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Summary
Summary
This edition will address critical changes in marketing concepts and strategy, and shed light on what must be done now to remain competitive in a customer-focused, market-driven economy.
∗ In addition to bringing each chapter up-to-date, this new edition will add numerous current topics such as branding, marketing strategy implementation, sales force deployment, value delivery database marketing, CRM, the rise of both outsourcing and strategic alliances, the challenges of globalization and e-commerce, and the lessons learned from the dot-com debacle.
Author Notes
Frederick E. Webster Jr. recently retired from the Tuck School of Business at Dartmouth, where he held the distinctive Charles Henry Jones Third Century Professorship of Management, and is a Visiting Scholar at the Eller College of Business and Public Administration at the University of Arizona. He has written more than a dozen books, and has published more than seventy articles in academic and management journals
Table of Contents
| 1 Putting the Customer First--Always! | p. 1 |
| The Evolution of Marketing and Business Strategy | p. 3 |
| Customer Orientation as a New Idea | p. 6 |
| Problems in Adopting the Marketing Concept | p. 14 |
| Summary | p. 28 |
| 2 Strategic Planning and Marketing | p. 30 |
| Emergence of Long-Range Strategic Planning | p. 31 |
| PIMS: Profit Impact of Market Strategy | p. 49 |
| Competitor-Centered versus Customer-Centered Planning | p. 56 |
| A New Balance: Customers, Company, and Competitors | p. 57 |
| A Value-Delivery Business Model | p. 60 |
| Summary | p. 63 |
| 3 Marketing As Process: Quality, Service, and Customer Satisfaction | p. 65 |
| Marketing as Process | p. 69 |
| Quality as a Way of Doing Business | p. 78 |
| The SERVQUAL Model | p. 81 |
| Analyzing Customer Needs and Wants | p. 83 |
| Analyzing Competitors through Benchmarking | p. 86 |
| Analyzing Your Company's Internal Resources | p. 88 |
| Measuring Company Performance by Obtaining Customer Feedback | p. 91 |
| Summary | p. 96 |
| 4 Market Targeting and the Value Proposition | p. 97 |
| The Siren Song of Sales Volume | p. 98 |
| Segmenting the Market and Targeting Customers | p. 102 |
| Market Targeting: Selecting Market Segments | p. 106 |
| Positioning: Communicating Value to the Customer | p. 107 |
| Developing the Product Offering | p. 114 |
| Service as Part of the Product Offering | p. 120 |
| Communicating Value to the Target Market | p. 129 |
| Summary | p. 133 |
| 5 Customer Relationship Management | p. 135 |
| Continuum of Customer Relationships | p. 136 |
| Implementing Relationship Marketing | p. 149 |
| Summary | p. 162 |
| 6 Strategic Partnering and Network Organizations | p. 164 |
| Strategic Buyer-Seller Partnerships | p. 166 |
| Developing the Partnering Strategy | p. 178 |
| Strategic Alliances | p. 190 |
| The Value Chain Revisited | p. 193 |
| Marketing Channels as Strategic Alliances | p. 196 |
| Defining the Customer in a Network Organization | p. 197 |
| The "Boundaryless" Organization | p. 198 |
| The Role of Marketing in Network Organizations | p. 202 |
| Summary | p. 209 |
| 7 Organizational Culture and Customer Orientation | p. 212 |
| The Concept of Corporate Culture | p. 213 |
| Five Perspectives on Organizational Culture | p. 218 |
| Corporate Culture, Customer Orientation, and Innovativeness | p. 225 |
| Summary | p. 244 |
| 8 Developing a Customer-Oriented, Market-Driven Company | p. 246 |
| Markets and Marketing Past and Future | p. 248 |
| Marketing to the Global Customer | p. 250 |
| The Value-Delivery Concept of Strategy | p. 252 |
| Managing Customer Loyalty | p. 255 |
| Customer Orientation as Organizational Culture | p. 264 |
| Customer Orientation as Market Intelligence | p. 267 |
| Creating a Learning Organization | p. 268 |
| Strategic Alliances and Network Organizations | p. 270 |
| Summary | p. 274 |
| 9 Implementing the Value-Delivery Concept of Marketing Strategy | p. 276 |
| Guidelines for Implementing the New Marketing Concept | p. 277 |
| Summary | p. 296 |
| Notes | p. 297 |
| Index | p. 309 |
