Philip Kotler

Social marketing: an approach to planned social change.

Can marketing concepts and techniques be effectively applied to the promotion of social objectives such as brotherhood, safe driving, and family planning? The applicability of marketing concepts to...

Broadening the concept of marketing.

Marketing in business is the task of finding and stimulating buyers for a firmss output. Product development, pricing, distribution, and communication are the mainstays of marketing, while progressive firms also develop new products and chart the trends and changes in peoples needs and desires. Marketing can either apply its knowledge to social problems and organizations or remain in a narrowly defined business activity. Every organization has basically the same functions: personnel management, production, income, and promotion, which are using modern marketing skills in commercial sectors. Suppliers and consumers are needed by all organizations. In Canada a group wished to promote an antismoking campaign but they had little money compared to the tobacco companies. This group used modern marketing techniques to combat their lack of funds and found many ways, e.g., books, articles. A business firm uses a multitude of marketing tools to sell its product. Nonbusiness organizations frequently do not integrate their programs the way the businesses place all activities under one marketing vice president and department. Astute marketing depends on continuous feedback from consumers and suppliers. They are dependent upon up-to-the-minute research that tells them about changes in the environment and moves of competitors. Nonbusiness organizations are often casual about the research upon which they base their vital decisions.

Marketing in the network economy

As the twenty-first century dawns, marketing is poised for revolutionary changes in its organizational context, as well as in its relationship with customers. Driven by a dynamic and knowledge-rich...

Strategic marketing for educational institutions

1. The Education Marketplace. 2. Providing Quality Service, Value, and Customer Satisfaction. 3. Identifying and Researching Marketing Issues. 4. The Marketing Planning Process. 5. Analyzing and Adapting to the Environment. 6. Defining Institutional Resources and Direction. 7. Formulating Market Strategy. 8. Measuring and Forecasting Market Size. 9. Segmenting, Selecting, and Appealing to Markets. 10. Understanding Consumers. 11. Designing Educational Programs. 12. Pricing Educational programs. 13. Delivering Educational Programs and Services. 14. Communicating with Markets. 15. Attracting and Retaining Students. 16. Attracting Resources. 17. Evaluating Marketing Performance.

From market driven to market driving

Firms are constantly exhorted to become more market driven. However, our study of 25 pioneering companies (e.g. Body Shop, IKEA, Tetra Pak) whose success has been based on radical business innovation indicates that such companies are better described as market driving. While market driven processes are excellent in generating incremental innovation, they rarely produce the type of radical innovation which underlies market driving companies. Market driving companies, who are generally new entrants into an industry, gain a more sustainable competitive advantage by delivering a leap in customer value through a unique business system. Market driving strategies entail high risk, but also offer a firm the potential to revolutionize an industry and reap vast rewards. Although established companies face four major obstacles in developing and launching radical market driving business ideas, we offer several recommendations to help established companies overcome these obstacles and become more market driving.

Strategic Planning for Higher Education.

At least one demographic impact will be positive. Institutions will be compelled to become more introspective and analytical, to undertake longrange planning, something they did not have to do in good times. They will be forced to set priorities and develop strategies, overcome institutional inertia and make long-overdue choices-for example, to identify areas of growing student interest and create new programs to replace those for which demand may have fallen off. A consumer orientation will benefit higher education. [17, p. 23]

The marketing of social causes: the first 10 years.

Social marketing, the application of marketing thinking and tools to the promotion of social causes, has proved successful in effectively promoting beneficial social change, and is expected to grow in scope, scale, and effectiveness. It has evolved through social advertising and social communication, and is increasingly employed by a growing number or organizations and government agencies. Increasingly, social communication and marketing are being added to social advertising. Family planning, heart disease prevention, and other health cases are cited as examples of the range and impact of social marketing applications. As advances in conceptualizing social marketing problems and evaluating the impacts of social marketing programs make them more effective, social marketing specialists should be expected to work on a wider range of social causes with increasing sophistication. The evaluation of social marketing is discussed. Situations calling for social marketing are also explored, program accomplishments outlined, and criticisms and obstacles examined.

Being known or being one of many: the need for brand management for business‐to‐business (B2B) companies

Purpose – This analysis aims to examine the need of business‐to‐business companies for branding and analyzes the options for success by means of the stock performance.Design/methodology/approach – The paper consists of a qualitative and quantitative pilot study and a quantitative main survey.Findings – Long‐term branding strategies, brand performance and firms business performance are found to be positively correlated with stock increase. Current brand focus and use of guiding principles can lead to improved business performance.Research limitations/implications – The study has possible location‐ and industry‐specific limitations.Practical implications – Managerially, the findings encourage firms to adopt a long‐term branding strategy, focusing not only on brand development.Originality/value – By systematically examining relationships between branding strategy and performance of the global firms, this study adds knowledge to the field of B2B brand research.

The Asian Apocalypse: Crisis Marketing for Consumers and Businesses

Abstract Analyses of consumers from various Asian countries indicate falling confidence and a tightening of belts during the recession. Strategies employed by consumers to tide them over the economic crisis include: more comparative shopping; delaying purchases of expensive items; placing more emphasis on product durability and functionality; switching to lower end and local brands; developing a product life cycle–cost perspective; relying more on informative and less on imagery-based advertisements; and buying more often at discount stores. Businesses face cash flow challenges as banks and suppliers are less willing to provide favourable financial terms, whilst customers default more or buy less. Effective strategies that will help businesses during this period include expanding into crisis-resistant markets such as non-Asian and youth markets; introducing ‘fighter’ lines; maintaining prices while augmenting existing products; developing adaptive positioning; using informative advertisements; and pruning marginal channels.

Crisis in the Arts: The Marketing Response

The nonprofit performing arts industry in America, along with many performing arts organizations around the world, are facing crises on a variety of fronts. Accordingly, arts organizations must learn new ways to attract the resources they need to sustain their mission and quality. Arts managers must improve their skills in increasing and broadening their audience base, improving accessibility to various art forms, and learning how to better meet the needs of specific audience segments and contributors. To accomplish this, they must develop a better understanding of their own business and of the interests, attitudes, and motivations of their customers. They must professionalize their marketing and management skills and learn to be accountable to all their publics: their artists, their funders, and their audiences. Then they can create offerings, services, and messages to which the target audience will enthusiastically respond, without compromising their artistic integrity.