Market Based Management 6th Edition by Roger Best – Ebook PDF Instant Download/Delivery: 0130387754 , 978-0130387752
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ISBN 10: 0130387754
ISBN 13: 978-0130387752
Author: Roger Best
Measuring performance and profitability in marketing is becoming more and more important in the business world. Best focuses on marketing performance, and profitability, and the role marketing strategies play in building the profits of a business.
This edition further builds on the metrics and analytics focus, while incorporating the rise of technology in marketing.
Market Based Management 6th Table of contents:
Part I Market Orientation and Marketing Performance
Chapter 1 Customer Focus, Customer Performance, and Profit Impact
Customer Focus and Profitability
How to Underwhelm Customers and Shareholders
Customer Focus, Customer Satisfaction, and Profitability
American Customer Satisfaction Index
Building a Strong Customer Focus
Customer Leadership
Voice of the Customer
Customer Metrics
Customer Satisfaction—A Key Marketing Performance Metric
Measuring Customer Satisfaction
A Wide-Angle View of Customer Satisfaction
De-averaging Customer Satisfaction and Customer Profitability
Managing Customer Dissatisfaction
Dissatisfied Customer Revenge and the Use of Social Media
Profit Impact of Customer Dissatisfaction
Profit Impact of Customer Retention
Customer Satisfaction and Customer Retention
Estimating Customer Retention
Customer Retention and Customer Life Expectancy
Customer Lifetime Value
Customer Loyalty
Measuring Customer Loyalty
Customer Loyalty Classifications
Loyal Customers
Loyal Customers—Range of Behaviors
Repeat Customers
Repeat Customers—Range of Behaviors
Captive Customers
Captive Customers—Range of Behaviors
New Customers
New Customers—Range of Behaviors
Unprofitable Customers
Unprofitable Customers—Range of Behaviors
Managing Customer Loyalty
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Appendix 1.1 Present Value Table
Chapter 2 Marketing Metrics and Marketing Profitability
Measuring Performance
Applying Marketing Metrics
A Marketing-Metrics-Based Strategy
Marketing Metrics
Financial Metrics versus Marketing Metrics
Internal versus External Metrics
Forward-Looking versus Backward-Looking Metrics
External Marketing Metrics
Net Marketing Contribution—A Marketing Profitability Metric
Marketing and Sales Expenses
Estimating Marketing and Sales Expenses
Marketing Profitability Ratio Metrics
Marketing Profitability and Product Line Management
Managing Marketing Profitability—A Product Focus
Managing Marketing Profitability—A Customer Focus
Profit Impact of Marketing Strategies
Market Growth Strategy
Market Share Strategy
Customer Revenue Strategy
Cost Reduction Strategy
Advertising Strategy
Channel Strategy
Benchmarking Marketing Profitability
Benchmarking Marketing ROS
Benchmarking Marketing ROI
Benchmarking Company Marketing Profitability Metrics
Managing Marketing Profitability
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Appendix 2.1 Companies Represented in Figure 2-24
Part II Market Analysis
Chapter 3 Market Potential, Market Demand, and Market Share
Market Definition—What Business Are We In?
Broad Market Definition
Narrow Market Definition
Market Potential
How Innovation Changes Market Potential
Market Development Index
Managing Market Growth
Untapped Market Potential
Unaffordable
Unrecognized Need
Lack of Awareness
Lacks Desired Performance
Consumers Lack Skills to Use
Insufficient Infrastructure
Unavailability
Market Potential and Market Growth
Accelerating Market Growth
Customer Adoption Forces
Product Adoption Forces
Product-Market Versus Product Life Cycle
Product Life Cycle, Market Demand, and Profits
Market Demand and Prices
Product Life-Cycle Margins and Marketing Expenses
Product Life-Cycle Sales and Gross Profits
Market Share Performance Metrics
Building a Market Share Performance Tree
Market Share Index
Market Share Potential Index
Share Development Index
Growth Opportunity Portfolio
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 4 The Customer Experience and Value Creation
The Total Customer Experience
The Customer Experience—Actual versus Ideal
The Customer Experience of Lead Users
Reverse Innovation—Invent to Order
Managing Customer Touch Points
Mass Collaboration and Crowdsourcing
Mass Collaboration
Prosumers—Customers as Co-Inventors
Partnerships—Engaging Professionals
Suppliers—Leveraging Supplier Participation
Employees—An Under-Leveraged Opportunity
Crowdsourcing
Life-Cycle Cost and Customer Value
Price Paid
Acquisition Costs
Usage Costs
Financing and Insurance Costs
Maintenance Costs
Disposal Costs
Price-Performance and Value Creation
Relative Performance
Perceived Customer Value
Perceived Performance and Value Creation
Perceived Product Performance
Perceived Service Quality
Perceived Company or Brand Reputation
Overall Performance Index
Cost of Purchase Index
Perceived Customer Value Index
Emotional Benefits and Value Creation
Emotional Benefits and Psychological Value
Brand Personality and Value Creation
Identifying Value Drivers
Customer Preferences
Customer Value
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Appendix 4.1 Trade-Off Analysis Computations
Chapter 5 Market Segmentation and Segmentation Strategies
Needs-Based Market Segmentation
Customer Needs, Price, and Product Benefits
Customer Needs
Forces That Shape Consumer Market Needs
Demographic Influences
Lifestyle Influences
Usage Behaviors
Example: Toothpaste Market Segmentation
Forces That Shape Business Market Needs
Firm Demographics
Company Culture
Usage Behaviors
Needs-Based Market Segmentation—Process
The Demographic Trap
Needs-Based Market Segments
Segment Identification
Segment Attractiveness
Market Demand
Competitive Intensity
Market Access
Segment Profitability
Segment Positioning
Segment Strategy Acid Test
Segment Marketing Mix Strategy
Segmentation Strategies
Mass-Market Strategy
Large-Segment Strategy
Adjacent-Segment Strategy
Multi-Segment Strategies
Small-Segment Strategy
Niche-Segment Strategies
Subsegment Strategies
Customer Relationship Marketing
Customer Value versus Company Value
Database Marketing
Mass Personalization
Mass Customization
Customer Relationship Management
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 6 Competitive Position and Sources of Advantage
Competitive Advantage
Sustainable Advantage
Sources of Competitive Advantage
Cost Advantage
Variable Cost Advantage
Marketing Cost Advantage
Operating Cost Advantage
Differentiation Advantage
Product Advantage
Service Advantage
Reputation Advantage
Marketing Advantage
Market Share Advantage
Product Line Advantage
Channel Advantage
Knowledge as a Source of Advantage
Competitor Intelligence
Identifying the Benchmark Competitors
Competitor Analysis
Obtaining Competitor Intelligence
A Sample Competitor Analysis
Competitive Benchmarking
Industry Analysis
Barriers to Entry
Barriers to Exit
Customer Buying Power
Supplier Selling Power
Product Substitutes
Competitive Rivalry
The Prisoner’s Dilemma
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Appendix 6.1 Competitive Position and Customer Value for 10 Competing Mid-Size SUVs
Appendix 6.2 Estimating an Experience Curve Coefficient and the Percent Experience Curve
Part III Marketing Mix Strategies
Chapter 7 Product Positioning, Branding, and Product Line Strategies
Brand Expansion Strategies
Fighter Brands
Product Positioning
Product Positioning and Market Share
Product Positioning Strategies
Product Positioning and Differentiation
Product Performance and Differentiation
Product Quality Requirements
Product Performance Differentiators
Product Performance Enhancements
Product Performance Emotional Enhancements
Service Quality and Differentiation
Service Quality Requirements
Service Quality Differentiators
Service Quality Enhancements
Service Quality Emotional Enhancements
Brand Differentiation
Low Cost of Purchase
Low-Price Position
Lower Ownership Costs
Branding and Brand Management Strategies
Brand Identity
Brand Encoding
Company and Product Name
Company and Brand Name
Umbrella Brand and Subbrands
Brand Name and Product/Benefit
Brand Name Only
Brand Name Development
Creating a New Brand Name
Protecting Your Brand Name and Intellectual Property
Brand Equity
Brand Assets
Brand Liabilities
Brand Equity
Brand and Product Line Strategies
Product Line Development
Umbrella Brands and Product Line Extensions
Product Line Extensions
Vertical Brand Extensions
Horizontal Brand Extensions
New Product-Market Brand Extensions
Cobranding
Bundling and Unbundling Strategies
Product Bundling
Product Unbundling
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 8 Value-Based Pricing and Pricing Strategies
Apple’s Pricing Strategies
Cost-Based Pricing Versus Market-Based Pricing
Cost-Based Pricing: Underpricing and Lower Profits
Cost-Based Pricing: Overpricing and Lower Profits
Value Pricing
Understanding Total Cost of Ownership
Value-in-Use Pricing
Life-Cycle Value Pricing
Perceived-Value Pricing
Performance-Based Pricing
Customerization Value Pricing
Product Life-Cycle Pricing Strategies
Skim Pricing
Single-Segment Pricing
Penetration Pricing
Low-Cost-Leader Pricing
Multi-Segment Pricing
Plus-One Pricing
Reduce-Focus Pricing
Harvest Pricing
Pricing and Profitability
Price Elasticity and Profitability
Inelastic Price Management
Elastic Price Management
Price and Break-Even Analysis
Price and Break-Even Volume
Price and Break-Even Market Share
Product Line Pricing
Pricing Substitute Products
Pricing Complementary Products
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 9 Marketing Channels and Channel Mapping
Channel Value Proposition
Channel Mapping
Consumer and Business Channels
Marketing Channel Performance
Customer Reach and Digital Marketing Channels
Operating Efficiency
Service Quality
Alternative Marketing Channels
Direct Channels
Indirect Channels
Mixed Channels
B2C Channels
B2B Channels
B2B and B2C Marketing Channels
Marketing Channels that Improve Customer Value
Product Performance
Service Quality
Company or Brand Reputation
Managing Customer Interaction
Improving Cost Efficiency
Marketing Channels and Competitive Advantage
Sales Force Advantage
Sales Productivity
Distribution Advantage
Profit Impact of Alternative Marketing Channels
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 10 Marketing Communications, Social Media, and Customer Response
Marketing Communications and Customer Response
Brand-Image Communications
Brand-Information Communications
Brand-Action Communications
Digital Marketing Communications
Digital Media Marketing Analytics
Social Media Marketing Communications
New Communications Paradigm
Customer Connectivity and Engagement
Social Media: New Communications Platforms and Challenges
YouTube
Blogs
Leveraging Social Media Tools
Social Media Marketing Metrics
Marketing Communications
Customer Response Index
Improving Customer Response
Building Customer Awareness and Comprehension
Media Selection and Customer Awareness
Message Frequency and Customer Awareness
Ad Copy and Customer Response
Message Reinforcement
Pulsing
Heavy-Up Message Frequency
Stimulating Customer Action
Pull Versus Push Communications Strategies
Pull Communications and Customer Response
Advertising Elasticity
Advertising Carryover Effects
Promotional Price Elasticity
Push Communications and Customer Response
Trade Promotions and Customer Response
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Part IV Strategic Marketing
Chapter 11 Portfolio Analysis and Strategic Market Planning
Portfolio Analysis and Strategic Market Planning
Portfolio Analysis Models
Strategic Market Planning
Product Life Cycle/Market Share Portfolio
GE/McKinsey Portfolio Analysis
Market Attractiveness
Competitive Position
Portfolio Analysis and Strategic Market Plans
Offensive Portfolio Strategy
Defensive Portfolio Strategy
Portfolio Diversification
Two Levels of Diversification
Marketing Mix Strategy and Performance Plan
Marketing Mix Strategy
Performance Plan
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 12 Offensive Strategies
Apple’s Product Portfolio and Offensive Growth
Strategic Market Plans
Offensive Strategic Market Plans
Offensive Core Strategy I: Invest To Grow Sales
Offensive Strategy IA: Grow Market Share
Offensive Strategy IB: Grow Revenue per Customer
Offensive Strategy IC: Enter New Market Segments
Offensive Strategy ID: Expand Market Demand
Offensive Core Strategy II: Improve Competitive Position
Offensive Strategy IIA: Improve Customer Loyalty and Retention
Offensive Strategy IIB: Improve Differentiation Advantage
Offensive Strategy IIC: Lower Cost/Improve Marketing Productivity
Offensive Strategy IID: Build Marketing Advantage
Offensive Core Strategy III: Enter New Markets
Offensive Strategy IIIA: Enter Related New Markets
Offensive Strategy IIIB: Enter Unrelated New Markets
Offensive Strategy IIIC: Enter New Emerging Markets
Offensive Strategy IIID: Develop New Markets
When Growth Stalls
Rebounding with an Offensive Growth Strategy
Choosing Offensive Strategic Market Plans
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 13 Defensive Strategies
Defensive Strategic Market Plans
Defensive Core Strategy I: Protect Position
Defensive Strategy IA: Protect Market Share
Investing to Protect Position in Growth Markets
Investing to Protect a High-Share Position
Investing to Protect a Follower Share Position
Investing to Protect a Niche Share Position
Defensive Strategy IB: Build Customer Retention
Defensive Core Strategy II: Optimize Position
Defensive Strategy IIA: Maximize Net Marketing Contribution
Defensive Strategy IIB: Reduce Market Focus
Defensive Core Strategy III: Monetize, Harvest, or Divest
Defensive Strategy IIIA: Manage for Cash Flow
Defensive Strategy IIIB: Harvest or Divest for Cash Flow
Harvest Price Strategy
Harvest Marketing Resources Strategy
Divest Market Strategy
Choosing Defensive Strategic Market Plans
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Part V Marketing Plans and Performance
Chapter 14 Building a Marketing Plan
Creativity Versus Structure
Benefits of Building a Marketing Plan
Identifying Opportunities
Leveraging Core Capabilities
Adopting a Reduce-Market-Focus Strategy
Resource Allocation
Building a Performance Roadmap
Building a Marketing Plan
Part I: Situation Analysis—Where are We Now?
Step 1: Assess Current Situation
Current Performance
Market Demand
Customer Performance
Industry Attractiveness and Competition
Share Performance Metrics
Competitive Position and Customer Value
Step 2: Perform SWOT Analysis
Part II: Marketing Strategy—Where Do We Want to Go?
Step 3: Develop a Strategic Market Plan
Key Issues
Step 4: Develop a Marketing Strategy
Market Share and Share Performance Metrics
Competitive Positioning Strategy
Channel Strategy
Communications Strategy
Part III: Performance Plan—What is the Expected Impact?
Step 5: Develop a Revenue Plan and Marketing and Sales Budget
Revenue Plan
Marketing and Sales Budget
Percent-of-Sales Marketing and Sales Budget.
Customer-Mix Marketing and Sales Budget.
Bottom-Up Marketing and Sales Budget.
Step 6: Marketing Profit Plan
Break-Even Analysis
Income Statement
Step 7: Performance Review
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 15 Marketing Metrics, Performance, and Strategy Implementation
Marketing Metrics and Performance
Barriers to Getting Started in Using Marketing Metrics
Usage Barrier I: “They are too complex and too difficult to use.”
Usage Barrier II: “They do not solve my business’s problems.”
Usage Barrier III: “There are too many; I don’t know where to start.”
Usage Barrier IV: “I do not have the data nor the budget to gather the data.”
Usage Barrier V: “I do not have the time for this type of work.”
Getting Started with Marketing Metrics
Forward-Looking Versus Backward-Looking Metrics
Forward-Looking Marketing Performance Metrics
Backward-Looking Marketing Performance Metrics
Successful Strategy Implementation
Managing Successful Strategy Implementation
Owning the Marketing Plan
Detailed Action Plans
Champion or Ownership Team
Compensation
Management Involvement
Supporting the Marketing Plan
Time to Succeed
Resource Allocation
Communication
Skills to Succeed
Adapting the Marketing Plan
Continuous Improvement
Feedback Measurements
Persistence
Adaptive Rollout
Assessing the Implementation of a Marketing Plan
Variance Analysis
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Chapter 16 Market-Based Management and Financial Performance
Financial Impact of Marketing Profitability
Basic Inputs to Marketing Profits and Profitable Growth
Market Demand
Market Share
Revenue per Customer
Percent Margin
Marketing and Sales Expenses
Customer Performance Metrics and Profitability
Customer Satisfaction
Customer Retention
Marketing Profits and Financial Performance Metrics
Return on Sales
Return on Assets
Marketing Assets
Return on Equity
Return on Capital
Shareholder Metrics
Market-Based Management
Summary
Market-Based Strategic Thinking
Marketing Performance Tools and Application Exercises
Notes
Glossary
Index
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