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Chapter 2- Developing Marketing Strategies and a Marketing Plan M: Marketing 5
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Chapter 2
Developing Marketing Strategies and a Marketing Plan
Tools For Instructors
• Brief Chapter Outline

• Leaming Objectives
• Extended Chapter Outline with Teaching Tips
• PowerPoint Slides with Teaching Notes
• Additional Teaching Tips
Brief Chapter Outline
What Is a Marketing Strategy?

The Marketing Plan
Growth Strategies
Connect Leaming Aids
Learning Objectives
LO 2-1 Define a marketing strategy.
A marketing strategy identifies (1) a firm's target markets(s), (2) a related marketing mix (four
Ps), and (3) the bases on which the firm plans to build a sustainable competitive advantage.
Firms use four macro strategies to build their sustainable competitive advantage. Customer
excellence focuses on retaining loyal customers and excellent customer service. Operational
excellence is achieved through efficient operations, excellent supply chain, and human resource
management. Product excellence entails having products with high-perceived value and effective
branding and positioning. Finally, locational excellence entails having a good physical location
and Internet presence.
© 2017 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution 1
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
LO 2-2 Describe the elements of a marketing plan.
A marketing plan is composed of an analysis of the current marketing situation, its objectives,
and the strategy for the four Ps, and appropriate financial statements. A marketing plan
represents the output of a three-phase process: planning, implementation, and control. The
planning phase requires that managers define the firm's mission and vision and assess the firm's
current situation. It helps answer the questions, "What business are we in now, and what do we
intend to be in the future?" In the second phase, implementation, the firm specifies, in more
operational terms, how it plans to implement its mission and vision. Specifically, to which
customer groups does it wish to direct its marketing efforts, and how does it use its marketing
mix to provide good value? Finally, in the control phase, the firm must evaluate its performance
using appropriate metrics to determine what worked, what didn't, and how performance can be
improved in the future.
LO 2-3 Analyze a marketing situation using SWOT analyses.
SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT analysis occurs
during the second step in the strategic planning process, the situation analysis. By analyzing what
the firm is good at (its strengths), where it could improve (its weaknesses), where in the
marketplace it might excel (its opportunities), and what is happening in the marketplace that
could harm the firm (its threats), managers can assess their firm's situation accurately and plan
its strategy accordingly.
LO 2-4 Describe how a firm chooses which consumer group(s) to pursue with its marketing
efforts.
Once a firm identifies different marketing opportunities, it must determine which the best to
pursue are. To accomplish this task, marketers go through a segmentation, targeting, and
positioning (STP) process. Firms segment various markets by dividing the total market into those
groups of customers with different needs, wants, or characteristics who therefore might
appreciate products or services geared especially toward them. After identifying the different
segments, the firm goes after, or targets, certain groups on the basis of the firm's perceived
ability to satisfy the needs of those groups better than competitors and do so profitably. To
complete the STP process, firms position their products or services according to the marketing
mix variables so that target customers have a clear, distinctive, and desirable understanding of
what the product or service does or represents relative to competing products or services.
LO 2-5 Outline the implementation of the marketing mix as a means to increase customer
value.
The marketing mix consists of the four Ps-product, price, promotion, and place-and each P
contributes to customer value. To provide value, the firm must offer a mix of products and
services at prices their target markets will view as indicating good value. Thus, firms make trade•
offs between the first two Ps, product and price, to give customers the best value. The third P,
promotion, informs customers and helps them form a positive image about the firm and its
products and services. The last P, place, adds value by getting the appropriate products and
services to customers when they want them and in the quantities, they need.
LO 2-6 Summarize portfolio analysis and its use to evaluate marketing performance.
Portfolio analysis is a management tool used to evaluate the firm's various products and
businessesits "portfolio and allocate resources according to which products are expected to
be the most profitable for the firm in the future. A popular portfolio analysis tool developed by
the Boston Consulting Group classifies all products into four categories. The first, stars, are in
high growth markets, and have high market shares. The second, cash cows, are in low-growth
markets, but have high market share. These products generate excess resources that can be spun
off to products that need them. The third category, question marks, are in high-growth markets,
but have relatively low market shares. These products often utilize the excess resources
generated by the cash cows. The final category, dogs, are in low-growth markets and have
relatively low market shares. These products are often phased out.
LO 2-7 Describe how firms grow their business.
Firms use four basic growth strategies: market penetration, market development, product
development, and diversification. A market penetration strategy directs the firm's efforts toward
existing customers and uses the present marketing mix. In other words, it attempts to get current
customers to buy more. In a market development strategy, the firm uses its current marketing
mix to appeal to new market segments, as might occur in international expansion. A product
development growth strategy involves offering a new product or service to the firm's current
target market. Finally, a diversification strategy takes place when a firm introduces a new
product or service to a new customer segment. Sometimes a diversification strategy relates to the
firm's current business, such as when a women's clothing manufacturer starts making and selling
men's clothes, but a more risky strategy is when a firm diversifies into a completely unrelated
business.
Extended Chapter Outline With Teaching Tips
I What Is a Marketing Strategy?
A. Customer excellence (PPT slide 2-5)
I. Retaining Loyal Customers
2. Providing Outstanding Customer Service
B. Operational excellence (PPT slide 2-6)
C. Product Excellence (PPT slide 2-8)
D. Locational Excellence (PPT slide 2-9)
E. Multiple Sources of Advantage
Check Yourself: Several questions are offered for students to check their understanding of core
concepts. (PPT slide 2-11)
I. What are the various components ofa marketing strategy?
Answer: A marketing strategy includes a firm's target market(s), a related marketing mix,
and the bases upon which the firm plans to build a sustainable competitive advantage.
2. List thefour macro strategies that can help a firm develop a sustainable competitive
advantage.
Answer: The four microstrategies that can help a firm develop a sustainable competitive
advantage include customer excellence, operational excellence, product excellence, and
locational excellence.
II. The Marketing Plan (PPT Slide 2-12)
A. Step 1: Define the business mission. (PPT slide 2-14)
B. Step 2. Conduct a situation analysis. (PPT slide 2-16)
C. Step 3: Identify and evaluate opportunities using STP (segmentation, targeting, and
positioning). (PPT slide 2-17, 18)
I. Segmentation
2. Targeting
3. Positioning
D. Step 4: Implement the marketing mix and allocate resources. (PPT slide 2-20)
I. Product and Value Creation (PPT slide 2-21)
2. Price and Value Capture (PPT slide 2-22)
3. Place and Value Delivery ((PPT slide 2-23)
4. Promotion and Value Communication (PPT slide 2-24)
E. Step 5: Evaluate performance using marketing metrics. (PPT slide 2-25)
I. Who Is Accountable for Performance?
2. Performance Objectives and Metrics
3. Financial Performance Metrics
4. Portfolio Analysis
a) Stars
b) Cash Cows
c) Questions Marks
d) Dogs
F. Strategic planning is not sequential.
I. What are thefive steps in creating a marketing plan?
Answer: The five steps in creating a marketing plan are defining a business mission and
objectives, evaluating a situation analysis, identifying opportunities, implementing a
marketing mix, and evaluating performance using marketing matrix.
2. What tool helps a marketer conduct a situation analysis?
Answer: A SWOT analysis helps a marketer conduct a situation analysis.
3. What is STP?
Answer: STP is Segmentation, Targeting, and Positioning.
4. What do thefour quadrants ofthe portfolio analysis represent?
Answer: Stars, Cash Cows, Question Marks, Dogs.
Ill. Growth Strategies (PPT Slide 2-28)
A. Market penetration (PPT slide 2-29)
B. Market development and the case for global expansion (PPT slide 2-30)
C. Product Development (PPT slide 2-31)
D. Diversification (PPT slide 2-33)
I. What are thefour growth strategies?
Answer: They are market penetration strategy, market development strategy, product
development strategy, and diversification strategy.
2. What type ofstrategy is growing the business from existing customers?
Answer: The type of strategy that grows a business from existing customers is market
penetration strategy.
3. Which strategy is the riskiest?
Answer: The diversification strategy is the riskiest, because unrelated diversifications do

not capitalize on either core strengths associated with markets or with products.
PowerPoint Slides With Teaching Notes
PowerPoint Slide Teaching Notes

2-1: Developing Marketing Strategies and a
Marketing Plan
two
developing
marketing
strategies and a
marketing plan
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2-2: Developing Marketing Strategies and a These questions are the learning objectives
Marketing Plan guiding the chapter and will be explored in
g LO2-1 Define a marketing strategy.

I
more detail in the following slides.
LO2-2 Describe the elements of a marketing plan.

LO 2-3 Analyze a marketing situation using SwOT analyses.
LO24 Describe how a firm chooses which consumer
group(s) to pursue with its marketing efforts.
LO 2-5 Outline the implementation of the marketing mix as a
means to increase customer value.
LO 2-6 Summarize portfolio analysis and its use to evaluate
marketing performance.
LO 2-7 Describe how firms grow their business.
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2-3: Nike Students will most likely be familiar with Nike

products.
Ask Students to comment on any

commercials they can recall and the company
itself. Students will start to mention many
topics in the chapter including target markets,
marketing mix, and sustainable competitive
advantage.
2-4: Sustainable Competitive Advantage This slide covers the four strategies to create
and deliver value and a sustainable
M
start here
competitive advantage.
Ask students to think of companies who they

are very loyal to in many categories (food,
electronics, and personal care). Is it their
product, location, operational, or customer
excellence that draws the student's loyalty?
. 4. . 4.r e
4et 4tit 444
2-5: Customer Excellence Luthansa airlines retains customers by offering

the best possible service at the best possible
pnce.
Ask students what this might include for an

airline. For economy they offer meals, free
Retaining loyal customers
drinks, and fun toiletries and for the first class
customer massages, manicures, and stand-up
bars in flight.
.6.
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2-6: Operational Excellence The text highlights how firms can use the
various elements of the marketing mix to
M
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achieve a competitive advantage.
In recent years, firms such as Walmart have

achieved competitive advantage by utilizing
f cl len t
operational excellence.
] supply chain
ma nag ernen t
That is, by controlling price and how products

are delivered to their stores, they have been
able to offer customers low prices on a wide
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t
4
4
This is made possible through the use of

efficient operations and excellent relationships
with suppliers.
2-7: New Balance Can America Marketing the "Made in America" concept.
Compete? This clip features the New Balance brand. The
clip focuses on the value found in U.S.-made
M New Balance •
Can America Compete? brands and evaluating the cost vs. time factor.
start here
Note: Please make sure that the video file is

located in the same folder as the PowerPoint
slides.
2-8: Product Excellence Ask students: How is this an example of

product excellence?
Students might say it is product excellence

because of the high quality of the product.
Point out the fact that expensive should NOT

be confused with the fact that the product has a
clear and distinctive brand image and that it is
clearly positioned.
2-9: Locational Excellence A competitive advantage based on location is

sustainable because it is not easily duplicated.
Many say "The three

most important things in
retailing are location,
location, location."
lie..44. 4.
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2-10: What Competitive Advantage? Ask students: Which of the four value choices
is Singapore Airlines using?
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What Competitive Advantage?
Singapore Airlines is using customer
excellence to create and deliver value and to
develop sustainable competitive advantages.
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2-11: Check Yourself 1. Identifies a firm's target market, related
✓
marketing mix-their four Ps-and the bases
check yourself upon which the firm plans to build a
1. W hat are the various components of a sustainable competitive advantage.
marketing strategy?
2. List the four macro strategies that can help 2. Customer excellence, operational
a firm develop a sustainable competitive
advantage.
excellence, product excellence, locational
excellence.
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2-12: The Marketing Plan Explain to students that the marketing plan
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The
should be a written plan, yet many companies
do not write it down.
Ask students why companies tend to not write

r
down marketing plans. The most likely answer
: ----------f--------------:
is that they don't take the time or haven't
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2-13: Three Phases of a Strategic Plan A poorly executed plan leads to failure,
regardless of how good or solid the plan may
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Three Phases of a Strategic Plan be.
The world is full of good plans poorly
#
executed. When initially introduced, diapers
designed differently for boys and girls bombed
Manning rplerenting Controlli ng because the market was not ready for the
product; through improved execution, the
diaper manufacturer ultimately found success.
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13 However, even well executed plans require
monitoring and updating, because the needs of
any market constantly change.
2-14: Step One: Defining the Business Group activity: Students should develop a
Mission mission statement for their school.
M Step 1: Define the Business Mission The resultant mission statement would offer a
stet hr
good way to assess and set student
expectations.
MADD mission statement:
MADD strives to stop drunk driving,
support the victims of this violent crime
and prevent underage drinking.
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2-15: MADD Promotion Notice how MADD works to translate its

Mission Statement into action through its
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MADD Promotion promotion efforts
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15
2-16: Step Two: Conduct a Situation A SWOT analysis is comprehensive, in that it

Analysis offers both an internal and an external
assessment. The firm therefore must possess
M Step 2: Conduct a expertise in both what the firm can provide
and what the market wants the firm to provide.
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Students can take a few minutes and fill in a

Ort fr.
SWOT analysis for their in-class exercise of
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2-17: Step Three: Identifying and Evaluating After completing the situation analysis, the
Opportunities Using STP next step is to identify and evaluate
M Step 3: Identifying and Evaluating
Opportunities Using
opportunities for increasing sales and profits
using STP (segmentation, targeting, and
positioning).
Segmentation With STP, the firm first divides the

marketplace into subgroups or segments,
Targeting determines which of those segments it should
pursue or target, and finally decides how it
Positioning should position its products and services to
best meet the needs of those chosen targets.
• • . . 0 4 0 17
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2-18: Hertz: Market Segmentation Hertz offers different vehicles to meet the
M Hertz:
transportation needs of diverse segments. Each
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Market Segmentation class of automobile offers something to please
every segment.
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2-19: What Segments? Ask students: What segments is Nike going

after?
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What Segments?
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19
2-20: Step Four: Implement Marketing Mix In all firms, resources are scarce and must be
and Allocate Resources allocated so that they create the most value for
the firm.
M Step 4: Implement Marketing Mix
and Allocate Resources
stet hr
Ask Students to point out the elements of the
marketing mix in this ad.
Price
Value Capture They will certainly see the value creation in
the product and the promotion, which targets
Promotion
Place
value Delivery
Value busy women.
Communication
. 4. 4..4e 20
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2-21: Product and Value Creation Because the key to the success of any
marketing program is the creation of value,
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Product and Value Creation
firms attempt to develop products and services
that customers perceive as valuable enough to
Successful products and
services are those that buy.
customers perceive as
valuable enough to buy.
.6.
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21
2-22: Price and Value Capture These will be covered in the pricing chapters
later in the book. It is worth spending some
M
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Price and Value Capture time on value-based pricing.
Price must allow for
customers to perceive
Show students two differently priced products
good value for the from the same category and ask students
product they receive.
which one they view as better value and why.
For example, a Rolex vs. a Timex watch. Or

alternatively Aquafina vs. Perrier. Also explain
that in this course, more discussion of value
.4. . e•
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22 will be done throughout the semester.
2-23: Place and Value Delivery Getting the product to consumers at the exact
moment they desire it is difficult.
M
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Place and Value Delivery
Firms therefore are experimenting with
The product must be
DA7LING readily accessible
different forms of distribution, such as vending
Why is this retailer machines for cell phones, to offer consumers
growing? 24/7 access to products.
Staples has incorporated web kiosks in their

stores to access Staples.corn. Thus, consumers
·, '@}l
are able to buy products that are out of stock
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in-store.
Ask students if they are familiar with

Sephora, if they like it, and why. Most likely
they will be very fond of this retailer. They
offer an incredible assortment in a well•
organized, well-lighted, exciting retail
environment.
2-24: Promotion and Value Communication Consumers enter into an exchange only if they
know that the firm's product or service appears
M
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Promotion and Value Communication in the marketplace.
• Television
This is why promotion is so important. They
• Radio
won't buy if they don't know about it.
• Magazines
Sales force ·wr ft
• New Media
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2-25: Step Five: Evaluate Performance and Firms cannot simply remain content with a
Make Adjustments strategy for too long. Over time, all strategies
M• Step 5: Evaluate Performance
and Make Adjustments
must be revised to adjust to new markets, new
competitors, and new technologies.
The firm must recognize not only its failures,

but also its successes to ensure continued
t success.
t
i Visit the P&G website and ask students to
' (
recognize stars, cash cows, and question marks
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(newer products). You won't find any dogs at
.4. 4. e .
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2-26: Which Quadrant? Ask students to identify which quadrant of the
l Boston Consulting Group portfolio analysis

these products belong to,
The Apple iMac Desktop would be considered

a cash cow, while the iPad would be
.
•
l!I considered a Star.
e
.-..-....-.
....-.-.
2-27: Check Yourself 1. Business mission and objectives, situation
✓ check yourself
analysis and SWOT, identify opportunities,
implement marketing mix, evaluate
1. W hat are the five steps in creating a performance using marketing metrics.
marketing plan?
2. W hat tool helps a marketer conduct a

2. SWOT analysis (strengths, weaknesses,
situation analysis? opportunities, threats)
3. W hat is STP? 3. Segmentation, Targeting, Positioning
4. W hat do the four quadrants of the portfolio 4. Stars, Cash Cows, Question Marks, Dogs
analysis represent?
.6.
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27
2-28: Growth Strategies The growth strategies model is crucial for

students to understand.
M
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Growth Strategies
Fundamentally, all strategies involve one or a
PRODUCTS ANO SERVICES combination of the four factors pictured in this
Curr ent New
slide. Each can be used to achieve different
¥ Market Product objectives.
3 Penetra tion Dev elopm ent
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Market
I Development Drversrfc aton
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26
2-29: Market Penetration Sales encourage current users to consume

more of the current product mix, but they also
bring new customers to the business.
Existing marketing mix
Existing customers
Many strategies can be used to get current
In what way is a sale a
consumers to consume more of your product.
Market penetration
strategy?
Group activity: Ask students to brainstorm
ways in which firms can get current consumers
to consume more.
.6.
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4
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4 4de
29 Example solutions might include coupons,
loyalty cards, or serving size changes.
2-30: Market Development This might include targeting growing ethnic

groups in the U.S. or global expansion, which
is a popular way for many firms to improve
their profitability.
What can a company do
to continue to grow in a
difficult retail Ask international students, if you have them
environment?
in your class, what types of products and
brands are entering their markets?
.6.
4ff 4
4. e r 4
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2-31: Product Development A product development strategy requires that

the firm understands its current consumers'
M
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needs/wants well enough to identify other
products/services that would be attractive to
them.
New product or service sar;
-', Ask students for examples of products that
are targeted to them by companies who already
Current target market
+rs»
. have their business.
They will no doubt mention many food

e
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31 products including drinks, candy, and fast
food.
2-32: Game On Clash of the Video Games This clip focuses on marketing the "next best
thing" in the gaming industry.
M
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Game On - Clash of the Video Games
Focuses on battling for the gaming market
share and influencing spending of
discretionary income.
Note: Please make sure that the video file is

located in the same folder as the PowerPoint
slides.
..-.4. ...
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4ft
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2
2-3 3: Diversification A diversification strategy introduces a new

product or service to a market segment that
M
6hr
currently is not served.
Diversification opportunities may be either

related or unrelated. In a related diversification
New product or service
opportunity, the current target market and/or
marketing mix shares something in common
New market segment with the new opportunity.
In other words, the firm might be able to

.6. . e•
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4ft 44 4
33 purchase from existing vendors, use the same
distribution and/or management information
system, or advertise in the same newspapers to
target markets that are similar to their current
consumers.
In contrast, in an unrelated diversification, the

new business lacks any common elements with
the present business.
2-34: Check Yourself 1. Market penetration, market development,
✓ check yourself
product development, diversification
2. Product development and market
1. W hat are the four growth strategies? penetration
2. W hat type of strategy is growing the
business from existing customers?
3. Diversification
3. W hich strategy is the riskiest?
.4.
t r h
t
4
. 4 i. w e . .
Additional Teaching Tips
In this chapter, the goal is to introduce students to an overview of the marketing plan, the
concept of customer value, and the utility of the SWOT matrix. It is important to teach students
that the importance of the marketing plan is to communicate the value proposition to consumers
and to provide direction on how that will be achieved.
The utility of the marketing plan must be conveyed throughout the course. Teach students that
the marketing plan is a subset of the business plan that forms the foundational strategy of
business. Students come to realize the importance of the marketing plan when the instructor
frequently makes connection to its purpose not only on the day the concept is taught but also
throughout the course.
Customer value is a difficult concept for students to grasp. Instructors may want to ask students
to write down something they find of value and what aspects lead to creating that value. The
instructor can then ask what they would trade for that value. It is important that instructors
communicate that value is more than monetary worth and can't easily be measured. As a result,
marketers must conduct target market research in order to create the value proposition of their
marketing strategy.
The SWOT matrix may be easily demonstrated by dividing your class into groups and having
each group contribute one item to each of the four quadrants using the college they are attending
(common ground for all students) or a major chain food (such as McDonald's) so that all
students are familiar with strengths, weaknesses, opportunities, and threats that may apply.
Students can work as a group and then each group may put their items on the white boar to form
a collective classroom SWOT. Instructors should then make the link that the opportunities and
strengths should filter into the marketing message delivered in advertising campaigns and other
marketing tools. Online tip: Instructors may want to divide their class by last name A-E
Strengths, F-J Weaknesses, and so forth to answer a discussion board question using the same
concept. Students could then complete an individual SWOT as an assignment. Another option
would be to use the same concepts and integrate it as an online team assignment where each
team forms their respective completed SWOT.
CHAPTER 2: DEVELOPING MARKETING STRATEGIES
AND A MARKETING PLAN
CHAPTER OVERVIEW
Learning Objectives 02-
Page Activity Type
01 02 03 04 05 06 07
The Walt Disney Company and the
2-2 Strategic Marketing Planning Timeline X X X X

Process
Staples: Implementing the
2-5 Marketing Mix Video Case X
2-10 Home Shopping Network Video Case X X X
2-15 SWOT Analysis - Domino's Pizza Click and Drag X
The Netflix Rollercoaster: How a
2-17 Strategy Can Fail Case Analysis X X X X X
Spirit Airlines: Home of the Bare
2-24 Fare Video Case X X X X X X
iSeelt Video Case: Marketing
2-29 Video Case X X X X
Strateav and the Marketing Plan
Learning Objectives:
• 02-01: Define a marketing strategy.
• 02-02: Describe the elements of a marketing plan.

• 02-03: Analyze a marketing situation using SWOT analyses.
• 02-04: Describe how a firm chooses which consumer group(s) to pursue with its marketing
efforts.
• 02-05: Outline the implementation of the marketing mix as a means to increase customer value.
• 02-06: Summarize portfolio analysis and its use to evaluate marketing performance.
• 02-07: Describe how firms grow their business.
2-1 rev. 2015-07-24

THE WALT DISNEY COMPANY AND THE
STRATEGIC MARKETING PLANNING PROCESS
• Activity Type: Timeline

■ Learning Objectives: 02-02, 02-03, 02-04, 02-05
• Difficulty: Medium
Activity Summary: First, students are asked to put the steps of the strategic marketing planning
process in the correct sequence. Then they view a short case describing the Walt Disney
Company's use of technology to improve the customer experience in their parks, and are asked
to match excerpts from the case description to the appropriate step in the strategic marketing
planning process.
Activity
• Introduction: Firms like Disney plan their marketing strategies to adjust to changes in the
environment, the competition, and their customers. Effective marketing doesn't just happen.
Click on the "case" button at the bottom of the screen to review the notes on Disney. Then
assemble the strategic marketing planning process model as instructed. (NOTE: The "case"
button does not actually appear until after the student has completed the first click and drag
activity.)
• Concept Review: The strategic marketing planning process represents a set of steps a
marketer goes through to develop and implement a strategic marketing plan. The three major
phases of the process are planning, implementation, and control.
QUESTION
PROGRESS ntroctuctlion cnek And Drag
CIiek And Drag
Step 2- Match Disney's actions to each step of the process.
Technology
Create available to improve Installed GPS, Declining
entertainment customer Less crowding sensors, and attendance
experience experience other devices
Identify and
Define the Situation Evaluate Implement Evaluate
Mission/Vision Analysis Opportunities Marketing Mi Performance
◄ prev case glossary
In Step 1 of the activity, students are asked to place the steps of the strategic marketing planning
process in the correct order. Then, in Step 2, the student reads a short case related to Disney's
strategic planning, and matches the five activities listed to the steps of the process.
2-2 rev. 2015-07-24

The following text is presented when the student clicks the "case" button at the bottom of the screen:
Disney's objective is to create entertainment experiences based on storytelling. One of Disney's

key strengths is its well-known brand. Disney targets its Pleasure Island to singles and couples,
Epcot to adults and to families with older children, and the Magic Kingdom to families with
younger children.
When Disney executives noticed attendance at the theme parks declining, they concluded that
crowding and long lines were hurting customers' enjoyment of the parks and causing potential
visitors to vacation elsewhere. In response, they reinvented the customer experience and eased
crowding throughout the parks by combining global positioning satellites (GPS), smart sensors,
wireless technology, and mobile devices. They also instituted a FastPass service, allowing
guests to obtain a timed ticket for a ride, thus skipping long lines for popular attractions.
FastPass+, introduced later, allows advance reservations for a limited number of rides per day
through the My Disney Experience website and mobile app, where guests can plan and manage
their visit to the parks. Finally, the guest can wear a MagicBand-a wristband with a radio
frequency chip identifying the individual. By simply waving the band, the guest can use a
FastPass+ reservation, pay for purchases, and even open the door to their Disney resort room!
Answers
Step 2- Match Disney's actions to each step of the process.
Installed GPS, Technology

Create
available to improve Declining
sensors, and Less crowding entertainment
customer attendance
other devices experience experience
Identify and
Define the Situation Evaluate Implement Evaluate
Mission/Vision Analysis Opportunities Marketing Mix Performance
C',j c4 Technology SW < C',j

Create Installed GPS,
Declining (available to improve
entertainment sensors, and Less crowding
attendance customer
experience other devices
experience
Follow-Up Activity
Assign and discuss the following article: "At Disney Parks, a Bracelet Meant to Build Loyalty (and
Sales)," by Brooke Barnes, New York Times, published 1/7/2013:
http://www.nytimes.com/2013/01 /07/business/media/at-disney-parks-a-bracelet-meant-to-build•
loyalty-and-sales.html? r=0
This article describes the "MyMagic+" bracelet that is one key element of Disney's technology
upgrade program. In addition to improving the customer experience, discuss how it also benefits
Disney by providing customer information that can be used both to understand customer behavior in
2-3 rev. 2015-07-24

the parks (a form of marketing research) and also to improve service to individual customers (as part
of a customer relationship management program).
2-4 rev. 2015-07-24

STAPLES: IMPLEMENTING THE MARKETING MIX
Activity Type: Video Case

■ Learning Objectives: 02-05
Activity Summary: This video case discusses the "Easy" retail strategy adopted by Staples,
with examples of each of the four Ps in action. After the video ends, students are asked
questions about the video and related course concepts.
Activity
• Introduction: The 4 Ps-product, price, promotion, and place-are functions retailers use to
create value for their customers. Staples, Inc. successfully integrates the 4 Ps with its "easy"
brand promise. Its ability to execute the 4 Ps seamlessly within the parameters of this brand
promise helps to make Staples successful.
• Concept Review: The marketing mix consists of the four Ps-product, price, promotion, and
place-and each P contributes to customer value. To provide value, the firm must offer a mix of
goods and services at fair prices in the eyes of its target market. Firms make trade-offs between
product and price, help customers to form a positive image about the firm and its products, and
get the appropriate goods and services to customers when they want them and in the quantities
they need.
Video: The video is presented to the student below the introductory information. The video plays
embedded on the page, after which questions are presented.
2-5 rev. 2015-07-24

Questions and Answers
2a. Staples offers quality customer service and ...
Staples offers quality customer service and its own brand of products to establish a
0 fun environment
0 target market
0 marketing plan
- () competitive advantage
0 large inventory
As explained in the video, the "easy brand promise is Staples' approach to achieving a competitive advantage, and its service and products
are parts of that promise.
References
Multiple Choice Difficulty. 2 Medium

2a. Staples offers Learning Objective: 02-05
quality customer service Outline the implementation of
and ... the marketing mix as a means
to increase customer value
2b. Ethnographic research takes place _
Ethnographic research takes place
0 through surveys
➔ 0 by human observation
0 online only
( by measuring sales of items
0 in focus groups
The video discusses research that Staples does in consumers' homes, observing how they use products and looking for opportunities to meet
their needs. This is an example of ethnographic research.
References
Multiple Choice Difficulty 2 Medium
2b. Ethnographic Learning Objective: 02-05

research takes place Outline the implementation of
the marketing mix as a means
2-6 rev. 2015-07-24

2c. The Staples Mailmate is an example of how S...
The Staples Mailmate is an example of how Staples offers value by providing consumers with _
Oe lowest possible prices

➔ Q innovative products
Q products that copy the national brands
( large assortments
Q discount products
The video discusses the innovative aspects of the Mailmate shredder
References
Multiple Choice Difficulty: 2 Medium
2c. The Staples Learning Objective: 02-05

Mallmate Is an example Outline the implementation of
of how S..• the marketing mix as a means
to increase customer value.
2d. A bundle pricing strategy means that the co ...
A bundle pricing strategy means that the cost is lower when you buy
O more often
-O more items at once
( more styles of a product
O o a regular schedule
( an assortment of products
A bundle strategy means that you buy several items at once. Discounted prices are offered to encourage larger purchases.
References
Multiple Choice Difficulty 2 Medium
2d. A bundle pricing Learning Objective: 02-05

strategy means that the Outline the implementation of
co... the marketing mix as a means
2-7 rev. 2015-07-24

2e. Which is NOT one of Staples's promotional eff...
Which is NOT one of Staples's promotional efforts?
Q Quality service
O Circulars
Q In-store displays
Q Iv commercials
O me lowest prices of any competitor
The video mentions how in-store displays, circulars, quality service and TV commercials are all promotional efforts used by Staples. Having the
lowest prices is not a promotional effort, but a pricing strategy.
References
Multiple Choice Difficuhy. 2 Medium
2e. Which is NOT one of Learning Objective: 02-05

Staples's promotional Outline the implementation of
eff... the marketing mix as a means
2f. When Staples plans its store layout and des...
When Staples plans its store layout and designs its website, it wants to offer its customers _
O big cost savings
Q luxury products
-( an easy experience
O ink and paper
( a huge product selection
The easy experience is the hallmark of Staples's strategy.
References

2f. When Staples plans Learning Objective: 02-05
its store layout and Outline the implementation of
des... the marketing mix as a means
to increase customer value.
Follow-Up Activities
• Discuss how the Staples "Easy" brand promise helps the company to compete with online-only
sellers of office supplies like Amazon.com. Examples: the Staples branded products help Staples
to stock lower-priced products; making products like paper and toner easily available at the front
of conveniently located stores with plenty of parking offers convenience.
2-8 rev. 2015-07-24

• Choose a successful restaurant chain (Chipotle or Chick-fil-A would be good selections in the
U.S. as they tend to be popular with students) and ask for examples of each of the four Ps in the
chain's strategy.
2-9 rev. 2015-07-24

HOME SHOPPING NETWORK
Activity Type: Video Case

■ Learning Objectives: 02-01, 02-04, 02-05
Activity Summary: This video case focuses on changes HSN made to its strategy starting in
2006 to better understand and serve its target market. After the video ends, students are asked
questions about the video and related course concepts.
Activity
• Introduction: HSN (Home Shopping Network) is a $2.8 billion multichannel retailer, using
television, e-commerce, m-commerce, catalogs, and brick and mortar stores. They have recently
launched apps for all major smartphones. HSN currently reaches 90 million homes, 24 hours a
day, 7 days a week, 365 days a year. Managing their marketing efforts and staying on top of the
competition requires careful and ongoing strategic planning and implementation.
• Concept Review: A marketing strategy is the actions a firm intends to implement to appeal to
potential customers. A successful strategy identifies (1) a firm's target markets; (2) a related
marketing mix-its 4 Ps; and (3) the basis on which the firm plans to build a sustainable
competitive advantage. HSN (Home Shopping Network) is one example of a firm that has very
successfully implemented its strategy using multichannel marketing efforts. Understanding how
HSN has implemented a successful marketing strategy helps us identify the different
components of that strategy. HSN continually monitors opportunities and threats and reevaluates
their strategies in response to these.
Video: The video is presented to the student below the introductory information. The video plays
embedded on the page, after which questions are presented.
2-10 rev. 2015-07-24

Questions and Answers
3a. Moving from television broadcast into e-com ...
Moving from television broadcast into e-commerce has allowed HSN to achieve excellence.
0 customer
0 product
0 operational
0 service
➔O locational
Having an Internet presence is an important part of locational excellence.
References
3a. Moving from Learning Objective: 02-01

televlslon broadcast Define a marketing strategy
into e-com...
3b. HSN focuses its marketing efforts on busy w ...
HSN focuses its marketing efforts on busy women older than 35 years old who own their homes. This customer group is HSN's
( market segment
O key segment
-( target market
O stategic base
( market position
The segment a firm pursues with it s marketing efforts is its target market.
References
3b. HSN focuses Its Learning Objective: 02-01

marketing efforts on Define a marketing strategy
busy w...
2-11 rev. 2015-07-24

3c. One way HSN promoted its products was to us...
One way HSN promoted its products was to use
O infomercials
O coupons
- ( lfestyle programming
Q discounts
Q humorous ads
Promotion is how marketers use communication to establish the value of their brand. By using lifestyle programming. HSN is able to incorporate
stories and storytellers into its communications.
References
onts
3c. One way HSN Learning Objective: 02-01 the of

promoted Its products Define a marketing strategy e
was to us...
3d. When HSN added event programming to its mix...
When HSN added event programming to its mix, which two elements of the marketing mix did it affect?
Q Place and product
( Place and promotion
Q Price and promotion
Q Product and price
➔ Q Product and promotion
HSN communicated fashion trend information (promotion), which was then tied to its new and existing products.
References
3d. When HSN added Learning Objective: 02-01 2

event programming to Define a marketing strategy
its mix...
2-12 rev. 2015-07-24

3e. HSN created product value by having _
HSN created product value by having
O discount pnces
O catalog sales
( award-winning ads
( good retail locations
- ( exclusive designer agreements
Customers receive product value through exclusive product offerings by well-known designers being offered only on HSN.
References
3e. HSN created Learning Objective: 02-01 Le· ·ni g Obj re: 02•
product value by having Define a marketing strategy arketi 1g mt a: a m
3f. By offering new products developed by well-...
By offering new products developed by well-known designers to its existing customers. HSN used which growth strategy?
0 Market penetration
➔O Product development
0 Market development
0 Portfolio analysis
0 Diversification
Offering a new product or service to a firm's current target market is a product development strategy.
References
3f. By offering new Learning Objective: 02-01 of tl

products developed by Define a marketing strategy
well-...
2-13 rev. 2015-07-24

Follow-Up Activities
• Students can research some of HSN's recent initiatives to see how the company is currently
using lifestyle programming to attract attention to its products. As of this writing, there are two
initiatives that are very much consistent with HSN's lifestyle strategy:
o A multi-film agreement with Disney to hold shopping events promoting films of interest to
HSN's target market: http://www.hollywoodreporter.com/news/disney-strikes-multi-film•
partnership-694720
o HSN's "Live in Concert" series, featuring various artists in conjunction with sales of their
music.
• Suppose that HSN decided to launch a second channel with men who are sports fans as the
target market. How would its strategy be different from the current HSN channel's strategy?
2-14 rev. 2015-07-24

SWOT ANALYSIS - DOMINO'S PIZZA
Activity Type: Click and Drag

■ Learning Objectives: 02-02
Activity Summary: This activity presents information about Domino's franchise stores possibly
staying open 24 hours. Eight factors are presented related to this proposed change, and
students are asked to classify them using the SWOT analysis framework.
Activity
• Introduction: Recently, a Domino's pizza franchise in southwest Ohio made the strategic
decision to stay open 24 hours a day. The manager, Steve Martin, made this decision about a
month ago in response to increased demand for Domino's pizza. Other Domino's franchise
owners are now considering adopting a similar strategy. In this activity, you will categorize a set
of statements regarding activities in the internal and external environments as they relate to
Domino's pizza, and a potential initiative of staying open 24 hours a day. These statements will
identify either a Strength, Weakness, Opportunity, or Threat.
• Concept Review: Developing a marketing plan consists of five steps. The second step in the
process, after developing a mission statement, is to conduct a situation analysis, using the
SWOT framework. This tool allows firms to assess both the internal environment (strengths and
weaknesses) and the external environment (opportunities and threats).
Students can "mouse over" each of the eight factors to see an explanatory sentence. Then they
classify the factors into one of the four SWOT activities.
2-15 rev. 2015-07-24

Another random document with
no related content on Scribd:
The Project Gutenberg eBook of A guide to the Cathedral Church
of Saint John the Divine in the city of New York
This ebook is for the use of anyone anywhere in the United States and most
other parts of the world at no cost and with almost no restrictions whatsoever.
You may copy it, give it away or re-use it under the terms of the Project
Gutenberg License included with this ebook or online at www.gutenberg.org. If
you are not located in the United States, you will have to check the laws of the
country where you are located before using this eBook.
Title: A guide to the Cathedral Church of Saint John the Divine in the city of
New York
Author: Edward Hagaman Hall
Release date: May 17, 2022 [eBook #68112]
Language: English
Original publication: United States: The Laymen's Club of the Cathedral, 1920
Credits: Charlene Taylor and the Online Distributed Proofreading Team at

https://www.pgdp.net (This file was produced from images
generously made available by The Internet Archive/American
Libraries.)
*** START OF THE PROJECT GUTENBERG EBOOK A GUIDE TO THE

CATHEDRAL CHURCH OF SAINT JOHN THE DIVINE IN THE CITY OF
NEW YORK ***
A Guide to
The Cathedral Church of St. John the
Divine
in the City of New York.
THE NORTH ELEVATION OF THE CATHEDRAL
(From Architect’s Design)

A Guide to the
Cathedral Church
of
Saint John the Divine
in the City of New York
by
Edward Hagaman Hall, L. H. D.
New York
The Laymen’s Club of the Cathedral
1924
Fifth Edition.
Copyright, 1920, 1921, 1922, 1924, by

The Laymen’s Club of
The Cathedral Church of St. John the Divine,
New York, N. Y.
Introductory Note
This Guide to the Cathedral of Saint John the Divine purposely
departs from the conventional guide book in several respects. The
Cathedral of St. John the Divine is not centuries old like those in
Europe, but is in the building; and it has seemed appropriate in the
first place to express something of its Spirit before describing the
details of its Fabric. In the next place, the great majority of visitors to
the Cathedral are strangers, people of other denominations, and, on
account of its proximity to one of the leading American universities,
students. For this reason, an effort has been made to avoid technical
terms as far as possible; to explain the significance of much
symbolism not generally understood; and to insert Bible references
freely for the benefit of those who wish to study further the meaning
of the scenes and objects described. Lest some of the explanations
—as, for instance, that in regard to the probable date of the
completion of the Cathedral—be deemed superfluous, it may be said
that this, as well as nearly every other statement in the following
pages, is an answer to some question asked among the thousand
and one interrogations which manifest popular interest in the
Cathedral’s growth. In response to more than one request, “some of
those little things that one would tell informally in explaining the
Cathedral to a friend” have been included. Among these are the
incident of the blind woman who “saw” the Cathedral, which
possesses a touching human interest; and the story of the Dove of
Peace, in which may be seen the beginning of the traditional lore
that will grow up around the Cathedral as the years roll on.
For their valuable cooperation in the preparation of the Guide,
grateful acknowledgment is made to the Very Rev. Howard C.
Robbins, D.D., Dean of the Cathedral, and to the Rev. George F.
Nelson, D.D., and the Rev. Robert Ellis Jones. D.D., Canons. Many
thanks for courtesies and accommodations in photographing and
studying the Cathedral are also due to Mr. Thomas Meatyard, the
Verger.
The Cathedral Flag
(See Page 56)

Contents
I. THE SPIRIT OF THE CATHEDRAL.

The Real Cathedral 11
Praise in its Greatness 12
Praise in its Beauty 12
Praise in its Service 13
The Spirit of Democracy 14
A Civic Institution 15
A Great Symbol 16
A Sign of Stability 16
II. THE FABRIC OF THE CATHEDRAL.
Name and Namesake 19
Location and Access 20
Administration and Clergy 22
Seals 23
Services 25
Visitors 26
Architecture 27
Plan and Size 27
Progress of Construction 28
Funds for Building 29
Foundation and Structure 31
Exterior of Chapels 31
Clerestory of Choir 33
Stone Shields 33
West Front 34
Nave 36
Crossing 40
Pulpit 42
Tapestries 46
Litany Desk 46
Choir 48
Choir Parapet 49
Pavements 51
Lectern 52
Choir Stalls 54
Organ 55
Cathedral Flag 56
High Altar 56
Credence Table 58
Great Columns 59
Clerestory Windows 60
Ambulatory 66
Founder’s Tomb 68
Choir Boys’ Stone 69
Seven Chapels of Tongues 69
Chapel of St. James 71
Chapel of St. Ambrose 76
Chapel of St. Martin 80
Chapel of St. Saviour 84
Chapel of St. Columba 87
Chapel of St. Boniface 90
Chapel of St. Ansgarius 95
Corner Stone 100
Crypt 100
Summary of Dimensions 101
Bishops of New York 102
III. OTHER BUILDINGS, ETC.
Bishop’s House 104
Deanery 104
Choir School 106
St. Faith’s House 110
Synod House 110
Open Air Pulpit 114
Cathedral Organizations 115
Guide Book 116
Transcriber's Note: Click plan for larger version.
PLAN
1. West Front, not begun

2. Nave, foundation laid
3. Crossing
4. North Transept, not begun
5. South Transept, not begun
6. Altar Sacristy, not begun
7. Baptistery, begun May 29, 1924
8. Choir Sacristy, not begun
Dotted lines indicate cloisters connecting with Choir School
9. Dean’s Office, with Canons’ Offices adjoining, not begun
10. Choir
11. Sanctuary
12. Ambulatory
Seven Chapels of Tongues
13. Chapel of St. James

14. Chapel of St. Ambrose
15. Chapel of St. Martin of Tours
16. Chapel of St. Saviour
17. Chapel of St. Columba
18. Chapel of St. Boniface
19. Chapel of St. Ansgarius
A. Bishop’s House
B. Deanery
C. Choir School
D. St. Faith’s House
E. New Synod House
F. Open Air Pulpit
The Old Synod House (formerly the Leake & Watts Orphan Asylum)
stands on the site of the South Transept (5) and is not represented
on this plan.
Illustrations
Cathedral from northeast, complete exterior design,
from architect’s drawing Frontispiece
Flag of the Cathedral 6
Plan of the Cathedral and Close 8-9
East end of Cathedral (exterior) 18
Seal of the Diocese 24
Seal of the Cathedral 24
ΙϹ-ΧϹ-ΝΙ-ΚΑ symbol “Jesus Christ Conquers” 34
SP-SF-SS symbol, “Holy Father, Holy Son, Holy
Spirit” 34
Symbols of St. Luke 34
West Front, from architect’s drawing 35
Nave (exterior), from composite photograph of model 37
Nave (interior), from composite photograph of model 39
Nave foundation and Crossing (exterior) 41
Pulpit (indoors) 43
Barberini tapestry, “The Last Supper” 45
Crossing and Choir (interior) 47
Choir Stalls, south side 53
High Altar 57
Credence Table with Magna Charta Stones 58
The Founder’s Tomb 67
Chapel of St. James (interior) 73
Coats of Arms in windows of Chapel of St. Martin:
City of Rheims 82
Notre Dame Cathedral of Paris 82
Archbishop of Tours 82
Chapter of Poitiers 82
St. Martin of Tours 82
Archdiocese of Rheims 82
Dukes of Orleans 82
Niche of England Cathedral Stones 95
The Sacrifice 99
Bishop’s House 105
Deanery 107
Choir School 109
Synod House 111
Part One
The Spirit of the Cathedral
The Real Cathedral
On Morningside Heights, in the City of New York, on ground consecrated by
the blood of our forefathers in the War for Independence, stands a trinity of
institutions which represent with singular completeness the three-fold nature
of man: Columbia University, which ministers to the Mind; St. Luke’s Hospital,
which ministers to the Body; and the Cathedral of St. John the Divine, which
ministers to the Soul.
This little book is designed to assist visitors to understand the meaning and
purpose of the Cathedral of St. John the Divine. Some such aid, either written
or oral, is needed, for a great cathedral cannot be comprehended in the
glance of an eye. Certain features, such as its magnitude and general beauty,
are obvious; but inwrought with these is a wealth of meaning which is the soul
of the Cathedral—the real Cathedral—and which reveals itself only on
intimate acquaintance. When Ruskin called Amiens Cathedral “The Bible of
Amiens,” he used a figure of speech applicable to all cathedrals. The
Cathedral of St. John the Divine is “The Word in stone.” It is a sacred book,
written in massive pier and ponderous arch, in sculptured marble and carved
oak, in stained glass window and inlaid mosaic, in embroidered fabric and
woven tapestry, whose pages are full of delight, inspiration and help for those
who will take the trouble to read them.
The Cathedral performs its function as a place for the praise and worship of
Almighty God in two ways—statically in the grandeur and beauty of the
temple, and actively in the services held within it.
Praise in its Greatness

Like other great cathedrals, St. John the Divine first impresses by its size.
Its magnitude is not only becoming to its rank as the chief church of the great
Diocese of New York and necessary for the accommodation of large
congregations, but it also has a spiritual purpose, for it gives one the feeling of
something bigger than one’s self and of a Power greater than one’s own. “The
Cathedral gives me a feeling of humility,” said a man to Bishop Greer one day.
“When I go in,” said a college girl to him, “I forget myself.” And a man whom
the Bishop met in the Ambulatory said to him: “If I came here regularly,
something about it,—its size, its spaciousness, its loftiness, its great receding
Choir—something about it would compel me to be a churchman.”
Praise in its Beauty

The Cathedral is designed also to praise God in the glory of its Beauty.
Ruskin, in “The Laws of Fesole,” says that “all great art is praise.” Here we
have the three great and enduring arts of Architecture, Sculpture and Painting
(the latter as yet only in stained glass,) combined in a wonderful Te Deum of
Beauty. For centuries the great cathedrals of the world have been the caskets
of certain kinds of art—or, rather, of certain kinds of expression of art—not
elsewhere to be found; and in this respect the Cathedral of St. John the Divine
fills a place in our American life which no secular building can fill. In the beauty
of its general form, in the beauty of its detail, in the beauty of its symbolism,
and in the record of human achievement in godly living which these express,
the Cathedral stirs the most reverent emotions and creates the noblest
aspirations.
Praise in its Service

But these silent though eloquent physical features are only adjuncts and
helps to the active expression of praise in the Cathedral Service. In this, the
impressive rites of the church and the congregational participation are aided
by music brought to a high degree of perfection, and the preaching from the
pulpit aims to interpret the Christian religion in terms of the practical every-day
life of to-day.
In short, the Cathedral endeavors to employ all that is beautiful and majestic
in Art and Service to bring God closer to men and to draw men closer to God.
Those who live near enough to the Cathedral to be able to attend its
services frequently can appreciate the words of a man who lived most of his
life in one of the great cathedral towns of England, and who said:
“I account it one of the greatest blessings of my life, and a circumstance
which gave a tone to my imagination which I would not resign for many earthly
gifts, that I lived in a place where the cathedral service was duly and
beautifully performed.... If the object of devotion be to make us feel, and to
carry away the soul from all earthly thoughts, assuredly the grand chaunts of
our cathedral service are not without their use. I admire—none can admire
more—the abstract idea of an assembly of reasoning beings offering up to the
Author of all good things their thanksgivings in a pure and intelligible form of
words; but the question will always intrude, Does the heart go along with this
lip service? and is the mind sufficiently excited by this reasonable worship to
forget its accustomed associations with the business and vanities and
passions of the world? The cathedral service does affect the imagination and
through that channel the heart.”
The Spirit of Democracy

While the Cathedral of St. John the Divine is a Protestant Episcopal
Cathedral, its ministrations are not restricted. “Our democratic age,” said
Bishop Henry C. Potter, “demands a place of worship that will not disregard
the teachings of the Founder of Christianity. In this Cathedral there will be no
pews, no locked doors, no pre-payment for sittings, no reserved rights of caste
or rank, but one and the same welcome for all.” And what Bishop Potter
prophesied when the Cathedral was first planned is literally true to-day. The
charter of the Cathedral requires that “the seats for worshippers in said
Cathedral Church shall always be free;” and the Cathedral welcomes
everybody to its services, irrespective of denominational affiliations, nationality
or worldly estate. The Cathedral also welcomes those who belong to no
denomination. Its appeal to the latter was particularly contemplated when
Bishop Potter said: “The person in the period of suspense as to certain
fundamental beliefs needs something larger, higher, wider and roomier, more
impersonal for the time being, than the parish church.” It is hardly necessary
to add as a corollary of the foregoing that there are no “strangers’ pews” in the
Cathedral; and nobody, however unaccustomed to the Cathedral service,
needs to feel any timidity or hesitation about attending. The large proportion of
men in the Cathedral congregations is particularly noticeable.
A Civic Institution
In its present state of incompletion, without Nave and Transepts, the
capacity of the Cathedral is taxed to the utmost by its ordinary congregations,
and on special occasions thousands are turned away unable to enter. The
completion of the Cathedral is therefore imperative; and this is so for more
than denominational reasons, for the many notable special services held
during and immediately following the late war already foreshadow the position
which it is destined to occupy as a great Civic and National Institution. The
Board of Trustees recently said: “The city requires a religious edifice where
people can gather together in large numbers to express in a corporate way
their religious promptings and to find spiritual interpretation of great events.”
Such were the gatherings,—to mention but a few instances,—on the occasion
of the Kossovo Day service June 16, 1918; the thanksgiving for the withdrawal
of Austria from the war November 10, 1918; the thanksgiving for the cessation
of hostilities November 17; the thanksgiving of the twelve Liberated
Nationalities of middle Europe November 24; the great Thanksgiving Day
service for victory November 28;[1] the rendering of Gounod’s “Death and Life”
December 1, 1918, and Dvorak’s “Requiem” March 30, 1919, for all who died
in the war; the memorial service of the 107th (including the former 7th)
regiment April 27, 1919; the Lusitania memorial service May 7; the New York
Letter Carriers’ memorial service May 25; etc. People rarely think of the
English cathedrals as belonging to the Church of England or of the French
cathedrals as belonging to the Roman Catholic church. They are regarded as
belonging to everybody. And such, it is believed, is the place which the
Cathedral of St. John the Divine will occupy in the minds of the people of the
city and nation.
A Great Symbol
The symbolism of various details of the Cathedral will be mentioned
hereafter; but it should be said here that the Cathedral as a whole is a great
and wonderful symbol. “The religion which is inwrought with all the history of
the American people,” said Bishop Potter, “stands for certain lofty ideals of
truth, purity, honesty, loyalty and self-sacrifice. Every ideal must have some
visible expression or symbol, and this ideal of our religious faith from the very
nature of it demands expression, incarnation, visible and material utterance
worthy of its majesty and grandeur.” And the Trustees not long ago said: “New
York is the chief city of the Western World. It impresses the imagination at
every turn by visible evidence of the power and splendor of material
achievements in American life. Such a city should be dominated by a building
which, in its greatness, dignity and beauty, bears witness to those spiritual
forces without which material achievement is valueless because soulless.”
A Sign of Stability
This ever-changing city also needs the Cathedral as an evidence of stability.
Business structures and apartment houses rise and disappear in a generation
under the exigencies of the city’s growth. Even parish churches give way
under this seemingly irresistible pressure. There is consequently little upon
which to fasten permanently one’s memories, affections and historical
traditions. Amid the changes and uncertainties of human life, man instinctively
looks to the Church for something of permanence—something after all to
which he can fasten his faith and upon which he can anchor his hopes. The
Cathedral of St. John the Divine, resting in its massive solidity upon the
ancient rocks of Morningside Heights, gives an idea of firmness and stability in
contrast with the fleeting changes around it and symbolizes Eternity as nearly
as anything erected by the hands of man can. It will stand for unmeasured
time as an eloquent memorial of the best and noblest of human effort and will
serve as a visible bond to bind together generations of high endeavor. “A
cathedral,” said Dean Robbins in a sermon on December 17, 1916, “is a
symbol of continuity of life through the ages. It is a reminder of the relatedness
in which men stand not only to one another but also to those who have
preceded them, to all that is still memorable in a not quite vanished past.” And
looking to the future he spoke of the meaning of the Cathedral to coming
generations when it should have become adorned with associations growing
like ivy over walls made venerable by time. “Perhaps they will be greater
memories, more glorious associations, than our best hopes can now
forecast.... Who can tell what the hidden, wonderful, all-possible future may
have in store for our Cathedral, what hopes and purposes and sorrows and
rejoicings will receive their consecration within its slowly aging walls?”
THE EXTERIOR OF THE CHOIR, CHAPELS AND CROSSING, LOOKING SOUTHWEST

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Tools For Instructors

• Brief Chapter Outline

Brief Chapter Outline

What Is a Marketing Strategy?

LO 2-1 Define a marketing strategy.

LO 2-3 Analyze a marketing situation using SWOT analyses.

LO 2-7 Describe how firms grow their business.

Extended Chapter Outline With Teaching Tips

I What Is a Marketing Strategy?

A. Customer excellence (PPT slide 2-5)

I. Retaining Loyal Customers

2. Providing Outstanding Customer Service

B. Operational excellence (PPT slide 2-6)

C. Product Excellence (PPT slide 2-8)

D. Locational Excellence (PPT slide 2-9)

E. Multiple Sources of Advantage

I. What are the various components ofa marketing strategy?

II. The Marketing Plan (PPT Slide 2-12)

A. Step 1: Define the business mission. (PPT slide 2-14)

B. Step 2. Conduct a situation analysis. (PPT slide 2-16)

I. Product and Value Creation (PPT slide 2-21)

2. Price and Value Capture (PPT slide 2-22)

3. Place and Value Delivery ((PPT slide 2-23)

4. Promotion and Value Communication (PPT slide 2-24)

E. Step 5: Evaluate performance using marketing metrics. (PPT slide 2-25)

I. Who Is Accountable for Performance?

2. Performance Objectives and Metrics

3. Financial Performance Metrics

F. Strategic planning is not sequential.

I. What are thefive steps in creating a marketing plan?

2. What tool helps a marketer conduct a situation analysis?

Answer: A SWOT analysis helps a marketer conduct a situation analysis.

Answer: STP is Segmentation, Targeting, and Positioning.

4. What do thefour quadrants ofthe portfolio analysis represent?

Answer: Stars, Cash Cows, Question Marks, Dogs.

Ill. Growth Strategies (PPT Slide 2-28)

A. Market penetration (PPT slide 2-29)

C. Product Development (PPT slide 2-31)

D. Diversification (PPT slide 2-33)

I. What are thefour growth strategies?

2. What type ofstrategy is growing the business from existing customers?

3. Which strategy is the riskiest?

Answer: The diversification strategy is the riskiest, because unrelated diversifications do

PowerPoint Slides With Teaching Notes

PowerPoint Slide Teaching Notes

g LO2-1 Define a marketing strategy.

LO2-2 Describe the elements of a marketing plan.

2-3: Nike Students will most likely be familiar with Nike

Ask Students to comment on any

Ask students to think of companies who they

2-5: Customer Excellence Luthansa airlines retains customers by offering

Ask students what this might include for an

In recent years, firms such as Walmart have

That is, by controlling price and how products