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2 02 0 E D I T I O N | P R I D E & F E R R E L L
MARKETING
WILLIAM M. PRIDE
Texas A & M University
O.C. FERRELL
Auburn University
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2020 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).
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text may not be available in the eBook version.
Marketing 2020, Twentieth Edition © 2020, 2018 Cengage Learning, Inc.
William M. Pride and O.C. Ferrell Unless otherwise noted, all content is © Cengage.
WCN: 02-300
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Printed in the United States of America

Print Number: 01 Print Year: 2019
To Nancy, Allen, Carmen, Gracie, Mike, Ashley,
Charlie, J.R., and Anderson Pride
To James Collins Ferrell and

George Collins Ferrell
Brief Contents
PART 1: Marketing Strategy and Customer Relationships 1

1. An Overview of Strategic Marketing 2
2. Planning, Implementing, and Evaluating Marketing Strategies 28
PART 2: Environmental Forces and Social and Ethical Responsibilities 57

3. The Marketing Environment 58
4. Social Responsibility and Ethics in Marketing 90
PART 3: Marketing Research and Target Market Analysis 121

5. Marketing Research and Information Systems 122
6. Target Markets: Segmentation and Evaluation 154
PART 4: Buying Behavior, Global Marketing, and Digital Marketing 183

7. Consumer Buying Behavior 184
8. Business Markets and Buying Behavior 214
9. Reaching Global Markets 240
10. Digital Marketing and Social Networking 274
PART 5: Product Decisions 305

11. Product Concepts, Branding, and Packaging 306
12. Developing and Managing Products 340
13. Services Marketing 366
PART 6: Distribution Decisions 393

14. Marketing Channels and Supply Chain Management 394
15. Retailing, Direct Marketing, and Wholesaling 432
PART 7: Promotion Decisions 465

16. Integrated Marketing Communications 466
17. Advertising and Public Relations 494
18. Personal Selling and Sales Promotion 524
PART 8: Pricing Decisions 559

19. Pricing Concepts 560
20. Setting Prices 588
Glossary 614
Endnotes 627
Feature Notes 670
Name Index 677
Organization Index 678
Subject Index 681
AVAILABLE ONLY ONLINE:

Appendix A: Financial Analysis in Marketing A-1
Appendix B: Sample Marketing Plan B-1
Appendix C: Careers in Marketing C-1
Contents
vi Preface
PART 1 Marketing Strategy and Customer Relationships 1
Chapter 1: An Overview of Strategic Marketing 2 Developing Your Marketing Plan 25

Video Case 1.1 Apple Inc.: The Future of Retailing, Education,
Marketing Insights: Amazon Sells Everything from A to Z 3 and Entertainment 25
1-1 Defining Marketing 4 Case 1.2 TOMS: Purchase One and Give One 26
1-1a Marketing Focuses on Customers 5
1-2 Marketing Deals with Products, Distribution, Chapter 2: Planning, Implementing, and
Promotion, and Price 6
1-2a The Product Variable 7
Evaluating Marketing Strategies 28
Marketing Insights: Tesla’s Electric-Driven Strategy 29
1-2b The Distribution Variable 8
1-2c The Promotion Variable 9 2-1 The Strategic Planning Process 30
1-2d The Price Variable 9 2-2 Establishing Mission, Goals, and Strategies 31
2-2a Developing Organizational Mission and Goals 31
1-3 Marketing Creates Value 9
2-2b Developing Corporate and Business-Unit
1-3a Marketing Builds Relationships with Customers
Strategies 32
and Other Stakeholders 11
Creative Marketing: Tiffany Rings Up More through Mobile
1-4 Marketing Occurs in a Dynamic Environment 12 Marketing 32
1-5 Understanding the Marketing Concept 13 2-3 Assessing Organizational Resources and
Disruptive Marketing: Zappos’ Customer Service Strategy Opportunities 37
Is a Perfect Fit 15 Disruptive Marketing: Amazon’s Alexa Brings More Retailing
1-5a Evolution of the Marketing Concept 15 Disruptions 38
1-5b Implementing the Marketing Concept 16 2-3a SWOT Analysis 38
1-6 Customer Relationship Management 17 2-3b First-Mover and Late-Mover Advantage 39
1-6a Relationship Marketing 17 2-4 Developing Marketing Objectives and Marketing
1-6b Customer Lifetime Value 18 Strategies 40
1-7 The Importance of Marketing 2-4a Selecting the Target Market 41
in Our Global Economy 19 2-4b Creating the Marketing Mixes 42
1-7a Marketing Costs Consume a Sizable Portion 2-5 Managing Marketing Implementation 43
of Buyers’ Dollars 19 2-5a Organizing the Marketing Unit 43
1-7b Marketing Is Used in Nonprofit Organizations 19 2-5b Coordinating and Communicating 44
1-7c Marketing Is Important to Businesses 2-5c Establishing a Timetable for Implementation 45
and the Economy 20 2-6 Evaluating Marketing Strategies 45
1-7d Marketing Fuels Our Global Economy 20 2-6a Establishing Performance Standards 45
1-7e Marketing Knowledge Enhances Consumer 2-6b Analyzing Actual Performance 45
Awareness 20 2-6c Comparing Actual Performance with Performance
1-7f Marketing Connects People through Technology 21 Standards and Making Changes If Needed 48
1-7g Socially Responsible Marketing: Promoting 2-7 Creating the Marketing Plan 48
the Welfare of Customers and Stakeholders 21 Summary 50
1-7h Marketing Offers Many Exciting Career Prospects 22 Important Terms 51
Entrepreneurship in Marketing: Blue Bottle Coffee: Not Your Discussion and Review Questions 52
Typical Daily Grind 22 Developing Your Marketing Plan 52
Summary 23 Video Case 2.1 Inside Tesla’s Strategy for Growth 52
Important Terms 24 Case 2.2 Crayola’s Colorful Marketing Strategy for the Digital Age 53
Discussion and Review Questions 24 Strategic Case 1 Amazonization of Whole Foods 55
vi
Contents vii
PART 2 Environmental Forces and Social and Ethical Responsibilities 57
Chapter 3: The Marketing Environment 58 Developing Your Marketing Plan 86

Video Case 3.1 Apple vs. Samsung: Gloves Are Off 86
Marketing Insights: Chipotle Defends “Food with Integrity” Promise 59 Case 3.2 Dollar General Uses Buying Power to
3-1 Examining and Responding to the Marketing Target Markets 87
Environment 60
3-1a Environmental Scanning and Analysis 60 Chapter 4: Social Responsibility and Ethics
Integrity in Marketing: Chick-fil-A Rules the Roost 61 in Marketing 90
3-1b Responding to Environmental Forces 61
Marketing Insights: Volkswagen Defeated by its Own Device 91
3-2 Competitive Forces 63
4-1 The Nature of Social Responsibility 92
3-2a Types of Competitors 63
4-1a The Dimensions of Social Responsibility 93
3-2b Types of Competitive Structures 64
4-1b Social Responsibility Issues 96
3-2c Monitoring Competition 65
Entrepreneurship in Marketing: No Harm, No Foul:
3-3 Economic Forces 66 Harmless Harvest Connects with Stakeholders 99
3-3a Economic Conditions 66 4-2 Marketing Ethics 100
3-3b Buying Power 67 4-2a Ethical Issues in Marketing 101
3-3c Willingness to Spend 68 4-2b Ethical Dimensions of Managing Supply Chain
3-4 Political Forces 69 Relationships 103
3-5 Legal and Regulatory Forces 70 4-3 The Nature of Marketing Ethics 104
3-5a Procompetitive Legislation 70 4-3a Individual Factors 105
3-5b Consumer Protection Legislation 73 4-3b Organizational Relationships 105
3-5c Encouraging Compliance with Laws and Regulations 73 4-3c Opportunity 106
3-5d Regulatory Agencies 74 Integrity in Marketing: A Real Pain: McKesson Corporation 107
3-5e Self-Regulatory Forces 76 4-4 Improving Marketing Ethics 107
3-6 Technological Forces 77 4-5 Incorporating Social Responsibility and Ethics
3-6a Impact of Technology 78 into Strategic Planning 111
3-6b Adoption and Use of Technology 80 4-5a Social Responsibility and Ethics Improve Marketing
3-7 Sociocultural Forces 80 Performance 112
3-7a Demographic and Diversity Characteristics 80 Summary 114
Disruptive Marketing: De Vegetarische Slager Disrupts the Important Terms 115
Global Meat Market 81 Discussion and Review Questions 115
3-7b Cultural Values 82 Developing Your Marketing Plan 116
3-7c Consumerism 83 Video Case 4.1 Cruising to Success: The Tale of New Belgium
Summary 84 Brewing 116
Important Terms 85 Case 4.2 Sseko Helps Women Get a Step Ahead 117
Discussion and Review Questions 85 Strategic Case 2 Not So Well: The Case of Wells Fargo 118
PART 3 Marketing Research and Target Market Analysis 121
Chapter 5: Marketing Research and I nformation 5-3c Collecting Data 130

5-3d Interpreting Research Findings 139
Systems 122 5-3e Reporting Research Findings 140
Marketing Insights: Food for Thought: General Mills Embraces 5-4 Using Technology to Improve Marketing Information
Marketing Research 123 Gathering and Analysis 141
5-1 The Importance of Marketing Research 124 5-4a Marketing Information Systems 141
5-2 Types of Research 125 5-4b Databases 142
5-2a Exploratory Research 126 5-4c Big Data 143
5-2b Conclusive Research 127 5-4d Marketing Analytics 144
5-3 The Marketing Research Process 128 Disruptive Marketing: Making Meaning Out of Big Data: Marketing
5-3a Locating and Defining Problems or Research Analytics 146
Issues 128 5-4e Marketing Decision Support
5-3b Designing the Research Project 129 Systems 146
viii Contents
5-5 Issues in Marketing Research 146 6-4a Variables for Segmenting Consumer Markets 162
5-5a The Importance of Ethical Marketing Research 146 6-4b Variables for Segmenting Business Markets 168
5-5b International Issues in Marketing Research 147 Entrepreneurship in Marketing: Halo Top Ice Cream Tops Pint
Creative Marketing: Marketing Research Reveals Marketing Sales Charts 168
Opportunities in the Baby Boomer Generation 148 6-5 Step 3: Develop Market Segment Profiles 170
Summary 149 Integrity in Marketing: Flowers for Dreams Blossoms by Giving
Important Terms 150 Back 170
Discussion and Review Questions 151 6-6 Step 4: Evaluate Relevant Market Segments 171
Developing Your Marketing Plan 151 6-6a Sales Estimates 171
Video Case 5.1 Picture Perfect: How Instagram Uses Big Data 151 6-6b Competitive Assessment 171
Case 5.2 No Mystery Here: Why Market Force Is a Leading Market 6-6c Cost Estimates 172
Research Firm 152
6-7 Step 5: Select Specific Target Markets 172
6-8 Developing Sales Forecasts 173
Chapter 6: Target Markets: Segmentation 6-8a Executive Judgment 173
and Evaluation 154 6-8b Surveys 173
Marketing Insights: L’Oréal Targets More Than Just Pretty Faces 155 6-8c Time Series Analysis 174
6-1 What Are Markets? 156 6-8d Regression Analysis 175
6-2 Target Market Selection Process 157 6-8e Market Tests 175
6-3 Step 1: Identify the Appropriate Targeting Strategy 158 6-8f Using Multiple Forecasting Methods 176
Summary 176
6-3a Undifferentiated Targeting Strategy 158
Important Terms 177
6-3b Concentrated Targeting Strategy through Market Discussion and Review Questions 178
Segmentation 158 Developing Your Marketing Plan 178
6-3c Differentiated Targeting Strategy through Market Video Case 6.1 How Nike Uses Targeting in the High-Stakes Race
Segmentation 161 for Sales 178
6-4 Step 2: Determine which Case 6.2 Looking for a BFF? Umpqua Bank Can Help! 180
Segmentation Variables to Use 161 Strategic Case 3 Uber Attempts to Make a Right Turn 181
PART 4 Buying Behavior, Global Marketing, and Digital Marketing 183
Chapter 7: Consumer Buying Behavior 184 7-5 Social Influences on the Buying Decision Process 200
7-5a Roles 201
Marketing Insights: Dunkin’ Donuts Brews Up New Strategy to
Reflect Changes in Consumer Lifestyles and Preferences 185 7-5b Family Influences 201
7-1 Consumer Buying Decision Process 186 7-5c Reference Groups 202
7-1a Problem Recognition 187 7-5d Digital Influences 203
7-1b Information Search 187 7-5e Opinion Leaders 203
Creative Marketing: Picture This: Target and Pinterest Team
7-1c Evaluation of Alternatives 188
Up for Visual Search 204
7-1d Purchase 189
7-5f Social Classes 204
7-1e Postpurchase Evaluation 189
7-5g Culture and Subcultures 205
7-2 Types of Consumer Decision Making and Level
7-6 Consumer Misbehavior 208
of Involvement 190 Summary 209
7-2a Types of Consumer Decision Making 190 Important Terms 210
7-2b Consumer Level of Involvement 191 Discussion and Review Questions 210
7-3 Situational Influences on the Buying Decision Developing Your Marketing Plan 211
Process 192 Video Case 7.1 How Ford Drives Future Innovation 211
7-4 Psychological Influences on the Buying Decision Case 7.2 Campbell’s Soup Company Cooks Up
Process 194 New Marketing 212
7-4a Perception 194
Integrity in Marketing: Unilever Grows “Sustainable Living” Brands 195
7-4b Motivation 196 Chapter 8: Business Markets and Buying
7-4c Learning 197 Behavior 214
7-4d Attitudes 198 Marketing Insights: Google Targets AI at Business Customers 215
7-4e Personality and Self-Concept 199 8-1 Business Markets 216
7-4f Lifestyles 200 8-1a Producer Markets 216
Contents ix
8-1b Reseller Markets 217 9-4b Trading Companies 260

8-1c Government Markets 218 9-4c Licensing and Franchising 261
8-1d Institutional Markets 219 9-4d Contract Manufacturing 261
8-2 Using the North American Industry Classification 9-4e Joint Ventures 262
System to Identify and Assess Business 9-4f Direct Ownership 263
Customers 219 9-5 Global Organizational Structures 264
8-3 Dimensions of Marketing to Business Customers 220 9-5a Export Departments 264
8-3a Characteristics of Transactions with Business 9-5b International Divisions 265
Customers 221 9-5c Internationally Integrated Structures 266
Disruptive Marketing: Will Blockchain Disrupt the 9-6 Customization Versus Globalization of International
Shipping Industry? 222 Marketing Mixes 267
8-3b Attributes of Business Customers 222 Creative Marketing: Airbnb: Flying High Globally 269
8-3c Primary Concerns of Business Customers 223 Summary 269
8-3d Methods of Business Buying 224 Important Terms 270
8-3e Types of Business Purchases 225 Discussion and Review Questions 270
8-3f Demand for Business Products 226 Developing Your Marketing Plan 271
8-4 Business Buying Decisions 227 Video Case 9.1 Alibaba and Global E-Commerce: Should Amazon
Be Afraid? 271
8-4a The Buying Center 228
Case 9.2 Netflix Stream Becomes a Global River 272
8-4b Stages of the Business Buying Decision Process 229
8-4c Influences on the Business Buying Decision Chapter 10: Digital Marketing and Social
Process 230
Entrepreneurship in Marketing: Meet Brittni Brown of the Bee Networking 274
Agency 231 Marketing Insights: Best Buy Uses Digital Marketing to Live
8-5 Reliance on the Internet and Other Technology 232 Up to Its Name 275
Summary 234 10-1 Defining Digital Marketing 276
Important Terms 235 10-2 Growth and Benefits of Digital Marketing 277
Discussion and Review Questions 235 10-3 Types of Consumer-Generated Marketing
Developing your Marketing Plan 236 and Digital Media 278
Video Case 8.1 Will Apple Pay Pay Off for Retailers? 236 10-3a Social Media Marketing 279
Case 8.2 Salesforce.com Uses Dreamforce to Reach Business
10-3b Blogs and Wikis 282
Customers 237
Integrity in Marketing: Social Media Advertisers Fight
Fake News 283
Chapter 9: Reaching Global Markets 240 10-3c Media-Sharing Sites 284
Marketing Insights: Emirates Airline Soars Beyond the 10-3d Mobile Marketing 286
Turbulence 241 10-3e Applications and Widgets 288
9-1 The Nature of Global Marketing Strategy 242 10-4 Monitoring Digital Media Behaviors
9-2 Environmental Forces in Global Markets 243 of Consumers 289
9-2a Sociocultural Forces 243 10-4a Online Monitoring and Analytics 289
Integrity in Marketing: Going Green: China Addresses Greenhouse 10-5 E-Marketing Strategy 291
Gas Emissions 244 10-5a Product Considerations 292
9-2b Economic Forces 245 10-5b Distribution Considerations 292
9-2c Political, Legal, and Regulatory Forces 247 10-5c Promotion Considerations 293
9-2d Ethical and Social Responsibility Forces 250 Creative Marketing: Beauty Subscription Service ipsy Is
9-2e Competitive Forces 252 Sitting Pretty 294
9-2f Technological Forces 252 10-5d Pricing Considerations 294
9-3 Regional Trade Alliances, Markets, and 10-6 Ethical and Legal Issues 295
Agreements 253 10-6a Privacy 295
9-3a The North American Free Trade Agreement 10-6b Online Fraud 296
(NAFTA) 253 10-6c Intellectual Property 297
9-3b The European Union (EU) 254 Summary 298
Important Terms 299
9-3c The Southern Common Market (MERCOSUR) 256
Discussion and Review Questions 300
9-3d The Asia-Pacific Economic Cooperation (APEC) 256
Developing Your Marketing Plan 300
9-3e Association of Southeast Asian Nations (ASEAN) 257 Video Case 10.1 Zappos Runs with Social Media 300
9-3f The World Trade Organization (WTO) 258 Case 10.2 Dollar Shave Club Faces Sharp Competition 301
9-4 Modes of Entry into International Markets 258 Strategic Case 4 Need a Place to Stay? InterContinental Hotels
9-4a Importing and Exporting 259 Group Has One Just for You 302
x Contents
PART 5 Product Decisions 305
Chapter 11: Product Concepts, Branding, 12-2 Developing New Products 344
12-2a Idea Generation 346
and Packaging 306 12-2b Screening 347
Marketing Insights: Basics, Essentials, and Elements Are All Parts 12-2c Concept Testing 347
of Amazon’s Private Brands 307
12-2d Business Analysis 347
11-1 What Is a Product? 308 Creative Marketing: Consumers Help Crowdsource Beauty
11-2 Classifying Products 309 at Volition 348
11-2a Consumer Products 309 12-2e Product Development 348
11-2b Business Products 312 12-2f Test Marketing 350
11-3 Product Line and Product Mix 314 12-2g Commercialization 351
11-4 Product Life Cycles and Marketing Strategies 315 12-3 Product Differentiation Through Quality, Design,
11-4a Introduction 315 and Support Services 353
11-4b Growth 316 12-3a Product Quality 353
11-4c Maturity 317 12-3b Product Design and Features 354
11-4d Decline 318 12-3c Product Support Services 354
11-5 Product Adoption Process 319 12-4 Product Positioning and Repositioning 355
11-6 Branding 320 12-4a Perceptual Mapping 355
11-6a Value of Branding 320 12-4b Bases for Positioning 356
11-6b Brand Equity 321 12-4c Repositioning 357
11-6c Types of Brands 323 Integrity in Marketing: Inside the Positioning of Starbucks
11-6d Selecting a Brand Name 324 Coffee 357
11-6e Protecting a Brand 324 12-5 Product Deletion 358
Creative Marketing: What Does Coach, Kate Spade, and Stuart 12-6 Organizing to Develop and Manage Products 359
Weitzman Have in Common? Tapestry! 325 Summary 360
11-6f Branding Strategies 326 Important Terms 361
11-6g Brand Extensions 326 Discussion and Review Questions 361
11-6h Co-Branding 328 Developing Your Marketing Plan 361
11-6i Brand Licensing 328 Video Case 12.1 Cutting Edge Quality: Cutco “Knives
Integrity in Marketing: John Deere Brand Drives Eco Rigs Toys 328 for Life” 362
11-7 Packaging 329 Case 12.2 Quesalupa! Crunchy and All that Cheese
11-7a Packaging Functions 329 from Taco Bell 363
11-7b Major Packaging Considerations 329
11-7c Packaging and Marketing Strategy 331 Chapter 13: Services Marketing 366
11-8 Labeling 333
Summary 334 Marketing Insights: Spotify Spots Product Opportunities Beyond
Important Terms 335 Streaming Services 367
Discussion and Review Questions 336 13-1 The Growth and Importance of Services 368
Developing Your Marketing Plan 336 13-2 Characteristics of Services 369
Video case 11.1 Impossible Foods Cooks Up Meatless Burgers 13-2a Intangibility 369
in Silicon Valley 337 13-2b Inseparability of Production and Consumption 370
Case 11.2 Hilton Worldwide Expands to New Brands 13-2c Perishability 371
and New Markets 338 13-2d Heterogeneity 371
13-2e Client-Based Relationships 372
13-2f Customer Contact 372
Chapter 12: Developing and Managing Disruptive Marketing: Can’t Get It Together? IKEA’s
Products 340 TaskRabbit Can 373
Marketing Insights: Coca-Cola: A “Total Beverage Company” 341 13-3 Developing and Managing Marketing Mixes for
12-1 Managing Existing Products 342 Services 373
12-1a Line Extensions 342 13-3a Development of Services 373
12-1b Product Modifications 343 13-3b Distribution of Services 375
Contents xi
13-3c Promotion of Services 376 13-5c Developing Nonprofit Marketing

13-3d Pricing of Services 378 Strategies 385
13-4 Service Quality 379 Summary 387
13-4a Customer Evaluation of Service Quality 379 Important Terms 388
13-4b Delivering Exceptional Service Quality 381 Discussion and Review Questions 388
13-4c Analysis of Customer Expectations 381 Developing Your Marketing Plan 389
13-5 Nonprofit Marketing 383 Video Case 13.1 Mike Boyle’s Services Are Not for Everyone 389
13-5a How Is Nonprofit Marketing Different? 384 Case 13.2 FedEx Courts Customers with Convenience, Not Just
13-5b Nonprofit Marketing Objectives 384 Speed 390
Integrity in Marketing: Nonprofits Help Nonprofits Plan Marketing 385 Strategic Case 5 Nike Runs the Innovation Race Every Day 391
PART 6 Distribution Decisions 393
Chapter 14: Marketing Channels and Supply Video Case 14.1 The Cocoa Exchange’s Sweet Spot in the
Supply Chain 428
Chain Management 394 Case 14.2 ADM: The Link from Farm to Table 430
Marketing Insights: Championship Gear Is a Supply Chain
Touchdown 395 Chapter 15: Retailing, Direct Marketing,
14-1 Foundations of the Supply Chain 396 and Wholesaling 432
14-2 The Role of Marketing Channels in Supply Marketing Insights: Like Treasure Hunts? TJX Is Looking for
Chains 399 You 433
14-2a The Significance of Marketing Channels 400 15-1 Retailing 434
14-2b Types of Marketing Channels 402 15-2 Online Retailing 435
Entrepreneurship in Marketing: Haney’s Appledale Farm Taps Entrepreneurship in Marketing: Maiden Home Furniture
into Experiential Logistics 405 Focuses on Quality, Customer Education, and Transparency 436
14-2c Selecting Marketing Channels 407 15-3 Brick-and-Mortar Retailers 436
Integrity in Marketing: REI: A Consumer-Owned Retailer 409 15-3a General-Merchandise Retailers 437
14-3 Intensity of Market Coverage 409 15-3b Specialty Retailers 440
14-3a Intensive Distribution 409 15-4 Strategic Issues in Retailing 442
14-3b Selective Distribution 410 15-4a Location of Retail Stores 442
14-3c Exclusive Distribution 410 Creative Marketing: Pop-Up Stores: Now You See Them,
Now You Don’t 443
14-4 Strategic Issues in Marketing Channels 411
15-4b Franchising 445
14-4a Competitive Priorities in Marketing Channels 411
15-4c Retail Technologies 447
14-4b Channel Leadership, Cooperation, and
15-4d Retail Positioning 447
Conflict 412 15-4e Store Image 448
14-4c Channel Integration 415 15-4f Category Management 449
14-5 Logistics in Supply Chain Management 416 15-5 Direct Marketing, Direct Selling, and Vending 449
14-5a Order Processing 418 15-5a Direct Marketing 449
14-5b Inventory Management 418 15-5b Direct Selling 451
14-5c Materials Handling 419 15-5c Vending 452
14-5d Warehousing 420 15-6 Wholesaling 452
14-5e Transportation 421 15-6a Services Provided by Wholesalers 453
14-6 Legal Issues in Channel Management 424 15-6b Types of Wholesalers 454
14-6a Restricted Sales Territories 424 Summary 458
Important Terms 460
14-6b Tying Agreements 425
14-6c Exclusive Dealing 425 Developing Your Marketing Plan 460
14-6d Refusal to Deal 425 Video Case 15.1 Rebecca Minkoff’s Cutting-Edge Retail
Summary 425 Technology 461
Important Terms 427 Case 15.2 Lowe’s Taps Technology for Retailing Edge 462
Discussion and Review Questions 427 Strategic Case 6 Gelson’s Markets—Where Superior Quality
Developing Your Marketing Plan 428 Meets Convenience 463
xii Contents
PART 7 Promotion Decisions 465
Chapter 16: Integrated Marketing Chapter 17: Advertising and Public

Communications 466 Relations 494
Marketing Insights: Toyota Camry Finds the Key to Integrated Marketing Insights: Spokescharacters Give Brands Big
Marketing 467 Personality 495
16-1 The Nature of Integrated Marketing 17-1 The Nature and Types of Advertising 496
Communications 468 17-2 Developing an Advertising Campaign 499
16-2 Promotion and the Communication Process 469 17-2a Identifying and Analyzing the Target Audience 499
16-3 The Role and Objectives of Promotion 471 17-2b Defining the Advertising Objectives 500
16-3a Create Awareness 472 Disruptive Marketing: The Search Is On: Google AdWords
16-3b Stimulate Demand 473 Dominates Search Advertising 501
Integrity in Marketing: The Rainforest Alliance Leaps Forward 17-2c Creating the Advertising Platform 501
with Integrated Marketing 474 17-2d Determining the Advertising Appropriation 502
16-3c Encourage Product Trial 474 17-2e Developing the Media Plan 503
16-3d Identify Prospects 474 17-2f Creating the Advertising Message 506
16-3e Retain Loyal Customers 475 17-2g Copy 509
16-3f Facilitate Reseller Support 475 17-2h Artwork 509
16-3g Combat Competitive Promotional Efforts 475 17-2i Executing the Campaign 510
16-3h Reduce Sales Fluctuations 476 17-2j Evaluating Advertising Effectiveness 510
16-4 The Promotion Mix 476 17-3 Who Develops the Advertising Campaign? 512
16-4a Advertising 476 17-4 Public Relations 513
Entrepreneuriship in Marketing: Louisville Slugger Hits the Ball 17-5 Public Relations Tools 514
Out of the Park 478 Integrity in Marketing: Patagonia Unzips Its Advertising Strategy:
16-4b Personal Selling 478 Don’t Buy This Jacket 514
16-4c Public Relations 479 17-6 Evaluating Public Relations Effectiveness 516
16-4d Sales Promotion 480 17-6a Dealing with Unfavorable Public Relations 516
16-5 Selecting Promotion Mix Factors 481 Summary 517
Important Terms 519
16-5a Promotional Resources, Objectives,
and Policies 481
16-5b Characteristics of the Target Market 482 Video Case 17.1 Scripps Networks Interactive: An Expert at
16-5c Characteristics of the Product 482 Connecting Advertisers with Programming 520
16-5d Costs and Availability of Promotional Methods 483 Case 17.2 The Rise of Native Advertising 521
16-5e Push and Pull Channel Policies 484
16-6 The Impact of Word-of-Mouth Communications Chapter 18: Personal Selling and Sales
on Promotion 485
16-7 Product Placement as Promotion 486
Promotion 524
Marketing Insights: Digital Discounting: The Demise of the Paper
16-8 Criticisms and Defenses of Promotion 487
Coupon 525
16-8a Is Promotion Deceptive? 487
18-1 The Nature and Goals of Personal Selling 526
16-8b Does Promotion Increase Prices? 487
18-2 Steps of the Personal Selling Process 528
16-8c Does Promotion Create Needs? 487
18-2a Prospecting 528
16-8d Does Promotion Encourage Materialism? 488
18-2b Preapproach 528
16-8e Does Promotion Help Customers without Costing
18-2c Approach 529
Too Much? 488 18-2d Making the Presentation 529
16-8f Should Potentially Harmful Products 18-2e Overcoming Objections 530
Be Promoted? 488 18-2f Closing the Sale 530
Summary 489
18-2g Following up 530
Important Terms 490
18-3 Types of Salespeople 531
Developing Your Marketing Plan 491 18-3a Sales Structure 531
Video Case 16.1 Napoletana: Taking a Bite at 18-3b Support Personnel 531
WOM Promotion 491 18-4 Team Selling and Relationship Selling 532
Case 16.2 Picture Perfect: The Success of Product 18-4a Team Selling 532
Placement 492 18-4b Relationship Selling 533
Contents xiii
Integrity in Marketing: Eaton Sales Support Soars Like Entrepreneurship in Marketing: Tastefully Simple Takes a Bite Out
an Eagle 533 of Family Meal Planning 547
18-5 Sales Force Management 534 18-7g Free Samples 548
18-5a Establishing Sales Force Objectives 535 18-7h Premiums 548
18-5b Determining Sales Force Size 535 18-7i Consumer Contests 548
18-5c Recruiting and Selecting Salespeople 535 18-7j Consumer Games 548
18-5d Training Sales Personnel 536 18-7k Sweepstakes 549
18-5e Compensating Salespeople 538 18-8 Trade Sales Promotion Methods 549
18-5f Motivating Salespeople 540 18-8a Trade Allowances 549
18-5g Managing Sales Territories 541 18-8b Cooperative Advertising and Dealer Listings 550
18-5h Controlling and Evaluating Sales Force 18-8c Free Merchandise and Gifts 550
Performance 542 18-8d Premium Money 550
18-6 Sales Promotion 542 18-8e Sales Contests 551
18-7 Consumer Sales Promotion Methods 543 Summary 551
18-7a Coupons 543 Important Terms 552
18-7b Cents-Off Offers 545
18-7c Money Refunds 546 Video Case 18.1 Nederlander Gives Audiences a Reason for a
18-7d Rebates 546 Standing Ovation 553
18-7e Shopper, Loyalty, and Frequent-User Incentives 547 Case 18.2 Salesforce.com Sold on Stakeholder Satisfaction 554
18-7f Point-of-Purchase Materials and Demonstrations 547 Strategic Case 7 Patagonia Climbs into the World of IMC 555
PART 8 Pricing Decisions 559
Chapter 19: Pricing Concepts 560 19-6 Pricing for Business Markets 580
19-6a Price Discounting 580
Marketing Insights: Can’t Spend Enough on a Car? 561
19-6b Geographic Pricing 581
19-1 The Importance of Price in Marketing 562
19-6c Transfer Pricing 582
19-2 Price and Nonprice Competition 563 Summary 582
19-2a Price Competition 563 Important Terms 584
19-2b Nonprice Competition 564 Discussion and Review Questions 584
19-3 Demand Curves and Price Elasticity 564 Developing Your Marketing Plan 584
19-3a The Demand Curve 565 Video Case 19.1 Louis Vuitton Bags the Value
19-3b Demand Fluctuations 566 Shopper 585
19-3c Assessing Price Elasticity of Demand 566 Case 19.2 CVS: Continuous Value Strategy 586
19-4 Demand, Cost, and Profit Relationships 567
19-4a Marginal Analysis 567 Chapter 20: Setting Prices 588
19-4b Breakeven Analysis 571 Marketing Insights: Aldi Spotlights Low Grocery Prices 589
19-5 Factors that Affect Pricing Decisions 572 20-1 Development of Pricing Objectives 590
19-5a Organizational and Marketing 20-1a Survival 591
Objectives 572 20-1b Profit 591
19-5b Types of Pricing Objectives 572 20-1c Return on Investment 591
19-5c Costs 573 20-1d Market Share 591
19-5d Marketing-Mix Variables 573 20-1e Cash Flow 592
19-5e Channel Member Expectations 574 20-1f Status Quo 592
19-5f Customers’ Interpretation and Response 574 20-1g Product Quality 592
Entrepreneurship in Marketing: Up, Up, and Away for Smart 20-2 Assessment of the Target Market’s Evaluation
and Strong Luggage 575 of Price 592
Disruptive Marketing: Rent, Return, Repeat, or 20-3 Evaluation of Competitors’ Prices 593
Try and Buy? 577 20-4 Selection of a Basis for Pricing 594
19-5g Competition 577 20-4a Cost-Based Pricing 594
19-5h Legal and Regulatory Issues 578 20-4b Demand-Based Pricing 595
xiv Contents
Creative Marketing: The Ups and Downs of Dynamic Case 20.2 Norwegian Air Shuttle Continues to Climb with
Toll Pricing 596 Low Costs and Low Prices 610
20-4c Competition-Based Pricing 597 Strategic Case 8 To Rent or to Own? That Is the Question 611
20-5 Selection of a Pricing Strategy 597
20-5a Differential Pricing 597
20-5b New-Product Pricing 599 AVAILABLE ONLY ONLINE:
Disruptive Marketing: Flash Sales: You’ve Got to Be Fast! 599 Appendix A: Financial Analysis in Marketing A-1
20-5c Product-Line Pricing 600 Appendix B: Sample Marketing Plan B-1
20-5d Psychological Pricing 603 Appendix C: Careers in Marketing C-1
20-5e Professional Pricing 605
20-5f Promotional Pricing 605
Glossary 614
20-6 Determination of a Specific Price 606
Summary 607 Endnotes 627
Important Terms 608 Feature Notes 670
Discussion and Review Questions 608 Name Index 677
Developing Your Marketing Plan 609 Organization Index 678
Video Case 20.1 Warby Parker Puts Affordable Eyewear in Focus 609 Subject Index 681
Preface
MARKETING: A KEY TO SUCCESS

This edition of Marketing has been revised to capture changes that will determine the future
of marketing. Marketing knowledge is important to every student’s success, regardless of their
career path. There is significant evidence that marketing is becoming a more important func-
tion in organizations, and students will need to be prepared to understand opportunities and
challenges from a marketing perspective. This new edition provides the concepts, frameworks,
and engagement in decision-making experiences that will prepare students for their careers.
It is not enough to learn terminology and memorize concepts. What we teach students today
could be obsolete in five or ten years. We need to prepare them to engage in critical thinking
and engage in continuous self-development.
Active learning requires a holistic understanding with examples, exercises, and cases facil-
itated by MindTap, our online teaching experience. MindTap provides relevant assignments
that guide students to analyze, apply, and improve thinking, allowing them to measure skills
and outcomes with ease. This means that students using this book should develop respect for
the importance of marketing and understand that the learning of marketing requires in-depth
knowledge and the mastering of essential concepts. We have made the learning experience
as fresh as possible with available research, new examples and boxes, as well as illustrations.
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 internet
retailing and online business-to-business marketing advances, the importance of supply chain
management becomes important in connecting and integrating members of the distribution
system. Marketing analytics and artificial intelligence (AI) are defining how decisions are
made and implemented. For example, UPS is delivering packages with drones, and driverless
cars may be widespread by 2021. 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.
We also provide numerous ancillary materials to aid in student comprehension of market-
ing concepts as well as to increase instructor resources for teaching this important material.
The MindTap materials include building a marketing plan, concept check quizzes on the
reading, self-assessments, homework assignments, PowerPoint presentations practice exam
preparation tests, videos of real companies, branching activities, flashcards, and more! Addi-
tionally, on the instructor companion site, YouTube videos are available for each chapter
with worksheets to engage students in applying concepts. Our marketing video case series
enables students to learn about how real-world companies address marketing challenges.
Our Marketing Plan activities and video program provide students with practical knowledge
of the challenges and the planning process of launching a new product. Together these revi-
sions and additional materials will assist students in gaining a full understanding of pertinent
marketing practices.
Online social networking has become an increasingly powerful tool for marketers. Most
discussions about marketing today bring up issues such as how digital media can lower costs,
improve communications, provide better customer support, and achieve improved marketing
research. All elements of the marketing mix should be considered when using digital media
xv
xvi Preface
and social networking. We discuss how digital media and social networking tools can cre-
ate effective digital 293 marketing strategies that can enhance marketing efforts. In addition, the
entire book integrates important digital marketing concepts and examples where appropriate.
ution costs and real estate costs associated with large
online competition as well as a trend toward We have paid careful attention to enhancing all key concepts in marketing and have built
offer a seamless experience on mobile, desktop, or this revision to be current and to reflect important changes in marketing. Our book is a market
many retailers aim to offer consistent product assort-
leader because students find it readable and relevant. Our text reflects the real world of market-
re, browse an in-store digital catalog, and then use ing and provides the most comprehensive coverage possible of important marketing topics.
seamless shopping experience a way to differentiate Specific details of this extensive revision are available in the transition guide in the
76
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
derations
teaching.
omni-channel The Instructor’s Manual continues to be a valuable tool, updated with engaging
Various
marketing channels, including
in-class activities
mobile, desktop, or traditional
and projects. The authors and publisher have worked together to provide
retailaspaces,
CHAPTER comprehensive
providing
4: Socialseamless teaching
Responsibility package
and Ethics in Marketingand ancillaries that are unsurpassed in the marketplace. 105
s. ColourPop is an example of a digital marketing customer experiences
The authors have maintained a hands-on approach to teaching this
4-3a Individual Factors material and revising the text and its ancillaries. This results in an inte-
. The com-
When people need to resolve ethical grated teaching
conflicts in theirpackage andoften
daily lives, they approach
base theirthat is accurate, sound, and suc-
decisions
on their own values and principles of right or wrong. People learn values and principles through
a number of cessful in reaching students. The outcome
socialization by family members, social groups, religion, and formal education. Because of
of this involvement fosters
on Twitter, different levels of personal ethics in any organization, there will be significant ethical diversity and in student learning
trust and confidence in the teaching package
As a result, among employees. Most firmsoutcomes. do not attempt Student
to changefeedback regarding
an individual’s personalthis
ethicstextbook
but is highly favorable.
n the beauty try to hire employees with good character. Therefore, shared ethical values and compliance
adver-
standards are required to prevent deviation from desired ethical conduct. In the workplace,
however, research has established that an organization’s culture often has more influence on
WHAT’S NEW TO THIS EDITION?
th its holi-
marketing decisions than an individual’s own values.43
4-3b Organizational Relationships

Although people can and do make Ourethical
goal is to provide
choices pertaining the to most
marketing up-to-date
decisions, no content—concepts,
one examples,
aign hashtag,
content that operates in a vacuum.44 Ethical cases,
choices exercises,
in marketing and aredata—possible.
most often made jointly, Therefore,
in work in this revision there are
company’s groups and committees, or insignificant
conversationschanges and discussions that make with coworkers.
learningMarketing more engaging and interesting
rketers who employees resolve ethical issues based not only on what they learned from their own back-
ties have the grounds but also on what they learn from others in the organization. The outcomethe
to the students. The following highlight types of changes that were
of this
learning process depends on the made in this
strength of each revision.
individual’s personal values, opportunity
for unethical behavior, and exposure to others who behave ethically or unethically. Superiors,
ays to enjoy peers, and subordinates in the•organization
Foundational influencecontent.
the ethical Each chapter has
decision-making been updated with the latest
process.
While individuals may have goodknowledge ethics, they often face new related
available and complex decisions in the concepts, and academic
to frameworks,
business environment. Although people outside the organization, such as family members and
friends, also influence decision makers, research. Theseculture
organizational additions have operate
and structure been seamlessly
through integrated into the
text, logos, organizational relationships to influence text. ethical
Manydecisions.examples are new and a review of footnotes at the ends
er type
advertising
Organizational (corporate) culture of ,chapters
is a set of values, beliefs, goals,
will reveal where norms,new andcontent
rituals that has been added.
members of an organization share. These values also help shape employees’ satisfaction with
SOURCE: ATHLETA
their employer, which may affect • the

Opening
quality of the vignettes:
service theyMarketingprovide to customers.Insights. A firm’sAll oforganizational
the chapter-opening (corporate)
High-impact culture may be expressed formallyvignettes through codes areofnew conduct, memos, manuals,
or updated. They dress codes, to
are written introduce
culture the theme
A set of values, beliefs,
erac- Promotion Considerations and ceremonies, but it is also conveyed informally through work habits, extracurricular activi- goals, norms, and rituals that
ties, and
Athleta uses Instagram to spread its #gratefulfor campaign stories.
which
of each chapter by focusing
An organization’s culture gives its members meaning and suggests rules for
encourages
on actual entrepreneurial companies
members of an organization
and
how to behave and deal with problems
Athleta fans to share stories of positivity and gratitude. howwithintheythe deal with real-world situations.
organization. share
With regard to organizational
structure, most experts agree that
the chief executive officer or vice
president of marketing sets the
How Do Employees Spend Time on
• Boxed features. Each chapter includes
ethical tone fortwothenew boxed
entire mar- Their Personal Mobile Devices at Work?
features that highlight disruptive marketing,Lower-level
keting organization. creative
marketing, integrity in marketing, managersorobtain their cues from
entrepreneurship
top managers, but they too impose Personal Email 30% 28%
in marketing. Three of these some themes
of their are newvalues
personal to this
on
edition. the company. Top-performing sales Social Networks 28% 62%
representatives may influence the
• New Snapshot features. The Snapshot features
conduct of other salespersons as are Sports Sites 9% 1%
new and engage students bythey highlighting interesting,
serve as role models for suc-
cess. This interaction
Mobile Games 6% 2%
up-to-date statistics that link marketing theorybetween
to the
corporate culture and executive Online Shopping Sites 5% 4%
real world. leadership helps determine the
• New research. Throughout the text we have updated firm’s ethical value system. Entertainment Sites 3% 1%
Coworkers’ influence on
content with the most recentanresearch that supports
individual’s ethical choices the
frameworks and best practices for marketing.
depends on the person’s exposure
to unethical behavior. Especially
SNAPSHOT According to Employees According to Managers
• New illustrations and examples. in gray areas,New advertise-

the more a person Source: “Working Hard or Hardly Working? Employees Waste More Than One Day a Week on Non-Work Activities,” Robert Half, July 19, 2017, http://
rh-us.mediaroom.com/2017-07-19-WORKING-HARD-OR-HARDLY-WORKING-Employees-Waste-More-Than-One-Day-a-Week-on-Non-Work-
ments from well-known isfirms exposedare employed
to unethical to Activities (accessed January 27, 2018).
activity by
Preface xvii
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 mar-
keting illustrations.
• End-of-chapter cases. Each chapter contains two cases, including a video case, profiling
firms to illustrate concrete application of marketing strategies and concepts. Many of our
video cases are new to this edition and are supported by current and engaging videos.
• YouTube videos. Each chapter has a YouTube video related to a concept. Student work-
sheets 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 intro-
duction to marketing that is both easy to teach and to learn. Marketing continues to be one of
the most widely adopted introductory textbooks in the world. We appreciate the confidence
that adopters have placed in our textbook 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 topics 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 have an opportunity to learn more about
organizations such as Chipotle, L’Oréal, Dunkin’ Donuts, Alibaba, and Spotify.
and marketing. Corporate strategy is the broadest of the three levels and should be developed
with the organization’s overall mission in mind. Business-unit strategy should be consistent
with the corporate strategy while also serving the unit’s needs. Marketing strategy utilizes the
marketing mix to develop a message that is consistent with the business-unit and corporate
strategies.
xviii Preface
514 Creative Marketing PART 7: Promotion Decisions • B o x e d f e a t u r e s — C re a t i v e

M arketing and Disruptive
Learning Objective 17-5
tiffany rings Up More through Mobile Marketing
Describe the different tools 17-5 PUBLIC RELATIONS TOOLS M arketing—capture dynamic
Building on a distinctive brand image forged over
of public relations. more than 180Companies
years, Tiffany & Co.
use is polishing
a variety
firm’s website or checking its popular accounts
on Pinterest,
of public relations Facebook,
tools to convey Google+,
messages YouTube,
and create images. Public
changes in marketing. These
its marketing strategy
relationsforprofessionals
fine-jewelry buyers.
the next generation
The firm,
prepare
known worldwide
of writtenTwitter, or Instagram.
materials All are media
and use digital awash into Tiffany
deliver brochures, changes are influencing marketing
newsletters, company magazines, news Blue, which
releases, is also
blogs, the colorsocial
managed of its media
official sites,
Snapchat
and annual
for diamond rings and other luxury jewelry items, icon.
reports that reach and influence their various stakeholders. Sometimes, organizations use less strategies and customer behavior.
began with a single store in New York City. Today, When the firm first developed its mobile mar-
conventional tools in their public relations campaigns. AT&T’s “It Can Wait” campaign spreads
Tiffany operates more than 300 full-service stores
awareness about the dangers of textingwere
keting strategy, Lacaze says company marketers
and driving. Not only did it hold a pledge drive, but it
Strong feedback from adopters
in dozens of countries and rings up $4 billion in “scared of showing expensive products on
annual sales. also partnered with advertising agency aBBDO to develop
tiny screen,” fearingathedocumentary
impact would andbe held
lost. 400 local indicated the need for coverage in
Although events to showand individuals the impact However,
their texting canquickly
have on their driving. AT&T intro-
50
the technology
duced theover
designs have changed DriveMode
the product
appTiffany’s
the decades, to silence incoming
Tiffany
text messages
phone users
discovered
whilethey
don’t just look, driving
that smart-
at 15click
actually mphto or faster. these areas.
The campaign has resulted
timeless brand has retained its strong upscale in more than 5 million
see more. As app
146
downloads and 14 million
a result, the firm now posts extra- pledges.51 PART 3: Marketing Research and Target Market Analysis
Public relations
appeal. Now the company personnel
is extending also create
its signa- corporate
large photos identity
and videosmaterials—such as logos, business
on its mobile-optimized
ture Tiffany Blue color
cards, beyond packaging
stationery, signs, andtopromotional
its website to showcase
materials—that make detail.
firmsIt also offers an recognizable.
immediately
• The Creative Marketing feature explores
entire digital presence,
Speechesincluding
ing. The goal, at
according
are another
to or
mobile market-
public engagement-ring
relations tool.
DisRuPTive MARkeTing
marketing executive
Because what finder app, featuring
a company a virtual
executive says publicly
meetings to the media can affect “try
the on” function to help
organization’s mobile
image, the users
speech envision
must convey the
unique marketing approaches at Tiffany’s,
Catherine Lacaze, is tomessage
desired “remind you that Event sponsorship,
clearly. themselves wearing
ina which a specialpays
a company piecefor
of part
Tiffanyor all of a spe-
you’re in the Tiffany world,” whether browsing the jewelry. Making Meaning Out of big Data: Marketing analytics
Airbnb, ipsy, and Volition.
cial event, like a benefit concert or a tennis tournament, is another public relations tool. One
example is Pizza Hut’s sponsorship of ESPN’s College GameDay.TheSponsoring special events 52
168 field of marketing research is changing. Where PART 3: is important
Marketing in identifying
Research marketing
and Target channels
Market Analysisthat
• The Disruptive Marketing
can be an effective means of increasing company or brand recognition
boxes cover it was with
investment. Event sponsorship can gain companies considerable amounts
once relatively
dominated minimal
of free media
today’s marketers
by focus groups and surveys,
cover- turning to mar
are increasingly
increase ROI.
It is not enough simply to record big data. The hard
Behavioristic aVariables
such marketing phenomena as Block-
age. An organization tries to ensure that its product and the sponsored event target
keting analytics to glean similar
customer insights. Big data part is determining which small bits of information
audience and that the two are easily associated in customers’ minds. Manycan
andFirms
marketingcompanies
analytics
divide as
arewell
a market being used to disrupt
according among massive
to consumer behavior towarddata files will reveal
a product, whichsignificant
commonly customer
chain, apparel rental, and flash assist
as individuals sales. Fea-
in their charitable giving. Bill Daniels, the industries
founder
involves across
of the board.
Cablevision
an aspect A reportuse.
who
of product found that largea market
Therefore, insights.
mayHowever, interpreting
be separated big data correctly can
into users—classified
businesstoconsumer
passed away in 2000, set up a fund supported with more than a billion as dollars to provide firms are planningnonusers.
finan- to increaseTo satisfy
help marketers recognize
group,trends
such they never would
users,have
tured companies include IKEA, Amazon,
cial support for many causes, including business ethics. their
heavy, moderate,
spendingmay
marketers on marketing
or light—and
analytics byproduct
create a distinctive almost and pricerealized
a specific
existedspecial
or initiate otherwise.
as heavy
For instance,
promotion andone analytics
distribu-
100 percent in a threeyear period. Eightythree firm helped a mobile phone manufacturer determine
Google, and Zappos.
10590_ch02_hr_028-056.indd 32 tion activities. Per capita consumption data help determine different levels of usage by product
percent of business leaders pursue big data proj
9/27/18 12:19 PM
that the major reason consumers bought its phone
category. To satisfy customers who use a product in a certain way, some feature—packaging,
ects in the belief that it will provide their firms was not because of the camera, which is what the firm
size,
with texture, oradvantage.
a competitive color—may Thebe designedofpreciselythought,
advantages to makebutthe product
because of aeasier
certainto use,
app safer,
built or
into the
more convenient. • In the Integrity in Marketing
INTEGRITY IN MARKETING
marketing analytics are not limited to businessto phone. There is no doubt that marketing analytics has
Benefit segmentation is the division
consumer firms; approximately 79 percent of busi of a market according to benefits that consumers want
begun to revolutionize marketers’ understanding of
fromthat
nesses thesell
product. Although
to other businesses most boxed features, topics such as eth-
types
believe of market segmentation
analytics customer trendsassume a relationship
and preferences. a between
Patagonia Unzips Its Advertising Strategy: Don’t Buy This Jacket the variable and customers’ needs, benefit segmentation differs in that the benefits customers
seek are their product needs. Consider that ics, a customersustainability,
who purchases over-the-counterprivacy, cold and
relief medication may be specifically interested in two benefits: stopping a runny nose and
One of apparel store Patagonia’s most popular adver- developed a film showing fans wearing old Patagonia social responsibility
relieving chest congestion. Thus, individuals are segmented directly according to their needs.
are consid-
tisements features its popular R2 coat with the headline: clothing held together by duct tape, demonstrat-
“Don’t Buy This Jacket.” In the copy, the advertisement
By determining the desired benefits, marketers
ing the value of less consumption. Patagonia also ered. Featured
can divide companies
people into groups by the benefits
they seek. The effectiveness of such segmentation depends on three conditions: (1) the benefits
include
explains that although the R2 uses recycled materials, it announced it would donatesought
100 percent
must5-4e Marketing
of proceeds
be identifiable, (2) usingDecision
these benefits,Support
Chick-fil-A,
marketers mustSystems
Flowers
be able to dividefor Dreams,
people
is still harmful to the environment. Patagonia advocates from sales generated on theinto
dayrecognizable
after Thanksgiving
segments,to and (3) one or more of the resulting segments must be accessible
in decision makingUnilever, Starbucks, REI,
decisions. and
A marketing decision support system (MDSS) is customized computer software that aids mar-
for decreased consumption where consumers purchase environmental causes. to the firm’sketing
marketing efforts.
managers by helping them anticipate the effects of certain
less (also termed green demarketing). Because Patagonia clothingMarketers
lasts a MDSS
long time,
Patagonia was founded upon environmental its marketing indirectly promotes its the
ever, use own
can issegment
products
same
linked toconsumer
variables
computational andto segment
modeling
markets
the availability
Patagonia.
using
of big
business and
capabilities
datamany characteristics.
and marketing
characteristics. We will
has a broad range
They
analytics. An do
learn about
and advanced
not, offers
MDSS how- great
business
marketing analyt-
principles with a three-part mission: sell quality prod- as a solution to the constant need to
market replace
segmentationworn-
ics, allowing managers
in the to explore a wide range of alternatives. For instance, an MDSS can
next section.
ucts, cause no unnecessary harm, and find business out apparel. The company even urges consumers
determine how to sales and profits might be affected by higher or lower interest rates or how sales
solutions to environmental issues. Because excessive return worn-out merchandise so Patagonia forecasts,
can advertising expenditures, production levels, and the like might affect overall profits.
consumption generates waste, encouraging consum-benefitrecycle it into something else.
segmentation The
This Variables
6-4b approach reason,for
For thisreso- MDSS Segmenting Business
software is often a major component ofMarkets
a company’s marketing infor-
ers to purchase less demonstrates Patagonia’s envi- divisionnates with according
consumers as sustainable mation system. Some decision support systems incorporate artificial intelligence and other
consumption
of a market Like consumer markets, business markets are frequently segmented for marketing purposes.
ronmental commitment. Patagonia wants consumersto benefits becomes an important advanced computer technologies.
that consumers want sociocultural
Marketersvalue.
segment business markets according to geographic location, type of organization,
to purchase apparel only as needed. from thePatagonia’s
product revenue has increased
customerbysize,
moreandthanproduct use.
Learning Objective 5-5
Patagonia has incorporated public relations $250 million since it first launched its infamous
activities into its campaign as well. For instance, it campaign.Identify
b ethical and 5-5 IssUes In markeTIng research
• The Entrepreneurship in Market-
ENTREPRENEURSHIP IN MARKETING
international issues in
Marketers should identify concerns that influence the integrity of research. Ethical issues are
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entrepreneurship and the need for Halo Top Ice Cream Tops
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10590_ch17_hr_494-523.indd 514 marketing research.
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without sacrificing flavor—a key benefit desired by Woolverton revved up outreach to his target market
Cream, Haney’s Appledale Farm, health-conscious Millennials. In fact, a pint of via Facebook and Instagram. Fans quickly added their
Louisville Slugger, and Tastefully Halo Top has fewer calories and more protein than
a pint of traditional ice cream.
comments and images, building word-of-mouth
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10590_ch05_hr_121-153.indd 146 9/8/18 4:56 PM
spoon their way through the whole pint in one sitting, stripped the pint sales of the best-established brand
without guilt. As a result, Halo Top is sold only in pints, names in the ice-cream industry for the first time.a
• Key term definitions appear in the margins to help students build their marketing vocabulary.
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sion and stimulate interest.
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terms provides another end-of-chapter study aid to expand students’ marketing vocabulary.
10590_ch06_hr_154-182.indd 168 9/8/18 9:16 AM
• Discussion and review questions at the end of each chapter encourage further study and
exploration of chapter content.
• The Developing Your Marketing Plan feature allows students to explore each chapter topic
in relation to developing and implementing a marketing plan.
Another random document with
no related content on Scribd:
“But I thought you said only one queen bee could live in a swarm,”
said Violet. “And if the queen bee lays eggs and other queens hatch
out I should think——”
Mr. Bunker pointed to Farmer Joel, who was still chasing after his
runaway swarm.
“That’s what happens when two queens get in a hive,” said Daddy
Bunker. “One queen leaves, taking with her perhaps half the worker
bees and some drones. They fly away to start a new hive, swarm, or
colony, as it is sometimes called.
“But not always do bees swarm because there are two queens in a
hive. Often the queen may take a notion that she would like a new
home, so out she flies and with her go her faithful subjects, just as in
real life the subjects of a human king or queen follow them.”
“Where do you think these bees will go?” asked Rose.
“It is hard to say,” answered their father. “It looks now as though
they would go to the woods,” for they could see the dark cloud of
insects near the edge of the forest. “They may pick out some hollow
tree and set up housekeeping there, making a wax framework to
hold the honey juices they will later gather from the flowers.”
“Then couldn’t Farmer Joel go to that hollow tree and get the
honey if he wanted to?” asked Laddie.
“Yes, that is sometimes done,” his father replied. “And he might
even get his swarm of bees back, if he could find the right hollow
tree. But that isn’t easy. In the olden days, before men knew how to
build little houses, or hives, for the bees to live in, all the honey was
stored in hollow trees. But men studied the ways of bees, they
learned the manner in which queens ruled and how swarming came
about, and they built hives in which it is easier for the bees to store
their honey, and from which it is also easier to take it.”
“What about that smoke?” asked Rose. “I didn’t know bees liked
smoke.”
She was speaking of the queer machine that Farmer Joel carried.
They could see smoke coming from it now in a cloud.
Later, when they had time to look at the smoke machine, the six
little Bunkers saw that it was like a funnel with a bellows, or blower,
beneath it. A fire of rags or rotten wood could be built in the larger
part of the tin funnel, and when the bellows was pressed this blew
out a cloud of smoke.
“Bees don’t like smoke,” said Daddy Bunker. “But when a cloud of
it is blown on them it makes them rather stupid—it calms and quiets
them so they are less likely to sting whoever is working around them.
And a little smoke does them no harm; though, of course, if they had
too much of it they would die.
“So when a man works in his apiary he puts a mosquito veil over
his head and takes his smoker. A few puffs from that down in a hive
of bees will so quiet the insects that he can, with his bare hands, pick
them up and they will not sting him. In this way he can also pick out
the queen from among her thousands of workers and put her in
another hive. If he can do this in time he will stop the swarm from
dividing, part of it flying away, as just happened.”
“Bees are queer,” said Russ.
“Indeed, they are! But I like to hear about them,” said Rose.
By this time Farmer Joel was out of sight in the woods, where his
runaway swarm had gone, and as the children had not been allowed
to follow they played about, waiting for Mr. Todd to return.
“Will he bring the bees back with him?” asked Russ.
“Oh, no, though he could if he had taken a box with him,” said Mr.
Bunker. “All he will do, very likely, is to notice where they light on a
tree, perhaps. Then he may go back this evening and shake them
into a hive.”
It was late that afternoon when Farmer Joel came back, very tired
and looking rather discouraged.
“Did you find the bees?” asked Russ.
“No,” answered Mr. Todd. “They got away, and they took with them
a queen worth fifty dollars. I wish I could have seen where they went,
for then I might get them. But they are lost, I guess.”
“Don’t you think you’ll ever find them again?” Rose wanted to
know.
“I’m afraid not,” answered Farmer Joel. “I’ve lost one of my best
swarms and a fine queen bee. Yes, I’d give even more than fifty
dollars for her if I could get her back. Well, it can’t be helped, I
suppose.”
The six little Bunkers felt sorry for Farmer Joel, and they wished
they might help him, but they did not see how they could go after a
queen and a swarm of stinging bees.
“Come to supper!” called Mrs. Bunker, a little later, when Russ and
Laddie were working over their water wheel and mill, and when Rose
was swinging Margy and Violet under the apple tree.
“Where’s Mun Bun?” asked his mother, as the other little Bunkers
came hurrying to the house at her call.
“I saw him a little while ago,” answered Violet. “He had a shovel
and he was going toward the garden.”
“I guess he was going to dig worms so he could go fishing,”
suggested Laddie. “He asked me if there were fish in the brook.”
“See if you can find him, Russ,” begged his mother.
Russ went toward the garden where he soon saw Mun Bun busy
making a hole, tossing the dirt about with a small shovel.
“Hi there, Mun Bun!” called Russ. “You shouldn’t dig in the garden.
You might spoil something that’s planted there.”
“Nuffin planted here,” said Mun Bun, as he kept on digging. “I did
ast Adam, an’ he said taters was here but he digged ’em all up.
Nuffin planted here, so I plant somethin’.”
“What are you going to plant?” asked Russ, with a smile, while
Rose and the other children drew near.
“I goin’ to plant bones,” answered Mun Bun, hardly looking up, so
busy was he with the shovel.
“Bones!” cried Russ. “You’re going to plant bones?”
“Yes,” answered Mun Bun solemnly, “I plant bones. Look out—
you’re steppin’ on my bones!” he cried, and he pointed to the ground
where lay a pile of chicken bones that Norah had thrown out from
dinner.
“Well, what kind of a garden are you making, anyhow?” asked
Russ. “Planting bones!”
“Yes, I plant bones!” declared Mun Bun, the youngest of the
Bunkers, while the other children looked on in wonder.
CHAPTER XII
A STRAWBERRY SHORTCAKE
Mrs. Bunker, seeing the group of children gathered about Mun

Bun, hurried across the garden to see what it was all about.
“I hope nothing has happened to him,” she said.
“Probably the worst that has happened is that he’s dirty and you’ll
have to scrub him before he can come to the supper table,” chuckled
Daddy Bunker.
“That wouldn’t be so bad,” replied his wife. “I’m used to dirt, and I
expect the children to get grimy. That will wash off.”
“I’ll walk over with you and see what it’s about. Something is going
on, that’s sure!” said Mr. Bunker.
Mr. and Mrs. Bunker found five little Bunkers grouped about the
sixth, and youngest, little Bunker.
“Oh, Mother, look what Mun Bun’s doing!” cried Violet.
“What is he doing?”
“He’s making the funniest kind of a bed in the garden!” laughed
Rose.
“A bed!” cried Mr. Bunker. “I hope he isn’t going to sleep out here!”
“No, it’s a bed like a flower bed or a cabbage bed,” explained
Russ. “Only he’s planting——”
“Bones!” burst out Laddie. “Oh, I could make a funny riddle about it
if I could think of it.”
“Mun Bun, what in the world are you doing with those bones?”
asked his mother.
“Plantin’ ’em,” answered the little fellow coolly, as he dropped
some of the chicken bones into the hole he had dug and covered
them with earth.
“Why in the world are you planting bones?” asked his father.
“So more bones will grow,” answered Mun Bun, in a matter-of-fact
way. “Farmer man plants seeds to make things grow, an’ I plant
bones so more bones will grow.”
“Who for?” asked Russ.
“For Jimsie, the dog,” answered the little fellow. “Ralph said his
dog never had enough bones, so I’m going to plant bones and then
more bones will grow, an’ Jimsie can come over here an’ pick off the
bones when they’re ripe an’——”
“Oh, you dear, foolish little boy!” cried his mother, gathering him up
in her arms and kissing and hugging him, dirty as he was. “Don’t you
know bones don’t grow?” she asked.
“Oh, don’t they?” asked Mun Bun, in surprise.
“Of course not!” chimed in Russ. “Only seeds grow.”
“Um,” remarked Mun Bun, his face all rosy where his mother had
kissed him. “Den I plant to-morrer some bird seed.”
“Why bird seed?” asked Daddy Bunker.
“So some birds will grow,” Mun Bun answered.
Then how the other Bunkers laughed, especially Daddy and
Mother Bunker and Rose and Russ, for they saw what a mistake
Mun Bun was making! Margy, Laddie and Violet laughed also, but
more because the others did. And then Mun Bun laughed himself.
“I’m hungry!” he announced.
“Maybe if you plant a knife and fork and plate you’ll get something
to eat!” chuckled Russ.
They had many a good laugh over the queer garden bed Mun Bun
made when he thought that if you planted bones a plant would spring
up with more bones on for Jimsie, the dog. Then they all went in to
supper.
“To-morrer,” said Mun Bun, as he was taken off to bed later in the
evening, “I’ll plant some flowers for Jimsie to smell.”
Early the next day Mrs. Bunker was seen in the kitchen with a
sunbonnet on, while on the table near her were a number of small
baskets.
“Are we going on a picnic?” asked Russ, who came in to get a
string to fix something on the water wheel that he and Laddie were
constantly “fussing over,” as Norah called it.
“A sort of picnic,” answered his mother. “Farmer Joel told me
about a wild strawberry patch beyond his south meadow, and I
thought we could all go there and pick the berries. There is a basket
for each of us except daddy, who isn’t going, and if we get enough
berries——”
“I’ll make a strawberry shortcake!” cried Rose. “Excuse me for
interrupting you, Mother,” she went on, for it was impolite to do that.
“But I just couldn’t wait. May I make a shortcake if we get any
berries?”
“Yes, I think so,” answered Mrs. Bunker. “Come, children,” she
called to the others who flocked into the kitchen, “we’ll have a good
time picking strawberries.”
“We’ll have a better time when we eat the shortcake,” laughed
Russ.
“I know a riddle about a shortcake,” said Laddie, wrinkling up his
forehead. “I mean I just made it up. Here it is. How can you make a
strawberry shortcake last the longest?”
“That isn’t a very good riddle,” objected Rose.
“Well, let’s see you answer it,” challenged her small brother. “How
can you make a strawberry shortcake last longest?”
“Put it away in a safe,” guessed Violet.
“Nope!” answered Laddie, and before any one else could make a
guess he cried: “Don’t eat it. That’s how to make a strawberry
shortcake last longest—don’t eat it!”
“Well, if I made a cake I wouldn’t want it to last very long,” laughed
Rose. “I should want people to eat it and tell me how good it was.”
“I’ll eat some,” offered Mun Bun.
“So will I!” added Margy.
“That’s very kind of you!” laughed Rose again, and then the six
little Bunkers and their mother started for the strawberry patch. The
berries grew wild on a warm, sunny hillside, and soon little fingers
were busy turning over the green leaves to find the scarlet fruit
beneath.
Into the baskets the berries were dropped one at a time. Wild
strawberries are much smaller than the cultivated variety you buy in
the market, and it takes longer to fill a basket with the wild ones. But
gradually the bottom of the basket Mrs. Bunker carried was covered
with a layer of the delicious fruit. Then she looked into the baskets of
Margy and Mun Bun.
“Is that all you’ve picked?” she asked, in surprise, for Margy had
three berries in her basket and Mun Bun had two in his, and yet they
had been in the berry patch half an hour. “Don’t you know how to find
the berries, my dears?” asked their mother. “See, you must turn over
the leaves——”
“Excuse me, Mother,” broke in Rose, first asking pardon for
interrupting, “but I guess Margy and Mun Bun eat the berries as fast
as they pick them. That’s what they’ve been doing—eating the
berries, I saw them put only a few in their baskets.”
“Oh, well,” said Mrs. Bunker, “we don’t expect them to pick many.
We older ones will have to get you enough for your cake, Rose.”
“I ate only about forty-’leven berries,” confessed Margy.
“An’ I ate six-fourteen,” admitted Mun Bun. “They is awful good,
these berries is, an’ maybe Rose wouldn’t make a cake, anyhow,
an’——”
“I see!” laughed Russ. “They were afraid they wouldn’t get their
share of berries if they waited, so they’re taking them now.”
“It’s all right, my dears,” said their mother, for Margy and Mun Bun
did not like to be laughed at. “Eat as many berries as you wish. They
are ripe and fresh and very tempting. We’ll get enough for Rose’s
cake, I think.”
So while the younger ones ate the lovely fruit, the older ones
dropped the berries they picked into the baskets until they had a
sufficient quantity—more than two quarts.
Once, while they were picking, the six little Bunkers heard a
roaring, bellowing sound off behind a second hill.
“Oh, maybe that’s the old bull who has gotten loose—Ralph’s bull!”
cried Violet, as she ran toward her mother.
“I hardly think so,” Mrs. Bunker answered. But the noise sounded
again, very much like the bellow of a bull.
“Russ, get a club and some stones!” cried Rose. “There isn’t any
fence here to jump over. Get a stick and drive away the bull!” Russ
caught up a short club—not a very heavy one if it was to be used
against a bull. Mrs. Bunker stood up and looked around. Then she
laughed.
“Don’t be afraid, children,” she said. “It isn’t a bull at all. It’s the
whistle of an engine on a distant train. There it goes!” and she
pointed to the railroad, about a mile off over the hill. A train was
going along, very slowly, it seemed, but probably it was speeding
faster than it appeared to be. And as the Bunkers looked they saw a
puff of white steam from the locomotive. A little later they heard the
whistle. When they had been stooping down the whistle had
sounded like the distant bellow of a bull.
“I’m glad it wasn’t,” said Rose.
“If it had ‘a’ been I’d ‘a’ hit it with a club,” boasted Russ.
“An’ I could throw a stone!” declared Mun Bun.
“Mother, did you notice how funny the whistle was?” asked Rose.
“First we saw the smoke puff up, and then we heard the sound. Why
was that?”
“Because light, or sight, travels faster than sound,” said Mrs.
Bunker. “You can see something much quicker than you can hear it.
If you should ever stand far off and see a gun shot off, you would
first see the flash and the smoke, and, some seconds later, you
would hear the report. Sight and sound travel in what are called
waves, almost like the waves of the ocean, except that the sound
waves are made of air instead of water. Light waves are different
from air or water waves, and travel much faster—almost as fast as
electricity.”
“And electricity is terribly fast,” said Russ. “Once I took hold of a
battery and as soon as I touched the handles I felt a shock.”
After this the picking of strawberries went on until enough had
been gathered. Then they all ate some and went home, and Rose
made the shortcake, Norah helping her.
“I’ll set the shortcake in the back pantry to cool for supper,” said
Norah, when Rose had finished making it, and very proud the little
girl was.
The shortcake was put away and the little Bunkers were
wondering how next they could have some fun when there came a
knock on the kitchen door.
“I wonder who that can be?” said Norah.
CHAPTER XIII
THE SHOE-LACE BOY
Russ, who was nearest the door, went to open it. Afterward Violet
said she thought it might be some of the neighbors coming to ask for
a piece of Rose’s strawberry shortcake. Laddie said later that he
thought it might be Ralph come on the same sort of errand.
Well, it was a boy who had knocked on the door, but it was not
Ralph, the master of Jimsie, the dog, nor was it any boy the Bunker
children had ever seen around Farmer Joel’s place.
It was a “peddler boy,” as Violet called him—a boy with dark hair,
dark complexion, and deep brown eyes, and he carried a pack on his
back and a box slung by a strap in front of him.
“Shoe laces, collar buttons, suspenders, needles, pins—anything
to-day?” asked the peddler boy, rattling out the words so quickly that
Russ could hardly tell one from another.
“Wha—what’s that?” asked the bewildered Russ.
“Want any shoe laces? Any collar buttons—needles—pins—
suspenders—hooks and eyes—court plaster—pocket knives—any
——”
“No, we don’t want anything to-day,” said Norah, advancing to the
door and looking out over Russ’s head.
“How do you know you don’t want anything, Lady?” asked the
peddler boy with a pert and rather smart manner. “I haven’t told you
all I carry yet. I have——”
“But I tell you we don’t want anything!” insisted Norah. “I know
what you have—notions—and we don’t want any because we’re only
visiting here and——”
“I have baggage tags!” interrupted the boy. “If you are only visiting
you’ll want to send your trunks back and you’d better put a tag on. I’ll
show you!” Quickly he opened the box he carried, slung by a strap
about his neck. The other Bunker children, crowding to the door, saw
in the box many of the things the boy had named—pins, needles,
some combs and brushes, and other things.
The boy took out a package of baggage tags, each tag having a
short piece of cord attached to it. These he held out to Norah, at the
same time saying:
“Use these and you never lose any baggage.”
“We take our baggage in the automobile,” said Rose.
“Well, maybe a piece might fall out and if it had a tag on it you
wouldn’t lose it,” said the boy, who spoke in rather a strange manner,
like a foreigner who had recently learned English.
“I tell you we don’t want anything,” said Norah, speaking a little
more sharply.
“What about some letter paper and envelopes?” persisted the boy.
“You could write, couldn’t you, and I sell ’em cheap——”
“No! No! We don’t want a thing, I tell you!” and Norah spoke very
sharply and began to close the door.
“Huh, I guess it wouldn’t be much good to sell you letter paper,”
sneered the boy. “You’re so mean you haven’t any friends that’d
want you to write!”
The door was closed but the words came through.
“Say,” cried Russ, as he struggled to open the door again, “if you
talk like that to our Norah——”
“Never mind,” laughed the good-natured cook. “Such peddlers
aren’t worth answering. He’s angry because we didn’t buy
something. If he had been polite about it I might, but he was too——”
“Too smart! That’s what he was!” finished Rose, and that about
described the shoe-lace peddler.
In the kitchen Norah and the six little Bunkers could hear him
muttering to himself as he walked away, but as Daddy Bunker just
then called the children to give them some picture papers that had
come by mail, they forgot all about the impolite lad.
The Bunker children had fun looking through the illustrated
magazine and they were rather glad to sit down and do this, for
picking the strawberries on the distant hill had been rather tiring.
“I wish supper would soon be ready. I want some of Rose’s
shortcake,” remarked Violet.
“It looked good,” returned Russ. “If it tastes half as good as it
looks, it will be great!”
“I hope it will be good,” said Rose modestly.
Six hungry little Bunkers sat down to the supper table, and pretty
soon there were no more six hungry little Bunkers, for they ate so
many of the good things Norah cooked for them that they were no
longer hungry. But there was still six little Bunkers, and they were
anxious to try Rose’s strawberry shortcake.
“I’ll bring it in to the table and Rose can cut it,” said Norah.
She went to the pantry, but in less than half a minute she came
hurrying back with a strange look on her face.
“What’s the matter?” asked Daddy Bunker. “Did you see a ghost,
Norah?”
“No, sir. But—but—didn’t we put the strawberry shortcake in the
pantry?” she asked Mrs. Bunker.
“Yes, surely,” was the answer. “I saw you put it there to cool.”
“Well, it isn’t there now!” exclaimed Norah.
“Oh, did some one take my lovely strawberry shortcake?” sighed
Rose.
“Russ, you aren’t playing any of your jokes, are you?” asked his
father, somewhat sternly. “Did you take Rose’s shortcake and hide it,
just for fun?”
“No, sir! I never touched her shortcake. I didn’t see it after Norah
put it away!”
“I’ll take a look,” said Mrs. Bunker. “Perhaps Farmer Joel went in
and set it on a higher shelf.”
“No, indeed!” declared Mr. Todd. “I never go into the pantry. That
isn’t my part of the house. And Adam didn’t touch the shortcake, I’m
sure. Did you?” he asked.
Mr. North shook his head.
“I like strawberry shortcake,” he said, “but I’d never think of playing
a joke with the one Rose baked.”
By this time Mrs. Bunker came back from the pantry whither she
had gone to make a search.
“The shortcake isn’t there,” she said.
“Who could have taken it?” asked Norah.
“Maybe Jimsie!” suggested Russ.
“No dog could reach up to the high sill of the pantry window,” said
Mrs. Bunker. “I can see where the cake was placed on the sill, for a
little of the red juice ran out and made a stain. The cake was lifted
out of the window, perhaps by some one from the outside.”
“I’ll have a look!” exclaimed Mr. Bunker.
He hurried outside to the pantry window at the back of the house,
followed by Russ, Rose and the others. Supper was over except for
the dessert, and this finish of the meal was to have been the
shortcake. With this gone—well, there wasn’t any dessert, that’s all!
Mr. Bunker looked carefully under the window, motioning to the
others to keep back so they would not trample in any footprints that
might remain in the soft ground. Carefully Mr. Bunker looked and
then he said:
“Some boy went there, reached in and took the cake.”
“What makes you think it was a boy?” asked Farmer Joel.
“Because of the size of the footprints. They are not much larger
than those Russ would make.”
“I wonder if Ralph was here?” murmured Rose.
“No, I saw Ralph and his Jimsie dog going over to Woodport right
after dinner,” remarked Adam North. “He said he was going to be
gone all day. Ralph didn’t take the cake, nor did his dog Jimsie. Of
that I’m sure.”
“Then I know who it was!” suddenly exclaimed Russ.
“Who?” they all asked.
“That peddler, the shoe-lace boy!” Russ answered. “He was mad
because we wouldn’t buy anything, and he sneaked around and took
Rose’s shortcake off the window sill.”
Russ started toward the road.
“Where are you going?” asked his father.
“I’m going to chase after that shoe-lace boy and make him give
back the strawberry shortcake!” cried Russ.
CHAPTER XIV
THE SHORTCAKE COMES BACK
Before his father could stop him Russ had run out on the porch.
Laddie, too, left his seat and started after his brother.
“Charles!” exclaimed Mrs. Bunker, “are you going to let them go
after that boy? He’s big and might hurt them!”
“I guess Russ and Laddie together are a match for that mean little
peddler,” answered Mr. Bunker. “But perhaps I’d better trail along
after them to see that they don’t get hurt,” he added, getting up. “I
hardly believe, however, that they can catch that peddler. He must
be a long way off by this time.”
The two oldest Bunker boys were already out in the road, looking
up and down for a sight of the shoe-lace peddler.
“Which way do you think he went, Russ?” asked Laddie.
“I don’t know,” was the answer, for the boy who it was thought had
taken Rose’s strawberry shortcake was not in sight. “But here comes
a man driving a team,” Russ went on. “We’ll ask him if he saw this
peddler down the road.”
A neighboring farmer who was known to Russ and Laddie just
then approached Farmer Joel’s house. Mr. Bunker, who was slowly
following his two sons, heard Russ ask:
“Did you see anything of a shoe-lace peddler down the road, Mr.
Harper?”
“A shoe-lace peddler?” repeated Mr. Harper. “Um, let me see now.
Yes, I did pass a boy with a pack on his back down by the white
bridge,” he answered.
“That’s the fellow!” exclaimed Russ. “Come on, Laddie!”
“Charles,” said Mrs. Bunker, following her husband out to the front
gate, the other little Bunkers trailing along behind, “do you really
think you ought to let them go?”
“I don’t see any harm in it,” he answered. “In the first place, I don’t
believe Russ and Laddie will catch that boy. But if they do, I’ll follow
along to see that he doesn’t harm them.”
“And if you need help call on us!” chuckled Farmer Joel, as he and
Adam North began to do the night chores around the place. Farmer
Joel called it “doing his chores,” when he locked the barn, saw that
the hen-house was fastened, and got in kindling for the morning fire.
“Oh, I guess there’ll be no trouble,” said Mr. Bunker.
Rose came hurrying out toward the front gate, running ahead of
her father.
“Where are you going, Rose?” he asked her. “I’m going with Russ
and Laddie,” she answered.
“Oh, no, Rose,” said Mrs. Bunker. “I don’t believe I would.”
“Yes, please!” pleaded Rose. “It was my shortcake that peddler
boy took, and I want to bring it back. Please let me go!”
She seemed so much in earnest about it, and looked so
disappointed when her mother had spoken of keeping her back, that
Daddy Bunker said:
“All right, run along. But don’t get hurt. Your mother and I will come
along after you.”
So it was that Russ, Laddie, and Rose hurried down the country
road after the peddler who it was suspected had taken the cake.
Trailing after them, but coming more slowly, were Mr. and Mrs.
Bunker and the other little Bunkers.
“What shall we do to him, Russ, when we catch him?” asked
Rose, as she jogged along beside her older brother.
“I’ll ask him for the cake, that’s what I’ll do.”
“And if he doesn’t give it up?”
“Then—then—I—I’ll thump him!” exclaimed Russ, doubling up his
fists.
“And I’ll help,” offered Laddie excitedly.
“We-ell, perhaps,” said Rose doubtfully. It sounded to her a little
too boastful.
The white bridge which Mr. Harper had spoken of was about half a
mile down the road from Farmer Joel’s place, and soon after making
a turn in the highway Russ, Rose, and Laddie saw the structure.
“I see some one fishing off the bridge,” remarked Russ. “Maybe it’s
that boy.”
As the three Bunkers came nearer they could see a boy sitting on
the bridge railing, holding a pole from which a line was dangling in
the water that flowed under the bridge. And when the children drew a
little nearer they could make out that the fisher was the shoe-lace
peddler boy.
Almost at the same time that they recognized him, the boy knew
them, and he sprang down from the bridge railing, began winding up
his line and started to pick up his box and basket.
“Here, you! Wait a minute!” ordered Russ.
“I don’t have to wait!” sneered the peddler. “There’s no fish here,
so why should I wait?”
“You’ve got something that we want!” went on Rose, drawing
nearer with Russ, while Laddie began looking about for a club or a
stone.
“You said you didn’t want anything,” grumbled the peddler. “I was
up by your house, and you wouldn’t buy any shoe laces nor collar
buttons yet, so why should it be you come running after me now?”
“Because you have my shortcake!” burst out Rose indignantly.
“You took my strawberry shortcake and I want it back.”
“I should have taken your shortcake, little girl?” cried the boy, as if
greatly surprised. “You are mistaken! Why should you say I have
your shortcake?”
“Because you were the only one around the house after the
shortcake was set in the pantry window to cool,” said Russ boldly.
“And my father saw your footprints under the window.”
“And my father’s coming, and so is my mother, and if you don’t
give my sister back her cake they’ll have you arrested!” threatened
Laddie.
“Oh, your father and mother—they is coming, are they?” asked the
boy, who did not speak very good English. He was not quite so bold
and defiant as at first.
“Yes, they’re coming,” said Russ, looking over his shoulder down
the road. “But if you give up the shortcake there won’t be any
trouble.”
“Why should I have your cake?” cried the boy. “Look you and see
—it is not in mine pockets!” He turned one or two pockets inside out
as he stood on the bridge.
“Pooh! Just as if you could put my big strawberry shortcake in your
pocket!” scoffed Rose.
“It’s in your box or your basket, that’s where it is!” declared Laddie.
And then another thought came to him as he added: “Unless you’ve
eaten it!”
“Oh!” cried Rose, in distress at the thought of her good strawberry
shortcake having been eaten by the shoe-lace peddler.
“I should eat your cake? No! No!” cried the boy, raising his hand in
the air over his head.
“Well, I’m going to have a look in your basket!” threatened Russ,
walking toward the place on the bridge where the peddler boy had
set down the things in which he carried his wares.
“Don’t you touch my basket!” yelled the peddler. “If you open it I
shall a blow give you on the nose!”
He said it in such a funny, excited way that Rose had to laugh, and
Russ said:
“I can give you a hit on the nose, too!”
“You don’t dast!” sneered the peddler.
“Yes, I dare!” insisted Russ.
“And I’ll help him!” added Laddie, who had found a stick.
The peddler boy, who was almost a head taller than Russ, closed
his fists and was walking toward the three Bunker children. Rose felt
her heart beating very fast. She looked back down the road and saw
her father and mother coming, followed by Margy, Mun Bun, and
Violet.
“Oh, here come daddy and mother!” cried Rose.
Instantly a change came over the peddler boy. His fists
unclenched and he smiled in a sickly, frightened sort of way.
“Oh, well, maybe your shortcake did get in my box by mistake,” he
said. “I takes me a look and see.”
Quickly he opened his box, and there, wrapped in a clean paper,
was the strawberry shortcake Rose had made.
“Oh!” cried the little girl, in delight. “Oh, my shortcake has come
back!”
“Huh! I thought you said you didn’t have it!” exclaimed Russ, as
the peddler lad lifted out the cake and handed it to Rose.
“Well, maybe I make a mistake and forget,” said the other.
“Huh, I guess you forgot on purpose!” declared Laddie.
By this time Mr. and Mrs. Bunker had come up. They saw that
Rose had her shortcake again.
“Look here, young man,” said Mr. Bunker sternly to the peddler,
“you mustn’t go about the country stealing things, you know! You
may land in jail if you try that again.”
“It was all a mistake, I tell you!” said the shoe-lace peddler, who
was really older in experience than a boy of his years should have
been. “It was a mistake.”
“What do you mean—a mistake?” asked Mr. Bunker.

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PART 3: Marketing Research and Target Market Analysis 121

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PART 5: Product Decisions 305

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Chapter 1: An Overview of Strategic Marketing 2 Developing Your Marketing Plan 25

PART 2 Environmental Forces and Social and Ethical Responsibilities 57

Chapter 3: The Marketing Environment 58 Developing Your Marketing Plan 86

PART 3 Marketing Research and Target Market Analysis 121

Chapter 5: Marketing Research and I­ nformation 5-3c Collecting Data 130

PART 4 Buying Behavior, Global Marketing, and Digital Marketing 183

8-1b Reseller Markets 217 9-4b Trading Companies 260

PART 5 Product Decisions 305

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Chapter 16: Integrated Marketing Chapter 17: Advertising and Public

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