Full download Foundations of Marketing, 9e 9th Edition William M. Pride file pdf all chapter on 2024

Foundations of Marketing, 9e 9th
Edition William M. Pride

Visit to download the full and correct content document:
https://ebookmass.com/product/foundations-of-marketing-9e-9th-edition-william-m-pri
de/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...
Foundations Of Marketing 8th Ed. 8th Edition William M.

Pride
https://ebookmass.com/product/foundations-of-marketing-8th-
ed-8th-edition-william-m-pride/
Foundations of Business 7th Edition William M. Pride
https://ebookmass.com/product/foundations-of-business-7th-
edition-william-m-pride/
Marketing 2018 19th edition William M. Pride
https://ebookmass.com/product/marketing-2018-19th-edition-
william-m-pride/
(eBook PDF) Marketing 20th Edition by William M. Pride
https://ebookmass.com/product/ebook-pdf-marketing-20th-edition-
by-william-m-pride/
Marketing (MindTap Course List) 20th Edition William M.
Pride
https://ebookmass.com/product/marketing-mindtap-course-list-20th-
edition-william-m-pride/
Exercise Physiology Laboratory Manual, 9e 9th Edition

William C. Beam
https://ebookmass.com/product/exercise-physiology-laboratory-
manual-9e-9th-edition-william-c-beam/
Foundations of Marketing 7th Edition John Fahy
https://ebookmass.com/product/foundations-of-marketing-7th-
edition-john-fahy/
ISE Essentials of Marketing 17th Edition William

Perreault
https://ebookmass.com/product/ise-essentials-of-marketing-17th-
edition-william-perreault/
Williams Hematology, 9E (MEDICAL/DENISTRY) 9th Edition

Kenneth Kaushansky
https://ebookmass.com/product/williams-hematology-9e-medical-
denistry-9th-edition-kenneth-kaushansky/
NIN T H EDI T ION
FOUNDATIONS OF
MARKETING
WILLIAM M. PRIDE
Texas A & M University
O. C. FERRELL
Auburn University
Australia • Brazil • Canada • Mexico • Singapore • United Kingdom • United States
Copyright 2022 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
Foundations of Marketing, Ninth Edition © 2022, 2019 Cengage Learning, Inc.
William M. Pride and O.C. Ferrell
WCN: 02-300
Senior Vice President, Higher Education & Skills Unless otherwise noted, all content is © Cengage.
Product: Erin Joyner
ALL RIGHTS RESERVED. No part of this work covered by the copyright herein
Product Director: Joe Sabatino
may be reproduced or distributed in any form or by any means, except as
Product Manager: Heather Thompson permitted by U.S. copyright law, without the prior written permission of the
Senior Product Assistant: Juleah Morehouse copyright owner.
Learning Designer: Megan Guiliani
Senior Content Manager: Allie Janneck For product information and technology assistance, contact us at
Cengage Customer & Sales Support, 1-800-354-9706
Digital Delivery Lead: Drew Gaither
or support.cengage.com.
Senior Director, Marketing: Kristen Hurd
Marketing Manager: Audrey Wyrick For permission to use material from this text or
product, submit all requests online at
IP Analyst: Diane Garrity
www.cengage.com/permissions.
IP Project Manager: Nick Barrows
Production Service/Composition: SPi Global Library of Congress Control Number: 2019914943

Art Director: Bethany Bourgeois Soft-cover Edition:
Text Designer: Red Hangar Design, LLC ISBN: 978-0-357-12946-3
Cover Designer: Bethany Bourgeois

Loose-leaf Edition:
Cover Image: Sylvie Corriveau/ShutterStock.com ISBN: 978-0-357-12944-9
Tree Image: marilyn barbone/Shutterstock.com

Cengage
Target: stuar/Shutterstock.com
200 Pier 4 Boulevard
Arrows: your/Shutterstock.com Boston, MA 02210
Light bulb: Sergey Nivens/Shutterstock.com USA
Rocket launching: adike/Shutterstock.com

Cengage is a leading provider of customized learning solutions with
employees residing in nearly 40 different countries and sales in more
than 125 countries around the world. Find your local representative at
www.cengage.com.
To learn more about Cengage platforms and services, register or access

your online learning solution, or purchase materials for your course, visit
www.cengage.com.
Printed in the United States of America

Print Number: 01 Print Year: 2021
To Nancy, Allen, Carmen, Gracie, Marie, Mike, Ashley,
Charlie, J.R., and Anderson Pride
To Linda Ferrell
Brief Contents
PART 1: Strategic Marketing and Its Environment 1

1. Customer-Driven Strategic Marketing 2
2. Planning, Implementing, and Evaluating Marketing Strategies 26
3. The Marketing Environment, Social Responsibility, and Ethics 52
PART 2: Marketing Research and Target Markets 83

4. Marketing Research and Analytics 84
5. Target Markets: Segmentation and Evaluation 114
PART 3: Customer Behavior and E-Marketing 139

6. Consumer Buying Behavior 140
7. Business Markets and Buying Behavior 168
8. Reaching Global Markets 190
9. Digital Marketing and Social Networking 218
PART 4: Product and Price Decisions 245

10. Product, Branding, and Packaging Concepts 246
11. Developing and Managing Goods and Services 276
12. Pricing Concepts and Management 306
Part 5: Distribution Decisions 335

13. Marketing Channels and Supply Chain Management 336
14. Retailing, Direct Marketing, and Wholesaling 370
Part 6: Promotion Decisions 399

15. Integrated Marketing Communications 400
16. Advertising and Public Relations 426
17. Personal Selling and Sales Promotion 454
Glossary 485
Endnotes 497
Feature Notes 530
Name Index 535
Organization Index 539
Subject Index 543
AVAILABLE ONLY ONLINE:

Appendix A: Financial Analysis in Marketing
Appendix B: Sample Marketing Plan
Appendix C: Careers in Marketing
Contents
PART 1 Strategic Marketing and Its Environment 1
Chapter 1: Customer-Driven Strategic Key Concepts 23

Developing Your Marketing Plan 23
Marketing 2 Issues for Discussion and Review 23
Marketing Insights: Whole Foods Is the Whole Package 3 Case 1 Apple Inc.: The Future of Retailing, Education, and
1-1 Defining Marketing 4 Entertainment 24
1-1a Marketing Focuses on Customers 5
1-2 Marketing Deals with Products, Price, Distribution, Chapter 2: Planning, Implementing, and
and Promotion 6 Evaluating Marketing Strategies 26
1-2a Product 6 Marketing Insights: Kroger’s Strategy Emphasizes Digital Customer
1-2b Price 7 Experience 27
1-2c Distribution 7 2-1 The Strategic Planning Process 28
1-2d Promotion 8 2-2 Establishing Organizational Mission, Goals, and
1-3 Marketing Creates Value 8 Strategies 29
Disruptive Marketing: COVID-19 Mixes Up the Marketing Mix 9 2-2a Developing Organizational Mission and Goals 29
1-3a Marketing Builds Relationships with 2-2b Developing Corporate and Business-Unit Strategies 29
Customers and Other Stakeholders 11 Creative Marketing: Ready to Rent and Ride? The Sharing Economy
1-4 Marketing Occurs in a Adds Scooters 33
Dynamic Environment 12 2-3 Assessing Organizational Resources and
1-5 Understanding the Opportunities 34
Marketing Concept 13 Integrity in Marketing: “Museum” or Museum? 34
1-5a Evolution of the Marketing Concept 14 2-3a SWOT Analysis 35
1-5b Implementing the Marketing Concept 15 2-3b First-Mover and Late-Mover Advantage 36
1-6 Customer Relationship Management 15 2-4 Developing Marketing Objectives and Marketing
1-7 The Importance of Marketing in Our Global Strategies 37
Economy 17 2-4a Selecting the Target Market 38
1-7a Marketing Costs Consume a Sizable 2-4b Creating Marketing Mixes 39
Portion of Buyers’ Dollars 17 2-5 Managing Marketing Implementation 40
1-7b Marketing Is Used in 2-5a Organizing the Marketing Unit 40
Nonprofit Organizations 17 2-5b Coordinating and Communicating 41
1-7c Marketing Is Important to Businesses and the 2-5c Establishing a Timetable for Implementation 42
Economy 17 2-6 Evaluating Marketing Strategies 42
1-7d Marketing Fuels Our Global Economy 18 2-6a Establishing Performance Standards 42
1-7e Marketing Knowledge Enhances 2-6b Analyzing Actual Performance 42
Consumer Awareness 18 2-6c Comparing Actual Performance with Performance
1-7f Marketing Connects People through Technology 18 Standards and Making Changes, If Needed 44
1-7g Socially Responsible Marketing: Promoting the Welfare 2-7 Creating the Marketing Plan 45
of Customers and Stakeholders 20 Chapter Review 47
Integrity in Marketing: Warby Parker Eyes Up the Optical Key Concepts 48
Industry 21 Developing Your Marketing Plan 48
1-7h Marketing Offers Many Exciting Career Prospects 21 Issues for Discussion and Review 49
Chapter Review 22 Case 2 Inside Tesla’s Strategy for Growth 49
vi
Contents vii
Chapter 3: The Marketing Environment, Social 3-7 Sociocultural Forces 67

3-8 Social Responsibility
Responsibility, and Ethics 52 and Ethics in Marketing 69
Marketing Insights: Fighting Fair: Microsoft Embraces the Integrity in Marketing: Does WeWork Still Work? 70
Competition 53 3-8a Economic Dimension 70
3-1 The Marketing Environment 54 3-8b Legal Dimension 71
3-1a Responding to the Marketing Environment 54 3-8c Ethical Dimension 72
3-2 Competitive Forces 55 3-8d Philanthropic Dimension 73
3-3 Economic Forces 58 Creative Marketing: Evrnu Changes Clothes 75
3-3a Buying Power and Willingness to Spend 58 3-9 Incorporating Social Responsibility and Ethics
3-3b Economic Conditions 59 into Strategic Planning 76
3-4 Political Forces 61 Chapter Review 78
3-5 Legal and Regulatory Forces 62 Key Concepts 80
3-5a Regulatory Agencies 63 Developing Your Marketing Plan 80
3-5b Self-Regulation 65 Issues for Discussion and Review 80
3-6 Technological Forces 66 Case 3 Apple vs. Samsung: Gloves Are Off 81
PART 2 Marketing Research and Target Markets 83
Chapter 4: Marketing Research and Analytics 84 5-2 Target Market Selection Process 117
5-3 Step 1: Identify the Appropriate Targeting
Marketing Insights: Marketing Analytics Makes Cents 85
Strategy 118
4-1 The Importance of Marketing Research 86
5-3a Undifferentiated Targeting Strategy 118
4-2 Types of Research 87
5-3b Concentrated Targeting Strategy through
4-2a Exploratory Research 88
Market Segmentation 118
4-2b Conclusive Research 89
5-3c Differentiated Targeting Strategy through Market
4-3 The Marketing Research Process 90
Segmentation 120
4-3a Locating and Defining Problems or Issues 90
5-4 Step 2: Determine Which Segmentation Variables to
4-3b Designing the Research Project 91
Use 121
4-3c Collecting Data 91
Entrepreneurship in Marketing: Big Data Goes Big Time 5-4a Variables for Segmenting Consumer Markets 121
at Six Spoke 98 Disruptive Marketing: Jiminy Crickets: Are Chirps Chips the Snack
of the Future? 127
4-3d Interpreting Research Findings 100
Entrepreneurship in Marketing: SpotHero Helps Drivers Spot
4-3e Reporting Research Findings 100 Parking Spots 128
4-4 Marketing Analytics 101 5-4b Variables for Segmenting Business Markets 128
4-4a Big Data 102 5-5 Step 3: Develop Market Segment Profiles 129
4-4b Databases 104 5-6 Step 4: Evaluate Relevant Market Segments 130
Disruptive Marketing: Artificial Intelligence Makes for Smarter
Advertising 105
5-6a Sales Estimates 130
5-6b Competitive Assessment 131
4-4c Implementing Marketing Analytics 105
5-6c Cost Estimates 131
4-4d Marketing Information and Support Systems 107
5-7 Step 5: Select Specific Target Markets 131
4-5 Issues in Marketing Research 108
5-8 Developing Sales Forecasts 132
4-5a The Importance of Ethical Marketing Research 108
5-8a Executive Judgment 132
4-5b International Issues in Marketing Research 109
5-8b Surveys 133
Chapter Review 110
5-8c Time Series Analysis 133
Key Concepts 111
5-8d Regression Analysis 134
Issues for Discussion and Review 112 5-8e Market Tests 134
Case 4 Picture Perfect: How Instagram Uses Big Data 112 5-8f Using Multiple Forecasting Methods 134
Chapter Review 135
Chapter 5: Target Markets: Segmentation and Key Concepts 136
Evaluation 114 Issues for Discussion and Review 137
Marketing Insights: LEGOLAND: Small Bricks, Big Attendance 115 Case 5 How Nike Uses Targeting in the High-Stakes Race
5-1 What Are Markets? 116 for Sales 137
viii Contents
PART 3 Customer Behavior and E-Marketing 139
Chapter 6: Consumer Buying Behavior 140 7-2 Industrial Classification Systems 173
7-3 Dimensions of Business Customers and Business
Marketing Insights: For a Hot and Fast Breakfast, “Just Crack
An Egg” 141 Transactions 174
6-1 Consumer Buying Decision Process 142 7-3a Characteristics of Transactions
6-1a Problem Recognition 143 with Business Customers 175
6-1b Information Search 143 7-3b Attributes of Business Customers 175
Disruptive Marketing: Small Businesses Get WOW-Size Orders from
6-1c Evaluation of Alternatives 144
Airlines 176
6-1d Purchase 144
7-3c Primary Concerns of Business Customers 176
6-1e Postpurchase Evaluation 145
7-3d Methods of Business Buying 178
6-2 Types of Consumer Decision Making and Level of
7-3e Types of Business Purchases 178
Involvement 145
7-3f Demand for Business Products 179
6-2a Types of Consumer Decision Making 145
7-4 Business Buying Decisions 180
6-2b Consumer Level of Involvement 146
7-4a The Buying Center 181
6-3 Situational Influences on the Buying Decision
7-4b Stages of the Business Buying Decision Process 182
Process 147
7-4c Influences on the Business Buying
6-4 Psychological Influences on the Buying Decision
Decision Process 183
Process 149 Creative Marketing: Inside IBM’s Social Media Success 184
6-4a Perception 149 7-5 Reliance on the Internet
6-4b Motivation 150 and Other Technology 185
6-4c Learning 151
Integrity in Marketing: Recycling, Zara Style 152 Chapter Review 186
Key Concepts 187
6-4d Attitudes 153
6-4e Personality and Self-Concept 154 Issues for Discussion and Review 188
6-4f Lifestyles 155 Case 7 Salesforce.com Uses Dreamforce to Reach Business
Entrepreneurship in Marketing: Peloton Markets Fitness on Customers 188
Demand 155
6-5 Social Influences on the Buying Decision Chapter 8: Reaching Global Markets 190
Process 156
Marketing Insights: Chinese Airlines Take Off 191
6-5a Roles 156
8-1 The Nature of Global Marketing Strategy 192
6-5b Family Influences 156
8-2 Environmental Forces
6-5c Reference Groups 158
in Global Markets 193
6-5d Digital Influences 158
8-2a Sociocultural Forces 193
6-5e Opinion Leaders 159
8-2b Economic Forces 194
6-5f Social Classes 159
8-2c Political, Legal, and Regulatory Forces 196
6-5g Culture and Subcultures 160
8-2d Ethical and Social Responsibility Forces 198
6-6 Consumer Misbehavior 163
8-2e Competitive Forces 200
Chapter Review 164 Integrity in Marketing: Sseko: Designed for Success 200
Key Concepts 165
8-2f Technological Forces 201
Disruptive Marketing: Cha-Ching: M-Pesa Revolutionizes Mobile
Issues for Discussion and Review 166
Payments 203
Case 6 The Campbell Soup Company Cooks Up New Marketing 166
8-3 Regional Trade Alliances, Markets, and
Agreements 203
Chapter 7: Business Markets and Buying 8-3a The United States-Mexico-Canada
Behavior 168 Agreement 203
Marketing Insights: Amazon Business Builds a Big Business by 8-3b The European Union (EU) 204
Serving Businesses of All Sizes 169 8-3c The Southern Common Market (MERCOSUR) 205
7-1 Business Markets 170 8-3d The Asia-Pacific Economic Cooperation
7-1a Producer Markets 170 (APEC) 205
7-1b Reseller Markets 171 8-3e Association of Southeast Asian Nations
7-1c Government Markets 172 (ASEAN) 206
7-1d Institutional Markets 173 8-3f The World Trade Organization (WTO) 207
Contents ix
8-4 Modes of Entry into International Markets 207 Creative Marketing: Beauty Company ipsy Has It
8-4a Importing and Exporting 207 in the Bag 226
8-4b Trading Companies 208 9-3c Media-Sharing Sites 227
8-4c Licensing and Franchising 209 9-3d Mobile Marketing 229
8-4d Contract Manufacturing 210 9-3e Applications and Widgets 230
8-4e Joint Ventures 210 9-4 Monitoring Digital Media Behaviors of
8-4f Direct Ownership 211 Consumers 231
8-5 Customization versus Globalization of International 9-4a Online Monitoring and Analytics 232
Marketing Mixes 212 9-5 E-Marketing Strategy 234
Chapter Review 214 9-5a Product Considerations 234
Key Concepts 214 9-5b Pricing Considerations 234
Developing Your Marketing Plan 215 9-5c Distribution Considerations 235
Issues for Discussion and Review 215 9-5d Promotion Considerations 236
Case 8 Alibaba and Global e-Commerce: Should Amazon Be Afraid? 215 9-6 Ethical and Legal Issues 237
9-6a Privacy 237
Chapter 9: Digital Marketing and Social Integrity in Marketing: Anti-Social Media: Facebook Faces Privacy
Networking 218 Concerns 238
Marketing Insights: Amazon in a Real Fight Against Fakes 219 9-6b Online Fraud 239
9-1 Defining Digital Marketing 220 9-6c Intellectual Property and Illegal Activity 240
9-2 Growth and Benefits of Digital Marketing 221 Chapter Review 240
9-3 Types of Consumer-Generated Marketing and Digital Key Concepts 242
Media 222 Developing Your Marketing Plan 242
9-3a Social Media Marketing 222 Issues for Discussion and Review 242
Case 9 JD.com: Go Big Data or Go Home 243
9-3b Blogs and Wikis 226
PART 4 Product and Price Decisions 245
Chapter 10: Product, Branding, and Packaging 10-6f Branding Policies 266
10-6g Brand Extensions 267
Concepts 246 10-6h Co-Branding 268
Marketing Insights: Under One Roof, Mattel Markets Many Dolls 10-6i Brand Licensing 268
and Action Figures 247
10-7 Packaging 268
10-1 What Is a Product? 248 10-7a Packaging Functions 269
10-2 Classifying Products 249 10-7b Major Packaging Considerations 269
10-2a Consumer Products 249 10-7c Packaging and Marketing Strategy 270
10-2b Business Products 252 10-7d Altering the Package 270
10-3 Product Line and Product Mix 254 10-8 Labeling 271
Integrity in Marketing: PepsiCo’s Products Support Performance
with Purpose 255 Chapter Review 272
10-4 Product Life Cycles and Marketing Key Concepts 273
Strategies 255
10-4a Introduction 255 Case 10 Impossible Foods Cooks Up Meatless Burgers in Silicon
10-4b Growth 256 Valley 274
10-4c Maturity 257
10-4d Decline 258
10-5 Product Adoption Process 259 Chapter 11: Developing and Managing Goods and
10-6 Branding 260 Services 276
10-6a Value of Branding 261 Marketing Insights: Up, Up, and Away for Product Development at
10-6b Brand Equity 261 Away Luggage 277
10-6c Types of Brands 264 11-1 Managing Existing Products 278
10-6d Selecting a Brand Name 264 11-1a Line Extensions 278
Disruptive Marketing: Companies Rebrand to Be More 11-1b Product Modifications 279
Sensitive 265 Integrity in Marketing: Aardvark Straws Says: Goodbye Plastic,
10-6e Protecting a Brand 265 Hello Paper 280
x Contents
11-2 Developing New Products 280 12-2 Development of Pricing Objectives 309
11-2a Idea Generation 282 12-2a Survival 310
11-2b Screening 283 12-2b Profit 310
11-2c Concept Testing 283 12-2c Return on Investment 310
11-2d Business Analysis 283 12-2d Market Share 310
11-2e Product Development 284 12-2e Cash Flow 310
11-2f Test Marketing 284 12-2f Status Quo 311
11-2g Commercialization 285 12-2g Product Quality 311
Entrepreneurship in Marketing: Alpine Start Makes Quick Start with 12-3 Assessment of the Target Market’s Evaluation of Price 311
Instant Coffee 287 12-4 Analysis of Demand 312
11-3 Product Differentiation Through Quality, Design, 12-4a Demand Curves 312
and Support Services 287 12-4b Demand Fluctuations 313
11-3a Product Quality 288 12-4c Assessing Price Elasticity of Demand 313
11-3b Product Design and Features 288 12-5 Demand, Cost, and Profit Relationships 315
11-3c Product Support Services 289 12-5a Marginal Analysis 315
11-4 Product Positioning and Repositioning 289 12-5b Breakeven Analysis 318
11-4a Perceptual Mapping 289 12-6 Evaluation of Competitors’ Prices 319
11-4b Bases for Positioning 290 12-7 Selection of a Basis for Pricing 319
11-4c Repositioning 291 12-7a Cost-Based Pricing 320
11-5 Product Deletion 292 12-7b Demand-Based Pricing 321
11-6 Managing Services 293 Creative Marketing: Off-Peak Pricing Woos Afternoon Coffee
11-6a Nature and Importance of Services 293 Customers 321
11-6b Characteristics of Services 294 12-7c Competition-Based Pricing 322
11-6c Developing and Managing Marketing 12-8 Selection of a Pricing Strategy 322
Mixes for Services 297 12-8a New-Product Pricing 322
11-6d Development of Services 298 12-8b Differential Pricing 323
11-6e Pricing of Services 298 12-8c Psychological Pricing 324
11-6f Distribution of Services 299 12-8d Product-Line Pricing 326
11-6g Promotion of Services 300 12-8e Promotional Pricing 326
11-7 Organizing to Develop and Manage 12-9 Determination of a Specific Price 327
Products 301 Integrity in Marketing: Everlane’s “Radically Transparent”
Chapter Review 302 Pricing 328
Key Concepts 303 12-10 Pricing for Business Markets 328
Developing Your Marketing Plan 303 12-10a Geographic Pricing 328
Issues for Discussion and Review 304 12-10b Transfer Pricing 329
Case 11 Cutting Edge Quality: Cutco “Knives for Life” 304 12-10c Discounting 329
Chapter 12: Pricing Concepts and Chapter Review 330

Key Concepts 332
Management 306 Developing Your Marketing Plan 332
Marketing Insights: Mercedes A-Class Drives toward Affordable Issues for Discussion and Review 332
Luxury 307 Case 12 Norwegian Air Shuttle Continues to Climb with Low Costs and
12-1 Price and Nonprice Competition 308 Low Prices 333
PART 5 Distribution Decisions 335
Chapter 13: Marketing Channels and Supply Chain Disruptive Marketing: Pandemic Disrupts Consumer Supply
Chains 344
Management 336 Entrepreneurship in Marketing: Pandemic Boosts Meal Delivery
Marketing Insights: Crafting a Channel Strategy for Craftsman Services 348
Tools 337 13-2c Selecting Marketing Channels 348
13-1 Foundations of the Supply Chain 338 13-3 Intensity of Market Coverage 350
13-2 The Role of Marketing Channels in Supply 13-3a Intensive Distribution 350
Chains 340 13-3b Selective Distribution 351
13-2a The Significance of Marketing Channels 342 13-3c Exclusive Distribution 351
13-2b Types of Marketing Channels 343
Contents xi
13-4 Strategic Issues in Marketing Channels 352 14-3 Brick-and-Mortar Retailers 374

13-4a Competitive Priorities in Marketing Channels 352 14-3a General-Merchandise Retailers 374
13-4b Channel Leadership, Cooperation, and Conflict 352 Creative Marketing: Some Clicks Are Becoming
13-4c Channel Integration 354 Click and Brick 377
13-5 Logistics in Supply Chain Management 356 14-3b Specialty Retailers 378
13-5a Order Processing 357 Disruptive Marketing: Does Tractor Supply Sell
13-5b Inventory Management 358 Tractors? 379
13-5c Materials Handling 359 14-4 Strategic Issues in Retailing 380
13-5d Warehousing 360 14-4a Location of Retail Stores 381
13-5e Transportation 361 14-4b Franchising 383
13-6 Legal Issues in Channel Management 363 14-4c Retail Technologies 384
13-6a Restricted Sales Territories 363 14-4d Retail Positioning 385
13-6b Tying Agreements 364 14-4e Store Image 385
13-6c Exclusive Dealing 364 14-4f Category Management 386
13-6d Refusal to Deal 364 14-5 Direct Marketing, Direct Selling,
and Vending 387
Chapter Review 364
14-5a Direct Marketing 387
Key Concepts 366
Developing Your Marketing Plan 367 14-5b Direct Selling 388
Issues for Discussion and Review 367 14-5c Vending 389
Case 13 The Cocoa Exchange’s Sweet Spot in the Supply Chain 367 14-6 Wholesaling 389
14-6a Services Provided by Wholesalers 390
Chapter 14: Retailing, Direct Marketing, and 14-6b Types of Wholesalers 390
Wholesaling 370 Chapter Review 394
Key Concepts 396
Marketing Insights: Primark Opens Deep-Discount Stores across
the Pond 371
14-1 Retailing 372 Case 14 Lowe’s Taps Technology for Retailing Edge 397
14-2 Online Retailing 373
PART 6 Promotion Decisions 399
Chapter 15: Integrated Marketing Disruptive Marketing: Tesla Bypasses Traditional

Advertising 413
Communications 400 15-4d Sales Promotion 414
Marketing Insights: Buc-ee’s Gases Up on Integrated 15-5 Selecting Promotion Mix Elements 415
Marketing 401 15-5a Promotional Resources, Objectives,
15-1 The Nature of Integrated Marketing and Policies 415
Communications 402 15-5b Characteristics of the Target Market 415
15-2 The Communication Process 403 15-5c Characteristics of the Product 416
15-3 The Role and Objectives of Promotion 406 15-5d Costs and Availability of Promotional Methods 417
15-3a Create Awareness 407 15-5e Push and Pull Channel Policies 417
15-3b Stimulate Demand 408 15-6 The Growing Importance of
15-3c Encourage Product Trial 409 Word-of-Mouth Communications 418
15-3d Identify Prospects 409 15-7 Product Placement 419
15-3e Retain Loyal Customers 409 Entrepreneurship in Marketing: B-Reel Makes Picture Perfect
15-3f Facilitate Reseller Support 409 Product Placement 420
15-3g Combat Competitive Promotional 15-8 Criticisms and Defenses of Promotion 420
Efforts 410
Chapter Review 421
15-3h Reduce Sales Fluctuations 410 Key Concepts 422
15-4 The Promotion Mix 410 Developing Your Marketing Plan 423
15-4a Advertising 411 Issues for Discussion and Review 423
15-4b Personal Selling 412 Case 15 Frank Pepe’s Pizzeria Napoletana Uses Positive Word of Mouth
15-4c Public Relations 413 to Remain a Premiere Pizzeria 423
xii Contents
Chapter 16: Advertising and Public Relations 426 Entrepreneurship in Marketing: Skin in The Game: Rodan +
Fields Gets Personal with Direct Selling 464
Marketing Insights: The Real Deal: Influencer Advertising Takes
17-5 Managing the Sales Force 464
Off 427
17-5a Establishing Sales-Force Objectives 464
16-1 The Nature and Types of Advertising 428
Integrity in Marketing: Wells Fargo Pays the Price for Aggressive
16-2 Developing an Advertising Campaign 430 Sales Objectives 465
16-2a Identifying and Analyzing the Target Audience 431 17-5b Determining Sales-Force Size 466
16-2b Defining the Advertising Objectives 432 17-5c Recruiting and Selecting Salespeople 466
16-2c Creating the Advertising Platform 432 17-5d Training Sales Personnel 467
Creative Marketing: Patagonia Tells Shoppers “Don’t Buy this
17-5e Compensating Salespeople 468
Jacket” 433
17-5f Motivating Salespeople 470
16-2d Determining the Advertising Appropriation 433
17-5g Managing Sales Territories 471
16-2e Developing the Media Plan 435
17-5h Controlling and Evaluating Sales-Force
16-2f Creating the Advertising Message 438
Performance 471
16-2g Executing the Campaign 441
17-6 The Nature of Sales Promotion 472
16-2h Evaluating Advertising Effectiveness 441
17-7 Consumer-Sales-Promotion Methods 473
16-3 Who Develops the Advertising
17-7a Coupons and Cents-Off Offers 473
Campaign? 443
17-7b Money Refunds and Rebates 474
16-4 Public Relations 444
Integrity in Marketing: Sherwin-Williams Paints Itself into a
17-7c Shopper Loyalty and Frequent-User Incentives 475
Corner 444 17-7d Point-of-Purchase Materials and
16-5 Public Relations Tools 445 Demonstrations 475
16-6 Evaluating Public Relations Effectiveness 447 17-7e Free Samples and Premiums 476
17-7f Consumer Contests, Consumer Games, and
Chapter Review 449
Key Concepts 450
Sweepstakes 476
Developing Your Marketing Plan 450 17-8 Trade-Sales-Promotion Methods 477
Issues for Discussion and Review 450 17-8a Trade Allowances 477
Case 16 Scripps Networks Interactive: An Expert at Connecting 17-8b Cooperative Advertising and Dealer Listings 478
Advertisers with Programming 451 17-8c Free Merchandise and Gifts 478
17-8d Premium Money 479
Chapter 17: Personal Selling and 17-8e Sales Contests 479
Sales Promotion 454 Chapter Review 479
Key Concepts 480
Marketing Insights: Costco Freebies Pay Off 455
17-1 The Nature of Personal Selling 456
17-2 Steps of the Personal Selling Process 457 Case 17 Gainsight Provides Sales Support with the Customer
17-2a Prospecting 458 Success Manager 481
17-2b Preapproach 458
17-2c Approach 459 Glossary 485
17-2d Making the Presentation 459 Endnotes 497
17-2e Overcoming Objections 459 Feature Notes 530
17-2f Closing the Sale 460 Name Index 535
17-2g Following Up 460 Organization Index 539
17-3 Types of Salespeople 460 Subject Index 543
17-3a Sales Structure 461
17-3b Support Personnel 461 AVAILABLE ONLY ONLINE:
17-4 Team and Relationship Selling 462 Appendix A: Financial Analysis in Marketing
17-4a Team Selling 463 Appendix B: Sample Marketing Plan
17-4b Relationship Selling 463 Appendix C: Careers in Marketing
Preface
THE IMPORTANCE OF MARKETING

TO BUSINESS
The environment of marketing has significantly changed over the last few years. Although
this revision reflects these changes, the foundational concepts of marketing continue to be
important. All business students need to understand how marketing activities and functions
are necessary for success. The 9th edition of Foundations of Marketing has been revised to
provide a complete understanding of marketing by engaging students in decision making. We
use active learning through the use of examples, exercises, cases, and MindTap. MindTap is
an online personalized teaching experience with relevant assignments that guide students to
analyze, apply, and improve thinking, allowing skills and outcomes to be measured with ease.
What we teach students today could be obsolete in 5 to 10 years. We need to prepare them to
engage in critical thinking and in continuous self-development.
Pride and Ferrell’s Foundations of Marketing facilitates students in mastering essential
concepts. Therefore, evolving marketing areas such as digital marketing and social network-
ing, marketing ethics and social responsibility, as well as major decision variables related to
product, price, distribution, and promotion have received complete revision based on available
research and marketing best practices. Examples and boxed features have been replaced to be
as up-to-date as possible.
We address how technology is changing the marketing environment. As students prepare
for the new digital world, they will also need to practice developing communication skills,
especially teamwork, that go beyond their personal interaction with digital devices. As inter-
net retailing and online business-to-business marketing advances, the importance of supply
chain management becomes important in connecting and integrating members of the distribu-
tion system. Marketing requires an understanding of both supply and demand. Marketing ana-
lytics and artificial intelligence (AI) are defining how decisions are made and implemented.
All of these advances related to technology are changing marketing activities, strategies, and
business models. We address all of these developments to prepare students for the future.
MindTap, available for Foundations of Marketing 9e, is the digital course solution that
moves students from motivation to mastery. MindTap delivers content in bite-sized activities,
ensuring students learn one concept before moving on to the next. It consistently challenges
students to apply and synthesize concepts in real business scenarios, developing strong critical
thinking skills.
MindTap increases students’ confidence throughout the course by providing personalized
direction—connecting students with opportunities to learn more through multiple explana-
tions or contexts, even on the go through our Cengage Mobile App.
Additionally, the instructor companion site hosts readily available video cases, tied to
chapter content, and numerous ancillary materials to aid in class preparation and assessment.
The decline of established ways of shopping is changing the retailing landscape, pro-
motion, and consumer engagement. As consumers change the way they purchase products,
department stores such as Macy’s are closing stores. About two-thirds of books, music, films,
and office supplies are now purchased online. It is not just that consumers are shopping and
xiii
xiv Preface
obtaining product information online, but also that consumer behavior is changing. We have
addressed these changes and recognize that it is not just shopping from home. Consumers are
increasingly focused on trust, value, and convenience. They are more aware of the best place
to obtain products they want.
Specific details of this extensive revision are available in the transition guide in the
Instructor’s Manual. We have also made efforts to improve all teaching ancillaries and stu-
dent learning tools. PowerPoint presentations continue to be a very popular teaching device,
and a special effort has been made to upgrade the PowerPoint program to enhance classroom
teaching. The Instructor’s Manual continues to be a valuable tool, updated with engaging
in-class activities and projects. The authors and publisher have worked together to provide
a comprehensive teaching package and ancillaries that are unsurpassed in the marketplace.
The authors have maintained a hands-on approach to teaching this material and revising
the text and its ancillaries. This results in an integrated teaching package and approach that is
accurate, sound, and successful in reaching students. The outcome of this involvement fosters
trust and confidence in the teaching package and in student learning outcomes. Student feed-
back regarding this textbook is highly favorable.
WHAT’S NEW TO THIS EDITION?

Our goal is to provide the most up-to-date content possible, including concepts, examples,
cases, exercises, and data. Therefore, in this revision there are significant changes that make
learning more engaging and interesting to the students. The
following information highlights the types of changes that
M a r k e t I n g
InsIgh t s were made in this revision.
• Foundational content. Each chapter has been updated with
the latest knowledge available related to frameworks, con-
cepts, and academic research. These additions have been
seamlessly integrated into the text. Many examples are new
and a review of footnotes at the end of the chapters reveals
where new content has been added. Most of the other exam-
ples have been updated.
• Opening vignettes: Marketing Insights. All of the chapter-
opening vignettes are new. They are written to introduce
LeSter baLajadia/ShutterStock.com
the general content of each chapter by focusing on actual

entrepreneurial companies and how they deal with real-
world situations.
LEGOLAND: Small Bricks, Big Attendance
• Boxed features. Each chapterFor includes new or
How Confident Are You
The popularity of LEGO bricks is a major marketing example, some rides have no minimum
updated boxedtheme
strength for LEGOLAND features
parks, owned that height
highlight
requirement,disruptive
giving younger children the
by Merlin Entertainments. LEGOLAND parks are opportunity to enjoy activities. Many rides allow for
marketing,
located in the Unitedintegrity in marketing, an older creative market-
the youngest visitors have a place at LEGOLAND.That Your Organization’s Marketing Team...
States (Florida, California, and sibling or a parent to ride with a child. Even
New York), England, Denmark, Germany, Japan,
ing,
Malaysia,or andentrepreneurship
UAE. The company also operates in marketing.
Parents can feed and The major-
change toddlers in the Baby
LEGOLAND hotels alongside several of its parks, Care Center, and let preschoolers romp in special
ity of the
enhancing boxed features
the LEGO-branded are new
experience for fami- torooms.
“Tot Spot” thisLEGOLAND
edition. also offers a virtual real-
lies that stay overnight. ity enhancement to provide children with an excit- ...has a clear and well-understood brand
• New Snapshot
Competitors such as the Waltfeatures.
Disney Company All of theride Snapshot
ing roller-coaster through a virtual landscape of positioning in place to be competitive? 26% 48%
seek to draw teenagers and adults as well as chil- LEGO bricks.
features
dren. In contrast,areLEGOLANDnew and
focuses engage LEGOLAND
its marketing students by through
hotels carry high- themes of LEGO
specifically on families with children between the brick sets, including wizard and princess guest rooms. ...has the right capabilities to be competitive? 20% 50%
lighting
ages of two andinteresting,
twelve, the key market up-to-date
for LEGO statistics
The idea that and
is to surround children link parents with the
bricks. By understanding the particular interests and fun feeling of vacationing inside the world of LEGO
marketing theory
behavior of young children to the real
and preteens—and their world.
bricks, wherever in the world they visit a LEGOLAND
...is doing the right things to drive growth? 24% 44%
parents—LEGOLAND can develop appropriate park park. No wonder LEGOLAND parks attract 66 million
• New research. Throughoutvisitors
and hotel features to build attendance. theeachtextyear. we have
1
updated content with the most recent research ...is investing in the customers who matter? 23% 49%
115
that supports the frameworks and best practices ...has a clear and well-understood strategy
for marketing. in place to be competitive? 26% 44%
• New illustrations and examples. New adver-

SNAPSHOT
29463_ch05_hr_114-138.indd 115 25/7/19 8:21 am
Not Confident Confident

tisements from well-known firms are employed
Preface xv
to illustrate chapter topics. Experiences of real-world companies are used

to exemplify marketing concepts and strategies throughout the text. Most
examples are new or updated to include digital marketing concepts as
well as several new sustainable marketing illustrations.
• End-of-chapter cases. Each chapter contains one case, profiling a firm
to illustrate concrete application of marketing concepts and strategies.
Some of our cases are new and others have been revised.
• YouTube videos. Each chapter has a YouTube video related to a concept.
Student worksheets are available for application. These are all available
on the instructor companion site.
FEATURES OF THE BOOK

As with previous editions, this edition of the text provides a comprehensive
and practical introduction to marketing that is both easy to teach and to learn.
Foundations of Marketing continues to be one of the most widely adopted
introductory marketing textbooks in the world. We appreciate the confidence
that adopters have placed in our textbooks and continue to work hard to make
sure that, as in previous editions, this edition keeps pace with changes. The
entire text is structured to excite students about the subject and to help them
learn completely and efficiently.
• An organizational model at the beginning of each part provides a “road map” of the text
and a visual tool for understanding the connections among various components.
• Objectives at the start of each chapter present concrete expectations about what students
are to learn as they read the chapter.
• Every chapter begins with an opening vignette. This feature provides an example of the
real world of marketing that relates to the topic covered in the chapter. After reading the
vignette, the student should be motivated to want to learn more about concepts and strate-
gies that relate to the varying topics. Students will be introduced to such companies as
Away, Kroger, Buc-ee’s, Amazon, Craftsman, and Primark.
xvi Preface
CHaPtEr 5: Target Markets: Segmentation and Evaluation 127
Disruptive Marketing • The Disruptive Marketing boxes cover

such marketing phenomena as block-
jiminy crickets: are chirps chips the snack of the Future?
chain, apparel rental, and flash sales.
Chirps Chips, marketed by Six Foods, are crunchy tortilla-
style chips with one surprising ingredient: crickets. The
one gallon of water needed to produce a pound of
cricket flour.
Featured companies include Tractor
chips are all-natural, gluten-free, and high-protein, made The goal of Six Foods is to “help spread the eating Supply, Dollar Shave Club, and Chirps
from ground corn, navy beans, spices, and a healthy of insects as an alternative protein source,” says
helping of cricket flour. Yes, they contain ground-up Meryl (Natow) Breidbart. The company attracted a Chips.
bugs, an excellent source of protein. Crickets have six hefty investment from billionaire entrepreneur Mark
legs, which is why the company is called Six Foods. Cuban after pitching Chirps Chips on Shark Tank.
Founders Rose Wang, Laura D’Asaro, and Meryl Six Foods is targeting consumers who care about
(Natow) Breidbart got the idea for Chirps Chips the environment, live a healthy lifestyle, and like the
after tasting foods made from bugs. They knew novelty and nutrition of gluten-free chips made from
that hundreds of millions of people worldwide eat high-protein cricket flour. Its chipsCHaPtEr 14: Retailing,
are available in Direct Marketing, and Wholesaling 377
scorpions and other insects as part of their daily diet. more than a thousand stores nationwide, and online
• The Creative Marketing feature cap-
Insect protein is cheaper and gentler on the earth’s at Amazon.com. It also sells cricket-rich cookie mix
Creative Marketing
resources than cattle and other traditional protein and cricket powder for home cooks. Can Chirps Chips
tures dynamic changes in marketing. It
sources. Producing a pound of beef requires more change America’s snacking habits and disrupt the
than a thousand gallons of water, compared to the U.S. market for salty snacks?a some clicks are becoming click and brick
explores unique marketing approaches
at IBM, Uber, and Casper. Amazon, Bonobos, Casper, and Warby Parker began
as online retailers, building market share and
20 permanent stores, with plans for up to 200 in the
coming years. Warby Parker eased into traditional
customer loyalty without a single brick-and-mortar retailing after receiving requests to try on eyeglass
PRIZM Premier, by Claritas (formerly under Nielsen), is a service commonly used store. Amazon rose to fame marketing books, while frames in person. Today, the company has 100 stores
by marketers to segment by demographic variables. It can also be used to segmentBonobos by became known for men’s pants, Casper in North America, with more on the way.
psychographic variables and lifestyles. PRIZM combines demographics, consumer behavior, for mattresses, and Warby Parker for eyeglasses. All Thanks to their detailed databases, online retailers
and geographic data to help marketers identify, understand, and reach their customers four andare now part of a growing trend: online retailers can pinpoint clusters of customers, very important
prospects, resulting in a highly robust tool for marketers.23 PRIZM divides U.S. households
opening actual stores. What’s more, customers are when deciding where to locate new stores. Many see
flocking
into demographically and behaviorally distinct segments that take into account such factors as through the doors. physical locations as a good way to test or showcase
likes, dislikes, lifestyles, and purchase behaviors. Used by thousands of marketers, includingAmazon has been experimenting with a variety selected products, meet customers in person, and
many Fortune 500 companies, PRIZM provides marketers with a common tool for under- of creative retail formats for books and for groceries, enhance the buying experience. In some cases,
standing152
and reaching customers in a highly diverse and complex marketplace. including
Partpop-up locations
3: Customer and stores
Behavior without
and E-Marketing online retailers can move into prime spaces suddenly
cashiers. Bonobos has more than 30 stores where available as traditional stores close, with flexible lease
men can be measured for proper fit and receive arrangements to manage the financial risk of trying new
Behavioristic Variables • In the Integrity in Marketing boxed
InTegRITy In MARkeTIng expert assistance. Casper’s first mattress stores
were pop-up shops, open for a limited time. These
locations. Looking ahead, watch for brick-and-mortar
retailing to continue opening new marketing doors for
Firms can divide a market according to consumer behavior toward a product, which commonly
proved so popular that the company soon opened
involves an aspect of consumers’ product use. For example, a market may be separated into users—
features, topics such as ethics, sustain-
online retailers, year after year.a
recycling,
classified as heavy, moderate, Zara nonusers.
or light—and style To satisfy a specific group, such as heavy ability, privacy, and social responsibil-
users, marketers may create a distinctive product and price, or initiate special distribution and pro-
Zara is famous worldwide as a fast-fashion For example,
motion activities. Per capita consumption data can help determine different levels of usage by prod- Zara’s Join Life product line features ity are considered. Featured companies
retailer, speeding
who use the latest styles from itsway,
Spanish “garments with a marketing
increase past,” all manufactured
efforts and makefromshopping
a more convenient. Retailers like Kroger, Whole
uct category. To satisfy customers
headquarters to a
a product
global
in a certain
network of 2,200
some feature—packaging,
stores newly-developed
size, texture, or color—may be designed precisely to make the product easier to use, safer, or more fabric made entirely from recycled include
Foods, and Costco have partnered with Instacart to provide personal Zara,
shopping Pepsi, and Everlane.
and pick-up
as new
convenient. Many web-based trendshave
services emerge.
beenItsmodified
designers to study when the user ismaterials
detectthe orsuch
on a smart- as recycled
delivery services cotton.
in many metropolitan areas. Many supermarket chains offer their own
deliveryalso
or invites
curbside pickup services, as well as meal kits, that help busy consumers save
tastes
phone or other mobile device and
and to buying behavior
adjust the displayofforcustomers in 96
optimal appearance for mobileThe retailer
users. customers to drop used
time. Marketing analytics toolsbins
are at
helping supermarkets remain competitive. Kroger, for
Benefit segmentation geographic regionsoftoaplan
is the division products
market suited to
according benefits thatand
to each unwanted garments into collection
consumers
market’s preferences. After design and manufacture, hundreds example,
of stores has
in employed
30 countries. a customer
The idea data-driven
is to approach to analyze what products to stock,
want from the product. Although most types of market segmentation assume a relationship where
between the variable andthe company sends
customers’ needs,each storesegmentation
benefit two new-product differs in thatgive
the these
benefitsitemstoastock
second them, anddonating
life by even redesign
them store
to layouts to improve the overall store experience
charitable for customers. 10
organizations such as the Red Cross and
customers seek are theirshipments weeklyConsider
product needs. so customers thatcan choose from
a customer whoanpurchases over-the- Another type of supermarket that may take back market share from discount stores is the
ever-changing
counter cold relief medication may be selection
interestedofinsizes,
twocolors, and stopping
benefits: styles. a runnythe nose
Salvation
and Army. Not only does this recycling effort
hard discounter. Hard discounters maintain a no-frills environment and have a minimal assort-
Now Zara is polishing its reputation as an
relieving chest congestion. By determining desired benefits, marketers can divide people ment help the planet
into ofbygoods
keeping tons of used clothing
they can sell at very low prices. These supermarkets first emerged in Europe.
out of464
landfills, it also benefits people Part 6: Promotion Decisions
innovative recycler of fashions and fabrics. Beyond
groups by the benefits they seek. The effectiveness of such segmentation depends on three Now German benefit grocery chains in
segmentation
need. Zara
Aldi
The and Lidl have expanded outside of Europe and into the
the immediate appeal to consumers who care about
conditions: (1) the benefits sought must be identifiable, (2) using these benefits, marketers and its parent
United company
States. track all recycling activities
• The Entrepreneurship in Marketing
division of a market according
earth-friendly products, segments,
recycling isanda key one or more of and
(3)element clothing donation numbers as two of the
must be able to divide people
in
into recognizable
parent company Inditex’s long-term
segments must be accessible to the firm’s marketing efforts. entrepreneurship in Marketing
strategy to
the resulting
many Superstores
companywide
to benefits that consumers want
sustainability metrics used to
feature focuses on the role of entrepre-
cut waste and support environmental sustainability.
from the product
determine progress toward long-term goals.a
Superstores, which originated in Europe, are giant retail outlets that carry not only the food
skin in the game: rodan + Fields gets Personal with Direct selling
neurship and the need for creativity in and non-food products ordinarily found in supermarkets, but also routinely purchased con-
sumer products such as housewares, hardware, small appliances, clothing, and personal-care
developing successful marketing strat- Rodan + Fields was founded by dermatologists Katie its website. Consultants are likely to use Facebook and
products. Superstores combine features of discount stores and supermarkets and generally
Rodan and Kathy Fields, the doctors who founded Instagram to connect with customers, and interested
carry about four times as many items as supermarkets. Superstores also offer additional
egies by featuring satisfaction.
successful entre-of the behavior are noservices,
When outcomes Proactiv,or
longerincluding
satisfying
Having
a popular
no longer
dry cleaning,
attained
linecontribute
of skincare for treating acne. parties are directed to the consultant’s personal Rodan +
automotive repair, check cashing, and bill paying. Examples
wide-reaching success with Proactiv, Fields website to fill orders. The company believes
to achieving a desired goal, the person may switch to another
include Walmartproduct or organization.
Supercenters, some Kroger Forstores, and SuperTarget stores.
preneurial companies
29463_ch05_hr_114-138.indd 127 like WeWork,
instance, if the hairdresser leaves the salon, the consumer the duo marketed Rodan + Fields as skincare for a
To cutmight stopand
handling going if therecosts,
inventory is nosuperstores
one this digital direct-selling model is crucial to reaching
25/7/19 8:21 am
use sophisticated operating techniques
more “mature” population. The company initially consumers across large geographic areas.
SpotHero, and Brandless.
else there who can do a comparable haircut. and often have tall shelving that displays entire assortments of products. Superstores can
chose
occupy information,
Purchasing decisions require that customers process
to sell
an area of as much product
as 200,000
an ability
through high-end
squareby
that varies
department Rodanfeet
feet (compared with 45,000 square + Fields’ businesssuperstores
in tradi- model hasGiant
beenretail outlets
a major
that carry food and non-food
stores, having been purchased by Estée Lauder. success. In recent years, the company has earned
individual. The type of information inexperiencedtional buyers supermarkets).
use However, Salesfrom
may differ volume
theis
with limited
typically
type
success used two to three times that of supermarkets, partly
in stores, the
products found in supermarkets,
by experienced shoppers who are familiar with thebecause product locations
andboughtnear good
purchase transportation
situation. Thus, networks
two helpfounders $1.5 billion
generate the in-store in annual
traffic neededrevenue. The skincare company
as well as most routinely
for types
profitability. back the company and decided to relaunch it launched a new line called purchased
Spotless to target products
consumer
potential buyers of an antique desk may use different of information in making their
as a digital, direct selling firm. pur- teenagers and young adults. Only time will tell if the
chase decisions. The inexperienced buyer may judge the desk’s value Theby price and
founders appearance,
recognized that social commerce is new teen-oriented line will take off, but clearly Rodan +
whereas the more experienced buyer may look at the construction and condition
the future. of theproducts
Instead of selling desk in stores, Rodan + Fields has proved to be a successful personal selling
as well as information about the manufacturer, period, and place of origin
Fields to assess
sell through the desk’s
independent consultants and through business.a
quality and value. Consumers who lack experience may seek information from others when
making a purchase and even take along an informed friend with experience. Experienced
• Key term definitions appear in the margins to help students build their marketing vocabulary.
buyers have greater self-confidence and more knowledge about the product and can recognize
which product features are reliable 29463_ch14_hr_370-399.indd
cues to quality. 377 16/08/19 8:38 am
• Figures, tables, photographs, advertisements,

Marketers help customers learn about their products
Learning Objective
maNagiNg
17-5
experience with them, which makes customers feel more comfortable. They engage
and Snapshot
by facilitating
The sales
17-5 features
opportunities to gain
force
in shaping
increase comprehen-
Discuss eight major
sion and stimulate interest.
potential buyers’ early experience through free samples, sometimes coupled with coupons,
decisions in sales
which can encourage trial and reduce purchase risk. For instance, because some consumers
The sales force is directly responsible for generating one of an organization’s primary inputs:
may be wary of trying new products outside ofmanagement.
• A complete Chapter Review covers the major topics discussed and is organized based
their routine, Costco, H-E-B’ssales revenue.
Central Market,Without adequate sales revenue, businesses cannot survive. In addition, a firm’s
and Whole Foods permit companies to sample their products in the stores’ aisles. reputation is often determined by the ethical conduct of its sales force. Indeed, a positive ethi-
Personal-care
upon the chapter objectives.
products sometimes include a sample of another product in the package. In-store demonstra- cal climate, one
turnover intention
component of corporate culture, has been linked with decreased role stress and
product and improved job attitudes and job performance in sales. Research has dem-
28
tions foster knowledge of product uses. A software producer may use point-of-sale
• The list of Key Concepts provides another end-of-chapter study aid to expand students’
demonstrations to introduce a new product or allow potential customers to onstrated
trial of the software for a month to determine whether they like the software.company
downloadthat
Test drives
a negative ethical climate will trigger higher-performing salespeople to leave a
a free
at agive
higher rate than those in a company perceived to be ethical.29 The morale and
marketing vocabulary.
potential new-car purchasers some experience with the automobile’s features.ultimately the success of a firm’s sales force depend in large part on adequate compensation,
room for advancement, sufficient training, and management support—all key areas of sales man-
Consumers also learn by experiencing products indirectly through information from
• The Developing Your Marketing Plan feature allows students to explore each chapter topic
salespeople, advertisements, websites, internet videos, social media, friends, and relatives.
agement. Salespeople who are not satisfied with these elements may leave. Evaluating the input
of salespeople is an important part of sales force management because of its strong bearing on a
These allow marketers to offer information before (and sometimes after) purchases that can
in relation to developing and implementing a marketing plan.firm’s success. Empowering leadership that makes salespeople feel like important contributors
positively impacts how a sales team spreads knowledge among its customers. Additionally, sales 30
environments that stress creativity appear to place greater significance on the selection and place-
• Issues for Discussion and Reviewmentat the endsales-force
of salespeople, of each chapter
training, performanceencourage furthersystems.
appraisals, and compensation study and 31
exploration of chapter content. TableWe17.1 provides recommendations on how to attract and retain a top-quality sales force.
explore eight general areas of sales management: establishing sales-force objectives,
determining sales-force size, recruiting and selecting salespeople, training sales personnel,
compensating salespeople, motivating salespeople, managing sales territories, and controlling
29463_ch06_hr_139-167.indd 152
and evaluating sales-force performance.
25/7/19 8:22 am
17-5a Establishing Sales-Force Objectives

To manage a sales force effectively, sales managers must develop sales objectives. Sales objec-
tives tell salespeople what they are expected to accomplish during a specified time period.
Copyright 2022 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in They giveto the
part. Due sales force
electronic rights, direction
some thirdand
partypurpose and be
content may serve as standards
suppressed foreBook
from the evaluating and
and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learningthe
controlling reserves the right of
performance to remove additional Sales
sales personnel. contentobjectives
at any timeshould
if subsequent rights
be stated in restrictions
precise, require it.
Preface xvii
• Each chapter has an end-of-chapter case to help students understand the application of
chapter concepts. Some examples of companies highlighted in the cases are Instagram,
Alibaba, Tesla, and Gainsight.
• Online appendices discuss marketing career opportunities, explore financial analysis in
marketing, and present a sample marketing plan. All of these appendices appear online on
the instructor and student companion sites and in MindTap.
• A comprehensive glossary defines more than 600 important marketing terms.
TEXT ORGANIZATION
We have organized the six parts of Foundations of Marketing to give students a theoretical and
practical understanding of marketing decision making.
Part 1 Strategic Marketing and Its Environment
In Chapter 1, we define marketing and explore several key concepts: customers
and target markets, the marketing mix, relationship marketing, the marketing con-
cept, and value-driven marketing. In Chapter 2, we look at an overview of strategic
marketing topics, such as the strategic planning process; corporate, business-unit,
and marketing strategies; the implementation of marketing strategies; performance
evaluation of marketing strategies; and the components of the marketing plan. We
examine competitive, economic, political, legal and regulatory, technological, and
sociocultural forces as well as social responsibility and ethical issues in marketing
decisions that can have profound effects on marketing strategies in Chapter 3.
Part 2 Marketing Research and Target Markets
In Chapter 4, we provide a foundation for analyzing buyers with a look at the
basic steps in the marketing research process. We also discuss the importance
of marketing analytics. We look at elements that affect buying decisions to bet-
ter analyze customers’ needs and evaluate how specific marketing strategies
can satisfy those needs. In Chapter 5, we deal with how to select and analyze
target markets—one of the major steps in marketing strategy development.
Part 3 Customer Behavior and E-Marketing
We examine consumer buying decision processes and factors that influence
buying decisions in Chapter 6. In Chapter 7, we explore business markets,
business customers, the buying center, and the business buying decision pro-
cess. Chapter 8 focuses on the actions, involvement, and strategies of marketers
that serve international customers. In Chapter 9, we discuss digital marketing,
social media, and social networking.
Part 4 Product and Price Decisions
In Chapter 10, we introduce basic concepts and relationships that must be
understood to make effective product decisions as well as branding, packaging,
and labeling. We analyze a variety of dimensions regarding product management
in Chapter 11, including line extensions and product modification, new-product
development, product deletions, and the nature, importance, and characteristics
of services. In Chapter 12, we initially discuss price and non-price competition.
Then we analyze the eight stages of the process marketers use to establish prices.
We explore a variety of pricing topics such as demand, elasticity, marginal analy-
sis, break-even analysis, the basis for pricing, and pricing strategies.
Part 5 Distribution Decisions
In Chapter 13, we look at supply chain management, marketing channels, and
the decisions and activities associated with the physical distribution of products,
xviii Preface
such as order processing, materials handling, warehousing, inventory man-

agement, and transportation. Chapter 14 explores retailing and wholesaling,
including types of retailers and wholesalers, direct marketing and selling, and
strategic retailing issues.
Part 6 Promotion Decisions
We discuss integrated marketing communications in Chapter 15. The com-
munication process and major promotional methods that can be included in
promotion mixes are described. In Chapter 16, we analyze the major steps in
developing an advertising campaign. We also define public relations and how it
can be used. Chapter 17 deals with personal selling and the role it can play in
a firm’s promotional efforts. We also explore the general characteristics of sales
promotion and describe sales-promotion techniques.
A COMPREHENSIVE INSTRUCTIONAL
RESOURCE PACKAGE
For instructors, this edition of Foundations of Marketing includes an exceptionally compre-
hensive package of teaching materials.
Instructor’s Manual
The Instructor’s Manual has been revamped to meet the needs of an engaging classroom
environment. It has been updated with diverse and dynamic discussion starters, classroom
activities, and group exercises.
Test Bank
The test bank provides more than 3,000 test items including true/false, multiple-choice, and
essay questions. Each objective test item is accompanied by the correct answer, appropriate
Learning Objective, level of difficulty, Bloom’s level of thinking, Interdisciplinary Learning
Outcomes, and Marketing Disciplinary Learning Outcomes. Cengage Learning Testing
Powered by Cognero is a flexible, online system that allows you to:
• Author, edit, and manage test bank content from multiple Cengage Learning solutions
• Create multiple test versions in an instant
• Deliver tests from your LMS, your classroom, or wherever you want
American Marketing Association Professional

Certified Marketer®
The American Marketing Association offers marketing graduates the opportunity of adding
the AMA PCM® credentials to their undergraduate or MBA degree, which can serve as a sym-
bol of professional excellence that affirms mastery of marketing knowledge and commitment
to quality in the practice of marketing. Certification, which is voluntary, requires passing a
rigorous and comprehensive exam and then maintaining your certification through continu-
ing education. Earning your AMA PCM® certification demonstrates to employers, peers, and
clients that you:
• Have mastered essential marketing knowledge and practices
• Go the extra mile to stay current in the marketing field
• Follow the highest professional standards
Another random document with
no related content on Scribd:
Our Wednesday’s practice schedule will vary more than the other
days because we spend about 20 minutes on group drills and about
six minutes full speed on goal line defense, and phases of this
nature.
After Wednesday’s schedule is completed and out of the way, the
staff will usually go to the projection room and view films of this
week’s opponent.
After lunch we will again have a short meeting and inform the
squad of any changes we have made or plan on making. We will
also discuss the previous day’s practice.
The defensive signal callers and the quarterbacks will meet
separately with their respective coaches for about 20 minutes, which
is our usual procedure daily during the football season.
After Wednesday evening’s dinner we have a squad meeting and
go over the film of the opponent we will be playing on Saturday.
Thursday’s Schedule
Thursday morning we will again have an early staff meeting and

we set up the afternoon practice schedule first.
After five minutes of firing out for the linemen as units, and the
backs working on stance and starts or a quick fumble drill, we will
have three 25 minute periods where we will stress learning and
perfection more than body contact.
We will have three different groups working at the same time. The
first unit will be working on offense versus the opposition’s defenses,
over the field. The second unit will be working on their defenses
versus the opposition’s offense, being run by the scrubs over the
field. The purpose of this is to check our defensive signal caller to
see that he is calling the correct defense in various sections of the
field. In a third area we will have the third team working on all phases
of the kicking game, such as quick kicks, spread punt, punt returns,
on-side kick, etc.
At the termination of the 25 minute period, the teams will change.
The first unit will go to the defensive drill; the second unit to the
kicking drill; and the third unit will go to offense.
When the second 25 minute period has terminated, we will change
for the third period. Following such a procedure gives each unit 25
minutes of offense, of defense, and on the kicking game. Then we
send the players to the showers because we do not want them to
leave their game on the practice field and be tired on Saturday.
After Thursday’s schedule is set, the staff will spend the remainder
of the morning discussing the progress which has been made to date
in preparation for our forthcoming opponent. We also discuss
personnel at this time.
After lunch we will have a very short meeting, merely taking time
to discuss or review our defensive game plans. Our defensive signal
callers and quarterbacks will meet as usual, as I mentioned
previously. Our regular practice session will commence at 3:30 p.m.
The coaches meet after practice, as is our usual procedure. We do
not meet with the squad on Thursday evening after dinner, however.
Friday’s Schedule
Since Friday’s practice schedule will not be longer than 30

minutes’ duration, we do not have to spend much time in setting it
up. We will work as a group and have a short, snappy workout in
sweat clothes, going over all of the situations that are likely to occur
during the game. After we rehearse kick-offs, returns, on-side kicks,
and a couple of goal line drives, we send the boys in. As I stated
previously, due to Friday afternoon labs, our practice session will
commence at 5:30 p.m.
A typical Friday evening dinner menu, if we are playing on
Saturday afternoon, would be as follows:
Tomato soup
Fruit cocktail cup
14 ounce choice sirloin strip, medium well done
One-half baked potato mashed, topped with American cheese
Green beans
Assorted bread (but no hard French bread)
One pint of milk or iced tea
Vanilla ice cream, one dip.
After dinner we will go to a movie as a group or we go some place

where we will all be together. At 10 p.m. the team will return from the
movie to the dormitory or hotel where they are staying. Lights will go
out and players will be in bed by 10:20 p.m. the night before a game.
Saturday’s Schedule
On Saturday morning the football managers will telephone the

players in their rooms at 8:30 a.m. The boys who want coffee or juice
will be served at 9 a.m. The pre-game meal will be served at 10 a.m.,
and will consist of the following:
11-12 ounce choice sirloin strip, well done

Green peas
Dry toast, two slices (no butter)
Honey
Hot tea (no cream).
We will have a squad meeting at 10:30 a.m., and leave for the
stadium at 12:10 p.m., preparing to meet our opposition at 2 p.m.
During the squad meeting we will go over all tricky situations that
might arise during the game. After the meeting the defensive and
offensive coaches will meet with the signal callers and quarterbacks
respectively, and review our final game plans.
After we arrive at the stadium, we send our passers out to warm
up about 31 minutes before game time, and the backs and ends will
come out about 26 minutes before game time. Our linemen start
warming up about 30 minutes before the game. As 2 p.m.
approaches, we always feel we are ready and we have done the
very best we can to get ready for our particular opponent.
I failed to mention a procedure we follow which we think is highly
desirable. During the week of the game, the assistant coach who
scouted Saturday’s opponent lives in the football dormitory with the
players. From 7:30-10:00 p.m. nightly, when we do not have squad
meetings, he will show films of the opposition in the dormitory. He
will answer questions and give the players any information they are
seeking on our opposition. We find our players do a better job when
they understand why we ask them to do something. On the field
many times we do not have the time to explain why. The assistant in
the dormitory does have the time to explain why and as a result the
players do a more intelligent and better job of playing.
GRADING THE GAME FILM

Grading the game film is a very definite part of our planning. If we
do not know who is doing what during a game, we can’t do an
intelligent job of planning and coaching. I am sold on our grading
system, and we feel that through the study of films we can determine
who to play, and also who not to play, in critical situations. Knowing
this information in advance has won a number of football games for
us.
Our procedure for grading films is for one coach to take one
position and grade every player in that position offensively and
defensively. It is possible for a player to get one of three possible
scores, plus (+), minus (-), or ungradable (U), on each play. Our
criteria is as follows:
Plus (+)—If the boy carries out his assignment and gets his job
done properly, his coach will give him a plus. His technique of
execution might not be the way he was taught, but we are concerned
with the fact either he did or did not do his job.
Minus (-)—If the player failed to carry out his assignment and/or
his man “whipped” him, then he is graded minus (for the particular
play).
Ungradable (U)—If a player is not shown in the picture or he does
not have the opportunity to help out on the play, he is ungradable
and would receive (U). An example would be the defensive right end
when the play goes away from him and in all probability he will not
have an opportunity to take part in the play.
After getting a grade for each play, like symbols are added
together, and the total number of offensive (or defensive) plays
participated in to determine percentages. Divide the sum total of plus
and minus signs into the total number of plus signs in order to arrive
at the percentage of plays that got the job done. We have found that
a player must grade at least 61% on offense and on defense in order
to be a winning football player.
We grade the offense and defense separately. If a player
consistently makes a good grade on defense and a poor grade on
offense, we know either we have to play him only on defense or we
must give him more offensive work.
We have several other expressions, which we have borrowed from
baseball terminology, that we use in our grading system. They are as
follows:
RBI—Stands for runs batted in, and means something extra good,
such as intercepting a pass, causing or recovering a fumble,
blocking a punt, throwing a key block—a real clutch play. These are
what we call the “big plays” and they are the ones that win the tough
games for you. If your team does not make many big plays, you will
not win many tough games. We place a great deal of emphasis on
the big play. Frankly, we would rather have a boy make three or four
RBI’s, even though his grade is only 50-55%, rather than have a boy
get 65-68% and never make any big plays.
Errors—If a player busts an assignment, gets a penalty, misses a
tackle in open field, permits a receiver to get behind him, fumbles the
ball, or commits some act of a similar negative nature, we consider
this bad and he is given an error. A player who consistently makes
two or three errors per game simply cannot play for us. His play will
cost you more ball games than you will ever win with him.
Consequently, we watch the errors column very closely when we are
grading film.
CONCLUSION
Coaching football is a race against time. Time lost on the practice
field can never be regained. We attempt to utilize every minute
possible in preparing for our opponents and our practice sessions.
CHAPTER 11
Our Drills
There are many good football drills. Since we place a great deal of
emphasis on defensive football, it is only natural our drills for the
most part emphasize individual and team defensive techniques.
DRILLS FOR THE SECONDARY

The following drills are used to teach individual and team
techniques for the defensive secondary:
Defensive Cuts Drill (6-8 men):
With a defensive man standing in a good football position, the

coach will move the ball back and forth, and the player will plant,
pivot to the inside and sprint in the direction the coach is pointing the
football. He will then throw the football and the defensive man will
sprint to catch it. The Defensive Cuts Drill is illustrated in Figure 120.
Figure 120
Intercept Drill (8-10 men):

Eight or 10 secondary men will line up behind each other. One
player at a time will run toward the coach who will throw the football
directly at the player, or to either side of him. The defensive man
should intercept the pass, as illustrated in Figure 121.
Figure 121
Tip Drill (8-10 men):
Following the same line up and procedure described previously for

the Intercept Drill, instead of the player catching the football he tips it
back to another player who is training him, who intercepts the pass.
The Tip Drill is illustrated in Figure 122.
Figure 122
Running the Line Drill (6-8 men):
A defensive man will line up straddling a line about 35 yards long,

facing the coach. On a command from the coach, the player will start
backwards using a cross-over step but keeping his eyes and head
on the coach. He will try to change direction as many times as
possible, always using a cross-over step, keeping his eye on the
coach (passer), as he zigzags properly from one side to the other
down the 35-yard line. (Running the Line Drill is not illustrated by
diagram.)
Covering Third-and-Fourths Drill (2 complete defensive

secondaries):
The entire secondary can be set up in a 4-spoke or 5-spoke

defense, as illustrated in Figure 123. A coach, simulating a passer,
will stand facing the unit. He will simulate either an action pass or a
drop back pass, and the men must react properly to the simulated
backfield action. When the ball is thrown, all defenders must sprint
for it. The ball is placed on either hash mark and in the middle of the
field and a full offensive backfield may or may not be used to
establish flow for the defensive secondary’s proper reaction.
Figure 123
Dog Fight Drill (For defensive halfbacks and corner men) (6-8
men):
Place a defensive halfback or corner man in his regular position. A

pass receiver runs a direct route in front of the defensive man’s
regular position. A coach or passer throws the ball, and we want the
defender to play full speed through the receiver for the football, as
illustrated in Figure 124. It is merely one-on-one and gives both the
receiver and defender practice fighting for the ball.
Figure 124
Dog Fight Drill for Safety Man (8 men):
We put a safety man in the middle of the field and receivers on

each hash mark. On a signal from the coach, the receivers start
down the field and the passer drops back with the football. The
safety man must stay in the middle of the field as he gets depth in
order to be in a position to cover both receivers. When the ball is
thrown, the safety man sprints full speed for the interception, as
illustrated in Figure 125.
Figure 125
Outside Drill (15-25 men):
We set up a skeleton offensive unit of ends, center and a complete

backfield versus the defensive ends and secondary, as illustrated in
Figure 126. The offense works full speed running its outside plays
and passes, and the defense is drilled in stopping the wide attack.
Big Tip Drill (2 complete secondaries):
The entire defensive perimeter is used in our Big Tip Drill,

illustrated in Figure 127. A coach will establish flow by running to his
left or right simulating backfield action, and the defense must react
and rotate accordingly. The coach will then pass the ball, simulating
an action pass, and the defender nearest to intercept the ball will yell
an oral signal indicating he is going to tip it. The other defenders get
in a good football position, and look for the tip. As the first man tips
the ball, the defender nearest to it will intercept it and return the
pass. The others will head downfield as blockers.
Figure 126
Figure 127
Tackling Drill in the Secondary (8-10 men):
Figure 128 illustrates a drill which we use on the sideline, teaching

our backs to utilize the sideline properly as the “twelfth man.” The
dots represent shirts which are placed six yards from the sideline.
The defensive tackler (T) gets in a good football position, which I
have described previously, and makes the ball carrier come to him.
The ball carrier may take any course or use any individual tactic he
wishes to evade the tackler, as long as he stays inside of the six-
yard area. We do not want the tackler to meet the ball carrier head
on, but we want him to approach his man from an angle, keeping
leverage on the ball carrier in order to force him out of bounds. The
tackler should keep his head in front of the ball carrier, and should try
to butt the football with his helmet.
Figure 128
DRILLS FOR THE DEFENSIVE ENDS

techniques for the defensive ends:
Peel-Off Drill (10-12 men):

Figure 129 illustrates a good drill to teach reaction and to protect
his area, which we use for our defensive ends. The end assumes his
normal defensive position. The first backfield blocker attempts to
block the end, then the second, and finally the third blocker. As soon
as the first man leaves, the second starts, and then the third blocker
leaves, giving the defensive end experience in playing one blocker at
a time but in rapid succession.
Figure 129
“Reading” Drills (8-12 men):
Figure 130 illustrates a “Reading” Drill which we use for our

defensive ends. The end has to play properly the block of the
offensive end, pulling guard, on-side halfback and/or the fullback.
These are the situations he will face in a game. This drill teaches
quick reaction and play recognition for the defensive ends.
Figure 130
All Secondary Drills:

Since we consider our ends as part of our defensive secondary, as
I explained previously, they will take part in all of the drills explained
and illustrated in Figures 120-128, if feasible.
DRILLS FOR THE DEFENSIVE INTERIOR

LINEMEN
techniques to the interior linemen:
Butt Ball Drill (8-10 men):
An offensive man is given a football and told to run a straight line

laterally back and forth, carrying the ball on the side he is moving
toward. The defensive man must be in a good football position
moving back and forth with the offensive man, butting the football
with his forehead. He bounces back and forth and keeps butting the
football trying to knock it out of the ball carrier’s arm. The tackler’s
head should be up and his back straight. (The Butt Ball Drill is not
illustrated by diagram.)
4-on-1 Drill (6-8 men):
Figure 131 illustrates four offensive blockers playing one defensive

man. The coach stands behind the defensive player, and indicates
by hand signal the starting count and the blocking assignments of
the offensive men. The defensive man must react to the various
blocks—double team, wedge, trap, etc., and fights pressure.
Figure 131
A & M Wave Drill (9-12 men):
On a signal, the offensive men will uncoil on the defensive men,

illustrated in Figure 132. The defenders must control the blockers
with their hands and forearms, locate the ball and pursue in the
direction the coach points or runs with the football.
Figure 132
3-on-3 Drill (16-24 men):
The offense runs a hand-off to the right or left halfback, or to the

fullback. The coach, standing behind the defensive team, indicates
which back will carry the football. The defensive man varies his
techniques from head on, inside, outside or linebacker. If the play is
in one defensive man’s area, he must whip his blocker and make the
play. The other two defenders take proper pursuit angles on the ball
carrier. The drill is full speed both ways, and we do not want the men
stopping until they hear a whistle. Figure 133 illustrates our
alignment for the 3-on-3 drill.
Figure 133
Middle Drill (14-25 men):
The middle drill is similar to the previous drill, only the interior
linemen are used offensively and defensively, as illustrated in Figure
134. The defensive alignments are changed around and the offense
runs all situations. At times we use the down marker and chains
simulating down and distance when doing this drill.
Figure 134
7-Man Spin-Out Drill (8-12 men):
Figure 135 illustrates a player moving from a good defensive

position hitting the sled, spinning out, and hitting every other pad on
the machine. If moving to the right, we want the players to hit the
sled with the right shoulder, keep a tight arc, spin out correctly, and
deliver a good blow to the alternate pad. We drill the players right
and left as we want to give them practice spinning out both ways.
Figure 135
Circle Drill (5-7 men):
One player gets in the middle of a circle about five yards in

diameter in a good football position. On a signal from the coach the
middle man starts moving his feet, body crouched, pivoting slowly.
The coach will call out a boy’s name who is on the outside of the
circle, who will rush in facing the defender and deliver a shoulder
blow. The defender should step with the foot closest to the rusher
and deliver a forearm shiver or shoulder blow to the man. He should
play only two or three men, and then get out of the circle, permitting
another of the men to move to the middle. Figure 136 illustrates our
circle drill.
Figure 136
Leverage Drill (8-12 men):
Figure 137 illustrates our Leverage Drill and we have two groups
going at the same time in opposite directions. Four blockers are lined
up one behind the other, with the defensive man lined up on the
outside shoulder of the blocker facing him. On a command by the
coach, the defender must play the first blocker with a shiver and the
other blockers one at a time with the forearms, shoulders and hands
as he retreats and reacts, not permitting himself to be hooked from
the outside and blocked in.
Figure 137
Explode Drill (9 men):
The offensive men will line up with their inside knee on the ground,
and the defensive man in the gap between the two offensive men, as
illustrated in Figure 138. The defensive player will explode and uncoil
on his count with his tail down, head up, and feet moving after
bringing them up under him after his initial contact. The coach will
give him a hand signal, and the defensive man must spin out
properly, ending up in a good football position. It is important for the
defensive man to get under the offensive men on his initial charge.
We also let the blockers go full speed and teach the defensive man
to react from a two-on-one block.
Figure 138
Defensive Reaction Drill (14-18 men):
With the interior linemen from tackle to tackle, we place defensive

men head on the center and tackles, as illustrated in Figure 139. A
coach will stand behind the defensive men, facing the offensive men,
and give hand signals indicating starting count and blocking patterns.
The defensive men must react and pursue the football properly.
Figure 139
Alabama Wave Drill (8-12 men):

Full download Foundations of Marketing, 9e 9th Edition William M. Pride file pdf all chapter on 2024

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Full download Foundations of Marketing, 9e 9th Edition William M. Pride file pdf all chapter on 2024

Uploaded by

Copyright:

Available Formats

Foundations of Marketing, 9e 9th

Edition William M. Pride

Foundations Of Marketing 8th Ed. 8th Edition William M.

Foundations of Business 7th Edition William M. Pride

Marketing 2018 19th edition William M. Pride

(eBook PDF) Marketing 20th Edition by William M. Pride

Exercise Physiology Laboratory Manual, 9e 9th Edition

Foundations of Marketing 7th Edition John Fahy

ISE Essentials of Marketing 17th Edition William

Williams Hematology, 9E (MEDICAL/DENISTRY) 9th Edition

Australia • Brazil • Canada • Mexico • Singapore • United Kingdom • United States

Learning Designer: Megan Guiliani

Production Service/Composition: SPi Global Library of Congress Control Number: 2019914943

Cover Designer: Bethany Bourgeois

Tree Image: marilyn barbone/Shutterstock.com

Rocket launching: adike/Shutterstock.com

To learn more about Cengage platforms and services, register or access

Printed in the United States of America

PART 1: Strategic Marketing and Its Environment 1

PART 2: Marketing Research and Target Markets 83

PART 3: Customer Behavior and E-Marketing 139

PART 4: Product and Price Decisions 245

Part 5: Distribution Decisions 335

Part 6: Promotion Decisions 399

AVAILABLE ONLY ONLINE:

PART 1 Strategic Marketing and Its Environment 1

Chapter 1: Customer-Driven Strategic Key Concepts 23

Chapter 3: The Marketing Environment, Social 3-7 Sociocultural Forces 67

PART 2 Marketing Research and Target Markets 83

PART 3 Customer Behavior and E-Marketing 139

PART 4 Product and Price Decisions 245

Chapter 12: Pricing Concepts and Chapter Review 330

PART 5 Distribution Decisions 335

13-4 Strategic Issues in Marketing Channels 352 14-3 Brick-and-Mortar Retailers 374

PART 6 Promotion Decisions 399

Chapter 15: Integrated Marketing Disruptive Marketing: Tesla Bypasses Traditional

THE IMPORTANCE OF MARKETING

WHAT’S NEW TO THIS EDITION?

the general content of each chapter by focusing on actual

• New illustrations and examples. New adver-

Not Confident Confident

to illustrate chapter topics. Experiences of real-world companies are used

FEATURES OF THE BOOK

Disruptive Marketing • The Disruptive Marketing boxes cover

• Figures, tables, photographs, advertisements,

17-5a Establishing Sales-Force Objectives

such as order processing, materials handling, warehousing, inventory man-

American Marketing Association Professional

Thursday morning we will again have an early staff meeting and

Since Friday’s practice schedule will not be longer than 30

After dinner we will go to a movie as a group or we go some place

On Saturday morning the football managers will telephone the

11-12 ounce choice sirloin strip, well done

GRADING THE GAME FILM

DRILLS FOR THE SECONDARY

Defensive Cuts Drill (6-8 men):

With a defensive man standing in a good football position, the

Intercept Drill (8-10 men):

Tip Drill (8-10 men):

Following the same line up and procedure described previously for

Running the Line Drill (6-8 men):

A defensive man will line up straddling a line about 35 yards long,

Covering Third-and-Fourths Drill (2 complete defensive

The entire secondary can be set up in a 4-spoke or 5-spoke

13-4 Strategic Issues in Marketing Channels 352 14-3 Brick-and-Mortar Retailers 374