on there. Get into this corner over here, so that they can't
blast you if they hole through."
The barrier grew hotter, flamed fiercely white. A narrow pencil of
energy came sizzlingly through—but only for seconds. It expired.
Through the hole there poured the reflection of a beam so brilliant as
to pale the noonday sun. The portal cooled; heavy streams of water
hissed and steamed. Warm water—almost hot—spurted into and
began to fill the room. A cutting torch, water-cooled and carefully
operated now, sliced away the upper two-thirds of the fused and
battered door. The grotesquely-armored lieutenant peered in.
"Anybody hurt, Cloud?" he shouted. Upon being assured that no one
was, he went on: "Good. We'll have to carry you out. Step up here
where we can get hold of you."
"I'll walk and I'll carry Jackie myself," Ryder protested, while two of
the armored warriors were draping Cloud tastefully around the helmet
of a third.
"You'll get boiled to the hips if you try it. The water's deep and hot.
Come on!"
The slowly rising water was steaming sullenly; the walls and the
ceiling of the corridor gave mute but eloquent testimony of the
appalling forces which had been unleashed. Wood, plastic, concrete,
metal—nothing was as it had been. Cavities yawned; plates and
pilasters were warped, crumbled, fused into hellish stalactites; mighty
girders hung awry. In places complete collapse had necessitated the
blasting out of detours.
Through the wreckage of what had been a magnificent building the
cavalcade made its way, but when the open air was reached the
three rescued ones were not left to their own desires. Instead, they
were escorted by a full platoon of Patrolmen to an armored car, which
was in turn escorted to the Patrol Station.
"I'm afraid to take chances with you until we find out who is who and
what is what around here," the young commander explained. "The
Lensmen will be here, with reinforcements, in the morning, but I think
you had better stay here with us for a while, don't you?"
"Protective custody, eh?" Cloud grinned. "I don't remember ever
having been arrested in such a nice way before, but it's QX with me.
Thanks, Lieutenant, for everything."

Lensmen came, and companies of Patrolmen equipped in many and

various fashions, but it was several weeks before the situation was
entirely under control. Then Ellington—Councillor Ellington, the old
Unattached Lensmen who was in charge of all Narcotics work—
called the three detainees into the office which had been set aside for
his use.
"We can release you now," the Lensman smiled. "Thanks, from me as
well as from the Patrol, for everything you have done. There has
been some talk that you two youngsters have been contemplating a
honeymoon upon Chickladoria or thereabouts?"
"Oh, no, sir—that is—That was just talk, sir." Both spoke at once.
"I realize that the report may have been exaggerated or premature, or
both, but it strikes me as being a sound idea. Therefore, not as a
reward, but in appreciation, the Patrol will be very glad to have you as
its guests throughout such a trip—all expense—if you like."
They liked.
"Very well. Lieutenant, take Miss Cochran and Mr. Ryder to the
Disbursing Office, please.... Dr. Cloud, the Patrol will take cognizance
of what you have done. In the meantime, however, I would like to say
that in uncovering this attempt to grow Trenconian broad-leaf here,
you have been of immense, of immeasurable assistance to us."
"Nothing much, sir, I'm afraid. I shudder to think of what's coming. If
the zwilniks can grow that stuff anywhere—"
"Not at all, not at all," Ellington interrupted briskly. "No worse than
ever, if as bad. For if such an entirely unsuspected firm as Tellurian
Pharmaceuticals, with all their elaborate preparations and
precautions—some of the inspectors must have been corrupted too,
although we aren't to the bottom of that phase yet—could not get
more than started, it is not probable that any other attempt will prove
markedly successful. And in the case of the other habit-forming
drugs, which Tellurian Pharmaceuticals and undoubtedly many other
supposedly reputable firms have been distributing in quantity, you
have given us a very potent weapon."
"What weapon?" Cloud was frankly puzzled.
"Statistical analysis and correlation of apparently unrelated indices—
as you pointed out."
"But they have been used for years!" the Blaster protested.
"Admitted—but only when individual departures from the norm
became so marked as to call for a special investigation. We now have
a corps of analysts applying them as routine. Thus, while we cannot
count upon having any more such extraordinary help as you have
given us, we should not need it. I don't suppose that I can give you a
lift back to Tellus?"
"I don't think so, thanks. My new flitter is en route here now. I'll have
to analyze this vortex anyway. Not that I think it's abnormal in any
way—those were undoubtedly murders, not vortex casualties at all—
but just to complete the record. And since I can't do any extinguishing
until I grow a new flipper, I might as well stay here and keep on
practising."
"Practising? Practising what?"
"Gun-slinging—the lightning draw. I intend to get at least a lunch
while the next pirate who pulls a DeLameter on me is getting a
square meal."
 *** END OF THE PROJECT GUTENBERG EBOOK STORM
CLOUD ON DEKA ***

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