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 Page ii

Marketing
Seventh Edition

Dhruv Grewal, PhD

Babson College

Michael Levy, PhD

Babson College
 Page iv

MARKETING, SEVENTH EDITION

Published by McGraw-Hill Education, 2 Penn Plaza, New York,

NY 10121. Copyright ©2020 by McGraw-Hill Education. All
rights reserved. Printed in the United States of America.
Previous editions ©2018, 2016, and 2014. No part of this
publication may be reproduced or distributed in any form or
by any means, or stored in a database or retrieval system,
without the prior written consent of McGraw-Hill Education,
including, but not limited to, in any network or other
electronic storage or transmission, or broadcast for distance
learning.

Some ancillaries, including electronic and print components,

may not be available to customers outside the United
States.

This book is printed on acid-free paper.

1 2 3 4 5 6 7 8 9 LWI 21 20 19

ISBN 978-1-260-08771-0 (bound edition)

MHID 1-260-08771-9 (bound edition)
ISBN 978-1-260-42825-4 (loose-leaf edition) MHID 1-260-
42824-7 (loose-leaf edition)

Executive Portfolio Manager: Meredith Fossel

Product Developer: Kelsey Darin
Senior Marketing Manager: Nicole Young
Lead Content Project Manager: Christine Vaughan
Senior Content Project Manager: Danielle Clement
Senior Buyer: Laura Fuller
Senior Designer: Matt Diamond
Senior Content Licensing Specialist: Ann Marie Jannette
Cover images: (granola bars) © Roman Samokhin/Getty
Images;
(packaging) © BUTENKOV ALEKSE/Shutterstock
Compositor: Aptara®, Inc.

All credits appearing on page or at the end of the book are

considered to be an extension of the copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Grewal, Dhruv, author. | Levy, Michael, 1950-
author.
Title: Marketing / Dhruv Grewal, PhD, Babson College,
Michael Levy, PhD, Babson College.
Description: Seventh edition. | New York, NY : McGraw-Hill
Education, [2020]
Identifiers: LCCN 2018043778 | ISBN 9781260087710 (alk.
paper) | ISBN 1260087719 (alk. paper) Subjects: LCSH:
Marketing.
Classification: LCC HF5415 .G675 2020 | DDC 658.8—dc23
LC record
available at https://lccn.loc.gov/2018043778

The Internet addresses listed in the text were accurate at

the time of publication. The inclusion of a website does not
indicate an endorsement by the authors or McGraw-Hill
Education, and McGraw-Hill Education does not guarantee
the accuracy of the information presented at these sites.
mheducation.com/highered
 Page v

To our families for their never-ending

support. To my wife, Diana, my daughter,
Lauren, my son-in-law, Chet, and my son,
Alex.
—Dhruv Grewal

To my wife, Marcia, my daughter, Eva, and

my son-in-law, Alex.
—Michael Levy
About the Authors Page vii

Dhruv Grewal

Dhruv Grewal (PhD, Virginia Tech) is the Toyota Chair in

Commerce and Electronic Business and a professor of
marketing at Babson College. His research and teaching
interests focus on direct marketing and e-commerce,
marketing research, the broad areas of value-based
marketing strategies, services and retailing, and pricing. He
is listed in Thomson Reuters’ 2014 World’s Most Influential
Scientific Minds list (only 8 from the marketing field and 95
from economics and business are listed). He is an Honorary
Distinguished Visiting Professor of Retailing and Marketing,
Center for Retailing, Stockholm School of Economics; an
Honorary Distinguished Visiting Professor of Retailing and
Marketing, Tecnológico de Monterrey; a GSBE Extramural
Fellow, Maastricht University; a Global Chair in Marketing at
University of Bath; and has been a Visiting Scholar at
Dartmouth. He has also served as a faculty member at the
University of Miami, where he was a department chair.
Professor Grewal was ranked first in the marketing field in
terms of publications in the top-six marketing journals
during the 1991–1998 period and again for the 2000–2007
period, and ranked eighth in terms of publications in Journal
of Marketing and Journal of Marketing Research during the
2009–2013 period. He was also ranked first in terms of
publications and third in citations for pricing research for the
time period
1980–2010 in 20 marketing and business publications. He
has published over 150 articles in Journal of Marketing,
Journal of Consumer Research, Journal of Marketing
Research, Journal of Retailing, Journal of Consumer
Psychology, Journal of Applied Psychology, and Journal of the
Academy of Marketing Science, as well as many other
journals. He has over 45,000 citations based on Google
Scholar. He currently serves on numerous editorial review
boards, such as Journal of Marketing (area editor), Journal of
the Academy of Marketing Science (area editor), Journal of
Marketing Research, Academy of Marketing Science Review,
Journal of Interactive Marketing, Journal of Business
Research, Journal of Public Policy & Marketing, and the
advisory board for Journal of Retailing. He has also served
on the boards of Journal of Consumer Psychology and
Journal of World Business. He also received Best Reviewer
Awards (Journal of Retailing, 2008, Journal of Marketing,
2014), Outstanding Area Editor (Journal of Marketing, 2017,
Journal of the Academy of Marketing Science, 2016), and a
Distinguished Service Award (Journal of Retailing, 2009).
Professor Grewal was awarded the 2017 Robert B. Clarke
Outstanding Educator Award (Marketing Edge, formerly
DMEF), 2013 university-wide Distinguished Graduate
Alumnus from his alma mater Virginia Tech, the 2012
Lifetime Achievement Award in Pricing (American Marketing
Association Retailing & Pricing SIG), the 2010 Lifetime
Achievement Award in Retailing (American Marketing
Association Retailing SIG), the 2005 Lifetime Achievement in
Behavioral Pricing Award (Fordham University, November
2005), and the Academy of Marketing Science Cutco/Vector
Distinguished Educator Award in May 2010. He is a
Distinguished Fellow of the Academy of Marketing Science.
He has served as VP Research and Conferences, American
Marketing Association Academic Council (1999–2001) and as
VP Development for the Academy of Marketing Science
(2000–2002). He was coeditor of Journal of Retailing (2001–
2007).
He has won a number of awards for his research: 2018
William R. Davidson Journal of Retailing Best Paper Award
(for paper published in 2016); 2017 Journal of Interactive
Marketing Best Paper Award (for paper published in 2016);
2016 Journal of Marketing Sheth Award; 2016 William R.
Davidson Journal of Retailing Best Paper Award (for paper
published in 2014); 2015 Louis W. Stern Award (American
Marketing Association Interorganizational Sig); Babson
College Faculty Scholarship Award (2015); William R.
Davidson Journal of Retailing Best Paper Award 2012 (for
paper published in 2010); 2011 Best Paper Award (La Londe
Conference for Marketing Communications and Consumer
Behavior); 2011 Louis W. Stern Award (American Marketing
Association Interorganizational Sig); William R. Davidson
Journal of Retailing Honorable Mention Award 2011 (for
paper published in 2009); Babson College Faculty
Scholarship Award (2010); William R. Davidson Journal of
Retailing Best Paper Award 2010 (for paper published in
2008); William R. Davidson Journal of Retailing Honorable
Mention Award 2010 (for paper published in 2008); 2017
Best Paper Award, Connecting for Good Track, Winter AMA
Conference; Stanley C. Hollander Best Retailing Paper,
Academy of Marketing Science Conference 2002, 2008, and
2016; M. Wayne DeLozier Best Conference Paper, Academy
of Marketing Science 2002 and 2008; Best Paper, CB Track,
Winter AMA 2009; Best Paper, Technology & e-Business
Track, AMA Summer 2007; Best Paper Award, Pricing Track,
Best Services Paper Award (2002), from the American
Marketing Association Services SIG presented at the Service
Frontier Conference, October 2003; Winter American
Marketing Association Conference 2001; Best Paper Award,
Technology Track, Summer American Marketing Association
Educators’ Conference 2000; and University of Miami School
of Business Research Excellence Award for 1991, 1995,
1996, and 1998. He has also been a finalist for the 2014
Journal of Marketing Harold H. Maynard Award, the 2012
Paul D. Converse Award, and the 2005 Best Services Paper
Award from the Services SIG. Page viii
Professor Grewal has coedited a number of special issues
including Journal of Public Policy & Marketing “Pricing &
Public Policy” (Spring 1999); Journal of the Academy of
Marketing Science, “Serving Customers and Consumers
Effectively in the 21st Century: Emerging Issues and
Solutions” (Winter 2000); Journal of Retailing, “Creating and
Delivering Value through Supply-Chain Management”
(2000); Journal of Retailing, “Branding and Customer
Loyalty” (2004); Journal of Retailing, “Service Excellence”
(2007); Journal of Retailing, “Customer Experience
Management” (2009); and Journal of Retailing, “Pricing in a
Global Arena” (2012).
He cochaired the 1993 Academy of Marketing Science
Conference; the 1998 Winter American Marketing
Association Conference “Reflections & Future Directions for
Marketing”; Marketing Science Institute Conference
(December 1998) “Serving Customers and Consumers
Effectively in the 21st Century: Emerging Issues and
Solutions”; the 2001 AMA doctoral consortium; the
American Marketing Association 2006 Summer Educator’s
Conference; the 2008 Customer Experience Management
Conference; the 2010 Pricing Conference; the 2011 DMEF
research summit; the 2012 AMA/ACRA First Triennial
Retailing Conference; the 2013 Pricing & Retailing
Conferences; the 2014 Shopper Marketing conference at
SSE; and the 2015 AMA/ACRA Second Triennial Retailing
Conference.
Professor Grewal has also coauthored Marketing (publisher
McGraw-Hill, 1e 2008; 2e 2010—Awarded Revision of the
Year, McGraw-Hill Corporate Achievement Award with
ConnectMarketing in the category of Content and Analytical
Excellence; 3e 2012; 4e 2014; 5e 2016; 6e 2018); M Series:
Marketing (publisher McGraw-Hill, 1e 2009, 2e 2011, 3e
2013, 4e 2015, 5e 2017, 6e 2019); Retailing Management
(publisher McGraw-Hill, 9e 2014, 10e 2018—is the leading
textbook in the field); and Marketing Research (publisher
Houghton Mifflin Co., 1e 2004, 2e 2007). He was ranked #86
for Books in Business and Investing by Amazon in 2013.
Professor Grewal has won many awards for his teaching:
2005 Sherwin-Williams Distinguished Teaching Award,
Society for Marketing Advances; 2003 American Marketing
Association, Award for Innovative Excellence in Marketing
Education; 1999 Academy of Marketing Science Great
Teachers in Marketing Award; Executive MBA Teaching
Excellence Award (1998); School of Business Teaching
Excellence Awards (1993, 1999); and Virginia Tech
Certificate of Recognition for Outstanding Teaching (1989).
He has taught executive seminars/courses and/or worked
on research projects with numerous firms such as Dell,
ExxonMobil, IRI, RadioShack, Telcordia, Khimetrics Profit-
Logic, McKinsey, Ericsson, Motorola, Nextel, FP&L, Lucent,
Sabre, Goodyear Tire & Rubber Company, Sherwin-Williams,
and Asahi. He has delivered seminars in the United States,
Europe, Latin America, and Asia. He has served as an expert
witness or worked as a consultant on numerous legal cases.
He serves on the Board of Directors of Babson Global, and
on the Board of Trustees of Marketing Edge.

Michael Levy
Michael Levy, PhD (Ohio State University), is the Charles
Clarke Reynolds Professor of Marketing Emeritus at Babson
College and CEO of RetailProf LLC. He received his PhD in
business administration from The Ohio State University and
his undergraduate and MS degrees in business
administration from the University of Colorado at Boulder.
He taught at Southern Methodist University before joining
the faculty as professor and chair of the marketing
department at the University of Miami.
Professor Levy received the inaugural ACRA Academic
Lifetime Achievement Award presented at the 2015
AMA/ACRA (American Marketing Association/American
Collegiate Retailing Association) Triennial Conference; and
was recognized for 25 years of dedicated service to the
editorial review board of the Journal of Retailing in 2011. He
won the McGraw-Hill Corporate Achievement Award for
Grewal–Levy Marketing 2e with Connect in the category of
excellence in content and analytics (2010); Revision of the
Year for Marketing 2e (Grewal–Levy) from McGraw-Hill/Irwin
(2010); the 2009 Lifetime Achievement Award, American
Marketing Association, Retailing Special Interest Group
(SIG); the Babson Faculty Scholarship Award (2009); and the
Distinguished Service Award, Journal of Retailing (2009) (at
winter AMA).
He was rated as one of the best researchers in marketing
in a survey published in Marketing Educator (Summer
1997). He has developed a strong stream of research in
retailing, business logistics, financial retailing strategy,
pricing, and sales management. He has published over 50
articles in leading marketing and logistics journals, including
the Journal of Retailing, Journal of Marketing, Journal of the
Academy of Marketing Science, and Journal of Marketing
Research. He has served on the editorial review boards of
the Journal of Retailing, Journal of the Academy of Marketing
Science, International Journal of Physical Distribution and
Materials Management, International Journal of Business
Logistics, ECR Journal, and European Business Review, and
has been on the editorial advisory boards of European Retail
Research and the European Business Review. He is coauthor
of Retailing Management, 10e (2019), the best-selling
college-level retailing text in the world. Professor Levy was
coeditor of the Journal of Retailing from 2001 to 2007. He
cochaired the 1993 Academy of Marketing Science
conference and the 2006 summer AMA conference.
Professor Levy has worked in retailing and related
disciplines throughout his professional life. Prior to his
academic career, he worked for several retailers and a
housewares distributor in Colorado. He has performed
research projects with many retailers and retail technology
firms, including Accenture, Federated Department Stores,
Khimetrics (SAP), Mervyn’s, Neiman Marcus, ProfitLogic
(Oracle), Zale Corporation, and numerous law firms.
 Page ix

New to the Seventh

Edition
Some exciting new additions to the
Seventh Edition!
The seventh edition of Marketing sees significant
changes. As always, every example, fact, and key
term has been checked, updated, and/or replaced.
What follows are major changes in the text, chapter-
by-chapter.
Chapter 1: Overview of Marketing starts with a
discussion of how different brands are marketing
meal replacement bars, such as protein, whole food,
and snack bars, to emphasize the text’s cover—how
marketing adds value to the meal replacement bar
market. Examples using these bars are placed
throughout the chapter. There are three new Adding
Value boxes: the product line extension of Baby
Dove, kids recycling and selling products on e-
commerce platforms, and Amazon’s new cashless
stores. A new Ethical & Societal Dilemma box
discusses gender inequality in the coffee market. At
the end of the chapter is a new section that sets up
the rationale for each of the special boxes included in
the text. Finally, we conclude with a new case study
highlighting KIND Bars’ marketing strategy, a nice
tie-back to the opener and the cover concept.
Chapter 2: Developing Marketing Strategies
and a Marketing Plan begins with a discussion of
PepsiCo’s Frito-Lay snack brand, and this product line
is used in examples throughout the chapter. We also
introduce a new Adding Value box highlighting Sally
Beauty’s updated loyalty program.
Chapter 3: Digital Marketing: Online, Social,
and Mobile has seen a line-by-line revision to reflect
the rapid changes in digital marketing. We have
added a new section that discusses the 7C
framework for online marketing: core goals, context
elements (design and navigation), content,
community, communication, commerce, and
connection. The chapter starts by highlighting the
success that L’Oréal has experienced with its
innovative digital marketing efforts. There are two
new Ethical & Societal Dilemma boxes: Facebook’s
emphasis on personal posts over public content, and
how Google and YouTube are helping advertisers
avoid controversy. A new Adding Value box on
Amazon’s marketing universe appears. There is also
a new Social & Mobile Marketing box that discusses
P&G’s responsibility in the “Tide Pod Challenge.”
Chapter 4: Conscious Marketing, Corporate
Social Responsibility, and Ethics begins by
highlighting how sustainability is at the core of
Unilever’s development of its Love Beauty and Planet
line. We showcase how firms must consider pertinent
issues when implementing their marketing strategy
using TOMS shoes. There are two new Adding Value
boxes, one about a philanthropic partnership
between Elbi and David Yurman, and another about
Patagonia’s challenge to keep conscious marketing a
guiding principle in the face of growing its business.
A new Ethical & Societal Dilemma box describes how
Google has banned the advertising of financial
products that may do more harm than good. We end
the chapter with a new case study on Daily Table, a
nonprofit, membership-based grocery store that
serves lower-income areas.
Chapter 5: Analyzing the Marketing
Environment has gone through a major revision.
There is an entirely new section that describes how
the physical environment of the store affects the
immediate marketing environment. The Social Trends
section includes new subsections about sustainability
and the utilization and distribution of food. There is
also a new section on technological advances and
how they influence the marketing environment. The
chapter begins with a discussion of a how Tesla is
responding to customer needs by introducing the
Model 3, its first affordable electric car. A new
example using Verizon and Sprint shows how
competitors affect the marketing environment. There
are two new Ethical & Societal Dilemma boxes: The
first examines how the electric car is leading to shifts
in the auto industry. The second discusses the
backlash General Mills faced when it introduced its
all-natural Trix cereal. A new Social & Mobile
Marketing box describes Pokémon Go. We also
include a new example highlighting how women
might be the next big market for the gaming Page x
industry. A new example examines the
response of many companies to the United States
leaving the Paris Accord, and highlights how
companies are responding to the environment.
Finally, the chapter ends with a new case study on
the rise of the electric car.
Chapter 6: Consumer Behavior has also
undergone a significant revision. The
Noncompensatory section now discusses choice
architecture, nudges, defaults, and opt out and opt
in. The Learning and Memory section now discusses
the information encoding stage, information storage
stage, and retrieval stage. The Situational Factors
section now includes information on the sensory
situation, which discusses how the five senses
(visual, auditory, olfactory, tactile, and taste) affect
marketing. The opener ties in the openers for
Chapters 3 and 4 to discuss how consumer behavior
influenced L’Oréal’s new vegan hair dyes. There are
two new Ethical & Societal Dilemma boxes: The first
is on CVS’ focus on customer health, while the
second is about how “certified” may not mean safe.
There are also three new Adding Value boxes: The
first is about Pirch’s functional showrooms. The
second focuses on how La Croix has entered
customers’ evoked set using social media, and the
third highlights how brands are meeting customer
demands for healthy snacks with salty alternatives.
Finally, the fourth is about Taco Bell’s vile deep-fried
taco that everyone seems to love. There is also a
new Social & Mobile Marketing box about the
partnership between Snapchat and Rent the Runway.
The chapter ends with a new case study on
Amazon’s, Google’s, and Apple’s connected home
devices.
Chapter 7: Business-to-Business Marketing
starts with an interesting discussion on LinkedIn and
its new “native video” feature. A new Marketing
Analytics box about the artificial intelligence chip
being manufactured by Intel with Facebook’s help is
included. A new Ethical & Societal Dilemma box
concerns whether Facebook should be able to block
competing advertisers. There is also a new Adding
Value box about how Intel is prompting problem
recognition with a new advertising campaign
featuring Lady Gaga. Finally, a new Social & Mobile
Marketing box examines Snapchat’s use of
advertising.
Chapter 8: Global Marketing has a new opener
highlighting Apple’s global strategy. There is a new
Social & Mobile Marketing box about how a social
media campaign helped save Nigeria’s national
currency. There are two new Adding Value boxes: The
first explains why Whirlpool is raising prices in foreign
markets, while the second describes Starbucks’ foray
into Italy. There are also two new Ethical & Societal
Dilemma boxes. The first examines how fast-food
chains are entering no-beef markets, while the
second examines how advertising and privacy
regulations are causing concern for Google in France.
A new example featuring Uber and Spotify is used to
highlight strategic alliances.
Chapter 9: Segmentation, Targeting, and
Positioning opens with how lululemon is targeting
male customers. There are two new Adding Value
boxes: The first highlights how Nintendo is targeting
a more mature market with its Nintendo Switch, while
the second examines Under Armour’s advertising
campaign for extreme runners. There is a new Social
& Mobile Marketing box about how teens love to
share on social media. A new Ethical & Societal
Dilemma box examines how Sanderson Farms targets
a market that doesn’t mind antibiotics in its poultry. A
new example uses the NFL to highlight how brands
can use differentiated targeting strategies. A P&G
example is used to showcase micromarketing.
Chapter 10: Marketing Research begins with a
discussion of how American Express uses analytics to
better serve customers and businesses. There are
two new Adding Value boxes: The first examines the
use of data analytics in the restaurant industry, while
the second is about how universities are using
research to determine what students want to see in
their fitness centers. There are also two new
Marketing Analytics boxes: The first highlights Under
Armour’s “connected fitness” program, while the
second discusses how big data are used to predict
box office revenues. Finally, a new Ethical & Societal
Dilemma box discusses the ethical concerns of
Roomba’s collecting personal data.
Chapter 11: Product, Branding, and Packaging
Decisions begins with a new opener on Aston
Martin’s branding strategy. There is also a new
Adding Value box about how B&G Foods is bringing
back the Jolly Green Giant mascot. New examples
include how Häagen-Dazs ice cream has increased its
product depth and P&G’s use of sustainable
packaging.
Chapter 12: Developing New Products begins
with a discussion of GE’s FirstBuild independent
innovation arm. A new Adding Value box discusses
Mars’ Goodness Knows brand’s marketing campaign,
which films people trying to do something new. There
is also a new Ethical & Societal Dilemma box on
privacy concerns surrounding smart toys. The shape
of the product life cycle is highlighted with a Page xi
new example featuring Microsoft’s Xbox
Kinect. The chapter ends with a new case study on
how Mattel is reinventing itself.
Chapter 13: Services: The Intangible Product
includes an opening vignette that describes how Lyft
is innovating the ride-sharing industry by partnering
with Taco Bell for its new “Taco Mode.” Three new
Adding Value boxes appear: The first discusses how a
start-up company, Cabin, is delivering a service
innovation with its hotels on wheels, the second
outlines how virtual reality is enabling travelers to
virtually test drive their next vacation; and the third
examines how luxury resorts are teaming up with
auto manufacturers. A new Social & Mobile Marketing
box looks at customer responses to Starbucks’
mobile app—while efficient, some customers prefer
the old days when baristas wrote misspelled names
on the cups, followed by a smiley face. A new
example showcases the tech company Motley Fool’s
peer-to-peer employee recognition system. A new
section is outlined in Exhibit 13.6 that discusses the
various ways in which technology is augmenting the
human effort. A new case study examining artificial
intelligence in customer service closes the chapter.
Chapter 14: Pricing Concepts for Capturing
Value describes new pricing strategies at Kroger in
the opening vignette, including the pricing of its
different private brands, digital pricing shelf tags, the
use of dynamic pricing, and in-store mobile
applications. An Adding Value box examines the
trade-off that Taco Bell customers apparently do not
make with regard to trading off price and value. How
dynamic pricing is used to price tickets for Major
League Baseball is examined in a new Marketing
Analytics box.
Chapter 15: Strategic Pricing Methods and
Tactics opens with an examination of Tiffany & Co.’s
unsuccessful product line expansion. A new Adding
Value box describes the price drop at Whole Foods
following its acquisition by Amazon. The chapter also
includes new examples featuring UberXL and Apple.
Chapter 16: Supply Chain and Channel
Management opens with a new vignette
highlighting Nike’s supply chain. There is a new
Adding Value box about how grocers are developing
their own dairy farms, forming a vertically integrated
marketing channel. There are two new Ethical &
Societal Dilemma boxes: The first examines the pros
and cons associated with driverless trucking, while
the second discusses how technology advances
adversely affect retail workers. The importance of
supply chain management is highlighted in a new
example about Brown Betty Dessert Boutique.
Chapter 17: Retailing and Omnichannel
Marketing begins with a discussion of the
implications of Amazon’s acquisition of Whole Foods.
The 4Ps of retailing have been expanded to the 6Ps
with the addition of presentation and personnel.
Target’s private-label expansion is examined in a new
Adding Value box. A Social & Mobile Marketing box
examines Sephora’s clever and risqué tactics. The
chapter ends with a new case study about how
Ashley Stewart, a once-struggling apparel brand
catering to African American women, became the
largest plus-size retailer in the United States.
Chapter 18: Integrated Marketing
Communications opens with a description of how
Toyota is creating ads to spice up the Camry’s image
and appeal to different demographic groups. There is
a new Social & Mobile Marketing box on how
BuzzFeed’s Tasty, the division responsible for
producing the site’s vastly popular and widely viewed
videos, is revolutionizing marketing. A new Adding
Value box appears highlighting how Eggo has
leveraged its role in the TV show Stranger Things.
Chapter 19: Advertising, Public Relations, and
Sales Promotions starts with examinations of
Volkswagen’s nostalgic campaign. Exhibit 19.2
showcases new examples of emotional appeals in
advertising. There are two new Ethical & Societal
Dilemma boxes. The first examines some old
advertising campaigns that would shock today’s
viewers, like the one that attempts to get mothers to
give chewing gum to their toddlers. The second
describes how Volkswagen is trying to put its
emissions standards scandal behind it with its new
“Think New” advertising campaign. A new example
compares the advertising campaigns of the new
Hyundai Kona and the Subaru Outback. The
Mastercard end-of-chapter case study has been
updated to include its most recent “Start Something
Priceless” campaign.
Chapter 20: Personal Selling and Sales
Management includes a new Marketing Analytics
box on how technology and data are changing sales
management. A new Adding Value box describes how
Tupperware is empowering Indonesian women.
 Page xii

a letter from the authors

We are pleased to welcome you to the seventh
edition of Marketing! Since the first edition, we have
been committed to emphasizing a basic, yet
essential, theme: Marketing adds value. This
theme comes through not only in our instructional
features but also in our covers. With each edition’s
cover, we have featured a product that, because of
marketing, has become more valuable in the eyes of
consumers than it might have otherwise become.
Last edition we featured chocolate; in previous
editions we featured coffee, water, and jeans. For this
seventh edition, we feature energy bars. These are
all familiar products that started out as commodities
but became high-value branded products because of
marketing.

How We Show That Marketing

Adds Value
As with previous editions of Marketing, we continue
to emphasize how marketing has evolved into its
present-day, integral business function of creating
value. We also focus on how firms maintain value and
rely on value for establishing lasting relationships
with their customers.
To keep students engaged with this theme, we offer
the following features:

Adding Value—illustrate how companies add

value not only in providing products and services
 but also in making contributions to society.
Ethical & Societal Dilemmas—emphasize the
role of marketing in society.
Marketing Analytics—feature companies that
rely on sophisticated data analytics to define and
refine their approaches to their customers and
their markets.
Marketing Digitally—illustrate how marketers
successfully use digital media in their marketing
campaigns and efforts.
Social & Mobile Marketing—discuss how social
media are used in marketing products.

How We Teach the Basics of

Marketing
We understand that for students to appreciate
discussions of how marketing adds value, they must
first develop a basic understanding of key marketing
principles and core concepts. In this effort, we
believe students learn best when they see how a
subject relates to them. Throughout this edition and
all those prior, we provide numerous examples of
how students engage in marketing activities every
day of their lives—either as consumers or sellers of a
product or service. In addition to providing the
traditional study and reinforcement tools of most
principles of marketing products, we also offer ways
to help students think critically about and apply core
concepts: Page xiii
Chapter-Opening Vignettes focus on some of the
marketplace challenges faced by such well-known
companies as KIND and Kashi bars, L’Oréal, Kroger,
PepsiCo, and others.
Marketing Applications encourage students to
apply what they have learned to marketing scenarios
that are relevant to their lives.
End-of-Chapter Cases help students develop
analytical, critical-thinking, and technology skills.
Progress Checks throughout each chapter give
students the opportunity to stop and consider
whether their understanding of key concepts is
progressing as it should.
Auto-Graded Application Exercises in Connect
(such as video cases, case analyses, and click and
drags) challenge students to apply marketing
concepts to real-life marketing scenarios, which
fosters their critical-thinking skills in lecture and
beyond.

Why We Believe in the Value of

Marketing
Beyond teaching a principles of marketing course
and developing a product to be taught, we also want
to impress upon our students why marketing in and
of itself is valuable. Marketing creates enduring and
mutually valuable relationships between companies
and their consumers. Marketing identifies what
customers value at the local level in order to make it
possible for firms to expand at the global level.
Without marketing, it would be difficult for any of us
to learn about new products and services. In fact, an
understanding of marketing can help students find
jobs after they finish school. If we can inspire this
understanding of the value of marketing in our
students, then we will have succeeded in
demonstrating how marketing adds value … to their
education, their careers, and their lives.
Dhruv Grewal,
Babson College
Michael Levy,
Babson College
Page xiv

Page xv
 Page xvi

Asset Alignment
with Bloom’s Taxonomy
Principles of Marketing

We Take Students Higher

As a learning science company we create content that
supports higher order thinking skills. Interactive learning
tools within McGraw-Hill Connect are tagged accordingly, so
you can filter, search, assign, and receive reports on your
students’ level of learning. The result—increased
pedagogical insights and learning process efficiency that
facilitate a stronger connection between the course material
and the student.
The chart below shows a few of the key assignable
marketing assets with McGraw-Hill Connect aligned with
Bloom’s Taxonomy. Take your students higher by assigning a
variety of applications, moving them from simple
memorization to concept application.
Page xvii
Another random document with
no related content on Scribd:
 These new vessels are the motor ships. In fifteen years they have
grown from experimental craft to great and powerful liners capable of
holding their own against all comers. The Aorangi, a great liner of
23,000 tons displacement, now operating on the Pacific, and
hundreds of other motor ships of scores of types point dramatically
to the end of the era of steam.
 CHAPTER VI
STEAMSHIPS OF MANY TYPES

O F THE super-giant ships there were, in 1924, but ten, but as

one starts looking for smaller ships, he finds them much more
numerous. Under the British flag alone there are about two hundred
ships of ten thousand or more tons. In the entire world there are
about twenty-nine thousand steamships of five hundred tons or
more.
It is this enormous fleet to which we now must turn in order that we
may continue our ever-widening story of the development of ships.
And with this vast fleet we shall include the countless thousands of
still smaller steamers that serve as many thousand masters in a
great diversity of ways. The ships to which I shall refer in this chapter
are so diverse in size, in duties, and in model that it almost seems
that the only thing they have in common is their universal ability to
float on the surface of the water.
First there are the mail liners, which differ in few things other than
size from the huge vessels I have described in Chapter V. And even
in size they are more or less comparable, as they are from twelve or
fifteen thousand tons to twenty-five thousand. As a class they are
hardly less luxurious than their greater sisters, and their speed is
only slightly less. And aside from these two things there is no
essential difference, except that they are more numerous and are
less expensive to build and to operate. And, too, they are less
expensive to travel on, which is a blessing for those of us who
cannot afford to pay the rates of the giant liners.
But other differences are few, and a description of the super-liners
is, in all details save those I have just mentioned, a description of
these other ships which travel most of the main ocean lanes, and
girdle the earth with comfortable travel routes. They cross the North
Atlantic between Europe and America. They cross diagonally from
the Old World to the wonder cities of Rio de Janeiro, Montevideo,
and Buenos Ayres. They journey through Suez on their trips to the
Far East and return. They link China and Japan with the United
States and Canada, and regularly sail from North America to South.
For all their comparatively limited numbers these ships visit many of
the world’s important ports, for they are busy—very busy—and one
never sees them laid up when business is slack, nor do they idle
about port for lengthy stays. Every minute that is possible they are
on their way across the oceans, and a year or more ahead their
sailing dates are scheduled. These are the ships that sail the great
sea lanes almost as regularly as the great express trains pass along
their tracks. And these are the ships that visit the most important
ports of earth. But important though they are, we can give them no
more time. Already we have told about their greater counterparts
and, too, have said that there are no vital differences save size.
But dropping down the scale of size, which is the only yardstick
that is ready at hand by which to classify these ships, we come to a
more numerous category. Captain Bone, in “The Lookoutman,” lists
these as “intermediate liners.” I have vainly endeavoured to find a
better way to list them, but I always come back to his method, and
so, I suppose, must use it.
The intermediate liners, ranging, perhaps, from five thousand tons
to twelve or even fifteen, are of many types and are engaged in the
performance of many tasks. They visit the lesser ports and the
greater with a fine disregard for anything save the business on which
they are engaged. You will find them stopping at Capetown on their
way to Australia from Liverpool. You will find them at Central
American ports loading bananas. They visit Guayaquil, Havana,
Piræus, and Sydney, and lord it over the smaller craft that fill those
busy harbours. They fill a less pretentious place in Liverpool and
New York, and now and then they drop their anchors in tiny mid-
pacific ports, or manage, with difficulty, to get behind the breakwaters
at Ponta Delgada, or churn the tropic water at Mombasa, or anchor
at Christchurch.
 A MAIL LINER
These ships, while somewhat smaller than the
biggest ships and not quite so fast, are perhaps the
most popular of passenger ships, for their rates are not
so high as those of the great ships, and their
accommodations are more or less comparable.

Some of them are dowdy and old and keep themselves

respectable only by many applications of paint, as a man who has
seen better circumstances will often keep his ancient suit from
appearing too unpresentable by the frequent application of the whisk
broom and the pressing iron. But others of these ships are sparkling
in bright woodwork and have the smoothest of unscarred sides.
Their decks are holystoned to the whiteness of a Dutch matron’s
kitchen table, and their passenger accommodations are beyond
criticism.
But the passenger space on these ships is generally somewhat
limited, although many of them are most elaborately equipped, and
the holds are for ever being emptied or filled with the kinds of freight
that require rapid shipment, or, coming in small parcels, can afford to
pay the higher rates these ships demand.
They sail on scheduled dates and have routes of their own, which
often include more or less numerous ports of call, and they all belong
to steamship lines of major or minor importance which maintain
offices or representatives at most of the ports that give them their
business. The United Fruit Company, the ships of which traverse the
Caribbean, and call at Havana and other major ports in addition to
many small ones on their voyages from and to New York, maintains
great banana plantations, which furnish the larger portion of the
freight these beautiful white ships carry. Other lines have other
interests, some maintaining a rigid aloofness from interests farther
from their ships than the passengers and freight of the ports at which
they call. But these ships take one comfortably to many such out-of-
the-way places as would hardly seem worthy of their attention.
Again, however, the fundamental differences, save size, between
these and the great liners are comparatively slight. In size, it is true,
the difference is vast. It would take a round dozen of the smaller
intermediate liners to equal in bulk the great Majestic. And still these
ships are not to be called small. They may, perhaps, be four or five
hundred feet in length. Their speed, it is true, is likely to be far less
than that of the great ships, for they make, perhaps, fifteen or sixteen
or eighteen knots, while the great ships may reel off twenty-five or
more an hour.
 AN AMERICAN INTERMEDIATE LINER
Ships of this type were developed during the World War.

Still, their likenesses, at least superficially, are greater than their

differences. There is likely to be a difference in the number of
funnels and masts. Derricks are probably more numerous on the
smaller ships, for they carry more cargo, strange as that may seem,
than the great ships. The intermediate liner has fewer decks, but that
would seem at first glance to be because the proportions of the ship
are such that numerous decks are impossible. The real reason,
however, is that the cabin accommodations are limited. But a
passenger on the intermediate liners will probably be very nearly as
comfortable as a passenger on the greatest of ships, although he
won’t find a Pompeian bath, or a Palm Garden, or any of those
super-elegant appurtenances that are common on the greatest
ships. But for pleasurable travel these ships—or at least the better of
these ships—are often preferred by experienced travellers, for
simple surroundings are to many people more pleasant than
gorgeous elegance.
“Cargo liners,” again using Captain Bone’s classification, are of a
different type. Their sizes are hardly subject to definite restrictions,
for, granted that a ship belongs to a shipping line and sails on
scheduled dates between two or more ports and carries such freight
as may be brought to her, she is a “cargo liner,” whether she be of
five hundred or of fifteen thousand tons. In practice, however, these
ships range, perhaps, from five to fifteen thousand tons, and as they
supplement, to some extent, the freight-carrying passenger ships of
the lines to which they belong, their speed is high, for freighters.
They make, perhaps, fourteen or fifteen or even sixteen knots an
hour, and they are likely to be fine, wholesome-looking ships,
handsome in their lines and proud in their appearance. And for this
they have some reason, for they are the queens of the cargo fleets,
and steam proudly past the dowdy tramps just as the giant liners and
the mail liners sweep past the intermediate liners.
But now we come to what seems to me to be a more romantic
class—the tramp steamers—for they are of the rank and file—as the
farmer and the workman in our factories are of the rank and file.
Kings and presidents, members of Parliament and of Congress are
for ever in the papers, while the simple folk who give these people
the exalted positions they hold seldom see their names in print. And
likewise the great liners and, to a lesser degree, the mail and
intermediate and cargo liners, are often in the public print, while the
tramp steamers, which make possible the conditions that have
brought the others into being, are seldom written of. For, from the
point of view of the world’s work, these simple ships are mostly
vitally important to it, just as the “common people” are of more value
to a country than are the holders of high office.
And as one finds great differences among a country’s “common
people” so does one find great differences among these “common
people” of the sea, upon whose sturdiness and brawn and energy
depends that vast web of commerce without which the modern
world, as we know it, could not exist.

A CARGO LINER
A cargo liner is a freight ship that sails on scheduled
dates and routes, and is different in this from a “tramp”
which takes what cargoes it can at any time and to any
port.

There is hardly a single important thing that is common to all these

ships. True, the possession of but one funnel seems to be an all but
universal attribute, but aside from that the streaks of rust that mar
their dingy sides are almost the only marks they all possess.
Sometimes one sees a smartly painted tramp, it is true, and she
presents a pleasant sight, but paint is not tough enough long to
stand the wear and tear of this service, and coat after coat is
scratched by piers or heavy freight, or peels beneath the blistering
tropic sun, or is stained by chemicals or strange cargoes from
outlandish ports. And even the most careful captain cannot prevent
the rusty-looking spots, for red lead paint must first be applied to the
denuded steel, ere it is covered with the more seemly black, and
while one spot is being made more reputable, another is fast losing
its thin armour of paint, so that rust or red lead seem always to be in
evidence.
But all of this is merely superficial, and appearances, in ships as in
people, often grossly deceive.
It is perhaps unfortunate that these hard-working ships should
ever have been called “tramps,” for the word suggests a lack of
respectable employment to people ashore, as well as a wandering
spirit. Among people ashore a tramp is looked down upon because
he is content with hardly more than enough to eat. He produces
nothing. He works at nothing. His irresponsibility is ever uppermost,
and he is sure to do but one single thing—to keep for ever on the
move. But at sea a tramp is a ship that works most diligently. She
journeys, it is true, on no set route, and never knows—or seldom—
for what port she is likely next to steer. But she works! Every
possible moment of her workaday life she works. From the day she
has passed her builders’ tests and is turned over to her owners she
labours as no man or no man’s beasts of burden were ever worked.
Day and night she sails the lonely seas—from Liverpool to Shanghai
—from Shanghai to Capetown—from Capetown to Sydney—from
Sydney to New York—from New York, perhaps, to Liverpool again—
but not for rest. She may, it is true, be docked and repaired, but once
afloat again, and noisy, dirty streams of dusty coal pour chokingly
into her cavernous holds, and off she goes again, perhaps to Spain,
where her coal may be exchanged for a cargo of iron ore, and back
she sails, to discharge and load again and sail, until, at last, when
years have passed, she has outgrown her usefulness and is flung
upon a scrap heap where everything of value is taken from her hulk
and she is forgotten—as workmen sometimes are, who through all
their lives have laboured, day after day, at forge or bench, making for
the world some of the many things it needs, only to find themselves,
when they are worn out, forgotten and replaced by a man more new.
 A TRAMP STEAMER
Perhaps the hardest-working machine ever designed by man,
and undoubtedly the most romantic of all steam-driven ships.

These are the ships that make world commerce possible. These
are the ships that carry the world’s goods. These are the ships that
make a nation’s merchant marine, and these, basically, are the ships
that make necessary great navies and great ports. Here, then, lies
the modern romance of the sea.
The most common type of tramp steamer has a raised section
amidships, where are placed the bridge, the funnel, and a group of
houses containing the galley (which is the kitchen of a ship),
staterooms for her officers, and, perhaps, a messroom. Below this lie
the boiler and engine rooms. Forward of the bridge the deck drops
six or eight feet to a lower level, and as it nears the bow, it is raised
again to a little above the altitude of the midship deck. This is still
called the forecastle, after those weird structures raised at the bows
of ships in the Middle Ages. Aft the midship section the deck drops
away as it does forward, and at the stern is raised again, until the
stern is about level with the midship deck. Long since, however, the
name sterncastle has been dropped. This section is the “poop.”
Sometimes light bridge-like runways are raised above the lower
parts of the deck forward and aft of the midship section, connecting
the bow and stern with the group of deck houses amidships, for
when the cargo has been stowed these ships are deep in the water,
and these low decks are but a little way above the surface. Once
they are at sea, at least in heavy weather, “lippers,” or waves that
reach their crests just over the low bulwarks, seem for ever to be
flooding these sections of the ship. And once a storm blows up,
these decks are often buried beneath tons of solid water, and the
crew, housed forward in the forecastle, and the captain, who
sometimes lives astern, would, without the raised runway, be more
or less marooned and helpless on board the very ship they are
supposed to operate.
So diverse in design, in operation, and in equipment are these
ships that it is impossible to describe them as a unit. Their tonnage
ranges from a few hundred to ten thousand. Their crews range from
fifteen, perhaps, to fifty. Their engines may be reciprocating or
turbine. It is usual, however, for them to have but one propeller, and
their speed is low. Seldom do they make less than eight knots an
hour, and seldom, too, are they able to make as much as fifteen.
Some are well equipped with useful auxiliary machinery for doing
much of the heavy work. Others have hardly more than a few steam
winches installed to aid in loading and discharging their strange
variety of cargoes.
A ship may sail from Newport News to Havana with coal, and
while she is discharging at her berth may receive orders to proceed
to Caibarien for a cargo of sugar. She grunts and shrieks and groans
as the Havana stevedores take the coal ashore, her crew more or
less idle, except for odd jobs, for crews of tramps attend to neither
the discharging of cargoes nor the loading. Once the coal is ashore,
however, the crew has a job. The ship must be fumigated, by order
of the port authorities, and once fumigated the hatches must be lifted
off, and the vast caverns into which the new cargo is to go must be
swept and cleaned with care, for sugar does not mix too well with
coal dust. And then the ship is off down the Cuban coast, riding high
out of water, her propeller blades splashing half in and half out. If the
weather is pleasant the holds may be cleaned on the way, and once
she arrives off Cay Frances—for she cannot enter the shallow
harbour of Caibarien—her captain orders the motor boat over the
side, if he has one, and journeys a dozen miles to the little port. Here
he tries to hurry the cargo lighters out to his anchorage, for it costs
money to keep a ship idle. She is paying dividends only when she is
on her way from port to port, and it is one of a captain’s important
duties to do everything he can to get her on her way again. If his
company has an agent at Caibarien, which is unlikely, the agent, too,
tries to speed matters, but Cuban ways tend to slowness, and it is
likely to be a day or two before a couple of barges are brought
alongside, with a gang of Negro stevedores who slowly commence
their operations. The derricks are rigged beside each hatch and the
great bags come aboard in sixes or eights and are dropped into what
seem to be the bottomless pits below the yawning openings. Far
below, another group of stevedores cast the tackle off, and one by
one the bags are packed, so as to fill the hold to the exclusion of a
cubic inch of space not utilized. All day they load, and all night, for as
one barge is emptied another appears. Relief crews of stevedores
appear, and under a cluster of lights hanging from bridge or mast
they labour—their toil seemingly endless, but gradually,
nevertheless, approaching its conclusion. Lower and lower the ship
sinks into the water. Her propeller blades disappear, and down and
down she goes. No longer is she the wall-sided affair that anchored
a day or two before. And finally, as the bags reach up and up to the
combings of the hatch, she is down once more, until her Plimsoll
mark, which is cut in her side by Lloyd’s to show how deep she is
permitted to ride, is washed by every wave. A few more bags—the
last big barge is empty—the last bit of space in her great holds is
filled and she is ready for her voyage to Brooklyn.
 Once more the crew becomes active. Girders are lowered into
their places across the twenty-foot-wide hatches. Great planks cover
the opening, and several huge tarpaulins are unrolled and spread
above the planks, for cargoes must be guarded against salt water.
These coverings are carefully put in place while the stokers raise the
boiler pressure once more, and ere the last of the preparations is
completed another voyage has been begun.

There are many other types of ships that busy themselves about
the sea. One of these is the oil tanker, a ship built for but a single
purpose. These are owned by the big oil companies whose products
come from Mexico or the Dutch East Indies, or, originating in the
United States, are sold to countries not so fortunate as to have oil
wells of their own.
 AN OIL TANKER
These ships have come to the seas in very recent years. They are
used only for the transportation of oil, and are owned largely by the
great oil companies.

An oil tanker has an appearance more or less its own, although

the great carriers of ore and grain on the Great Lakes are very
similar.
On these ships the engines and boilers are in the stern, and
sometimes, too, the bridge is there, with the funnel rising from
behind it, in a position which few sailors can accept as normal.
Sometimes, again, the bridge and a small deck house are
amidships. On these tankers the propelling machinery is in the stern
in order that the cargo may be insulated to the greatest possible
extent from the fires. Incidentally, too, it is the empty tanker that
requires the most care, for just as an empty gasolene tin will explode
while one filled to overflowing with gasolene will not, so the empty
tanker, reeking with the gas left by the oil it carries, is more apt to
explode.
The turret steamer falls into almost any category. It is built in order
to save money on certain port and canal dues and other taxes, and
its appearance is perhaps the weirdest of that of any ship, save,
perhaps, the antediluvian whalebacks once so common on the Great
Lakes. Below the water line these turret steamers are much the
same as other freighters, but from there up they are vastly different.
Just above the water line their sides are turned in until they are
almost a deck. These “decks” run forward nearly to the bow and aft
almost to the stern. But the central portion of the ship from bow to
stern is raised ten or a dozen feet above these strange side “decks,”
which in reality are not decks at all, but only sections of the sides of
these strange hulls. The turret ships have few, if any, advantages
over more normal ships, their only purpose being to save what
money they can in tolls that ships less strangely designed are forced
to pay. The turret ship is only the naval architect’s way of making it
possible for the ship’s owners to take advantage of certain
technicalities in wording. They are few in number and are of minor
importance.

In these days of large shipments it does not usually pay owners to

send ships of small tonnage on long sea voyages. Few steamers of
less than five or six hundred tons make voyages across the Atlantic,
for instance. Time was, and not so long ago, when a five-hundred-
ton clipper sailed halfway round the world, but steam and steel have
made deep-sea cargo ships much larger than they were, and the
smaller fry are kept in the coasting trades or busy themselves in the
Mediterranean or other more or less landlocked waters. These
“coasters” seem to be as diverse in design as naval architects are
capable of producing. Every coast has developed its own particular
type, although, of course, the fundamentals of their construction are
basic and permit of little change. Many of them cross the North Sea,
and consequently must be seaworthy, for the North Sea has a habit
of being rough. The Irish Sea is filled with them—of many shapes
and sizes. European ports seem always crowded with these little
ships, which steam about their business with a sort of jaunty
cocksureness that is amusing in smooth waters. But they lose that
jauntiness when they poke their noses into the ocean swells, and as
they roll and pitch along their way they have a worried but
determined air. Europe is the home of more of them, perhaps, than
all of the rest of the world combined. America uses schooners or
sends out ocean-going tugs with long tows of ancient ships once
proud under their own canvas, but now converted into barges with
stubby masts and sawed-off bowsprits.

A TURRET STEAMER
These strange vessels are comparatively rare, and seem
to be passing away entirely.
 Now and then one sees an ocean-going car ferry, carrying trains of
box cars across some narrow arm of the sea. A notable one of these
—the Henry M. Flagler—runs from Key West to Havana, carrying
American freight trains to Cuba and Cuban trains back, in order that
the freight need not be handled at each end: from car to ship, and
again from ship to car.
The tourist, too, is sure, sooner or later, to travel on fast express
steamers that cross similar narrow straits. The cross-channel
steamers between Calais and Dover, the small ships from
Copenhagen to Norway and Sweden, and others, are of this type.
Their runs are short, and their schedules often are set to meet trains.
Consequently, they are powerful, speedy, and sometimes most
uncomfortable. But being meant for passengers, they are attractive,
in their way. Sturdy, self-reliant, fast—they are perfectly adapted to
the work that they perform.
Another type of vessel is the passenger ship that runs between
ports not widely separated on the same coast. The United States
has many of these. The ships running between Boston and New
York are fast and well equipped. The lounges and dining saloons are
handsome, and the staterooms, while they are small, are thoroughly
comfortable. These ships are popular, and many travellers prefer the
all-night ride on them to spending five hours on the train. Other ships
run from New York to Norfolk; from New York to Charleston,
Savannah, and Jacksonville. Others still make the longer voyage
from New York to New Orleans. On the West Coast similar ships run
regularly from Los Angeles and San Francisco to Portland and
Seattle and return. Every continent has some ships in similar
services, and they often reach ports which have no important land
communications system. Such ships connect Japan and Korea;
Ceylon and India; ports along the African coast; Marseilles and
Tunis; and run on countless other routes. They are comfortable for
short voyages, but many of them would not do well at transoceanic
work, for in their size and their accommodations they are not
comparable to the great ocean liners.
 So far all the ships I have mentioned, save the Great Lakes
freighters, float in salt water. But rivers and lakes the world over are
often busy with ships, some of them of such size as to place them in
a class with ships intended for the deep sea.
The greatest fleet of ships in the world on fresh water is the fleet
that busies itself on the Great Lakes. During the winter these lakes
are frozen and the whole fleet is laid up, which necessitates unusual
activity for the rest of the year in order that they may pay their way.
From Duluth, on Lake Superior, to Buffalo, on Lake Erie, these ships
sail back and forth, deeply laden with the ore of Minnesota or the
grain of the great Northwest. Piers specially designed to load the ore
carriers pour huge streams of ore into their holds, and within a few
hours of their arrival at Duluth the ships are on their way back to
Gary or Cleveland or Erie. At these ports the cargoes are taken from
their holds at such a speed as is not equalled at any salt-water port
in the world.
The freighters of the Great Lakes make up the greatest part of the
fleet, of course, but passenger ships comparable to almost any of
the “intermediate liners” in the world sail regularly from half-a-dozen
of these inland ports. Car ferries, too, are used by the railroads to
take great freight trains across the lakes in order to save the land trip
around. Ice-breakers, also, are used to keep open channels through
the ice in order that ships may sail in winter. The ice-breakers are
powerful ships whose bows are so cut away as to make it possible
for them to ride up on the ice, as their powerful propellers drive them
along. The ice is broken by the weight of the ship, the bow of which
is built of exceptional strength to stand such rough usage. Such
ships are used, too, in the Baltic, in Russia, and in Siberia, but little
use is found for them elsewhere, and they are rare.
But other inland waters have developed other types of ships. The
Rhine, because of its rapid current, has necessitated the building of
fast steamers able to make headway against it—fast, small steamers
that slowly make their way up stream and scurry rapidly down, laden
with passengers or with freight, depending on the service for which
they have been built.
The Seine, particularly at Paris, has a most attractive type of
passenger boat which has always reminded me of a Fifth Avenue
bus mounted on a hull. True, their lines are better than those of the
bus, but their whole appearance, nevertheless, suggests a bus. They
are long and narrow, sharp and fast, and carry many passengers
along that historic river beneath the many bridges.
River boats in America are vastly different. The early Mississippi
River boats were scows with stern wheels. These developed into
strange boats with decks supported by what seemed to be fearfully
weak timbers. They were high and wide, with blunt low bows and
expansive forward decks. They usually possessed two funnels, rising
high above the topmost deck and standing beside each other. The
tops of these, and every place else on the boat that lent itself to
decoration, were decorated with gewgaws and scrollwork. The pilot
house stood high above the topmost deck, and in it was a steering
wheel that sometimes was so great in diameter that it was swung
through a slot cut in the deck, in order that the pilot, who was a
vastly important person, could handle the spokes.
These ships burned wood, and great was the rivalry between
them, and great the races that were run.
Mark Twain has told the story of these picturesque boats, and his
story is their history. It could not be improved upon.
 A WHALEBACK
A strange type of cargo steamer once common on the American
Great Lakes, but gradually disappearing.

But the famous old steamboats of the Mississippi are gone. A few
of the species still ply up and down, and some find their way up the
Ohio and other tributaries, but the life seems gone from them. The
romance of the Mississippi steamboat is dead.
But a type of river steamer still in use is the one so common on the
Hudson. Huge ships these are, with many decks, of great breadth,
for often they are side-wheelers and their decks are carried out to
the outside of the paddle boxes or, if they are propeller driven, still
their decks reach out over the water. Deck on deck is piled one upon
another, until the larger of these steamers may sail from New York to
Poughkeepsie and West Point with as many passengers as the