| 000 | 11118cam a2202317Ii 4500 | ||
|---|---|---|---|
| 001 | 160620 | ||
| 008 | 060103s20102010enka b 001 0 eng d | ||
| 020 | _a0077127137 (paperback) | ||
| 020 | _a9780077127138 (paperback) | ||
| 040 |
_aMEF _beng _erda |
||
| 049 | _aTR-IsMEF | ||
| 050 | 0 | 0 |
_aHF5415.13 _b.H65 2010 |
| 100 | 1 |
_aHollensen, Svend, _eauthor. |
|
| 245 | 1 | 0 |
_aMarketing planning : _ba global perspective / _cSvend Hollensen. |
| 250 | _aSecond edition | ||
| 264 | 1 |
_aMaidenhead : _bMcGraw-Hill Higher Education, _c2010. |
|
| 264 | 4 | _a©2010 | |
| 300 |
_axxiii, 430 pages : _billustrations ; _c25 cm. |
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| 336 |
_atext _2rdacontent |
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| 337 |
_aunmediated _2rdamedia |
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| 338 |
_avolume _2rdacarrier |
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| 504 | _aIncludes bibliographical references and index. | ||
| 520 | _aThe second edition of "Marketing Planning: A Global Perspective" offers students a concise, modern and well-structured introduction to marketing planning. Suitable for modules in Marketing Planning and International Marketing Planning, the book is designed for students at levels 2 and 3 of their marketing degree. The book is characterized by a unique global perspective on the subject of marketing planning, which offers a modern approach to reflect the needs of organizations to deal with customers on a global basis and adapt their marketing plans to the different markets and countries in which their customers operate. In this new edition, key areas such as Corporate Social Responsibility, Global Account Management, Price Bundling and The EU enlargement have all been factored in making this text completely up to date and relevant. | ||
| 650 | 0 |
_aMarketing _xPlanning. |
|
| 900 | _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules | ||
| 910 | _aPandora | ||
| 942 |
_2lcc _cBKS |
||
| 970 | 0 | 1 |
_aPreface, _pxi. |
| 970 | 0 | 1 |
_aGuided tour, _pxvii. |
| 970 | 0 | 1 |
_aTechnology to enhance learning and teaching, _pxix. |
| 970 | 0 | 1 |
_aAcknowledgements, _pxxii. |
| 970 | 0 | 1 |
_aAbout the author, _pxxiii. |
| 970 | 1 | 2 | _tPart 1 Analysis. |
| 970 | 0 | 1 |
_aIntroduction, _p3. |
| 970 | 1 | 1 |
_tWhy prepare a marketing plan?, _p3. |
| 970 | 1 | 1 |
_tThe main stages in developing a marketing plan, _p6. |
| 970 | 0 | 1 |
_aSummary, _p15. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p16. |
| 970 | 0 | 1 |
_aCase study 1: Derby cycles: how should Derby create a marketing plan for penetrating the e-bicycle market?, _p18. |
| 970 | 1 | 2 |
_tAssessing the internal marketing situation, _p23. |
| 970 | 0 | 1 |
_aIntroduction, _p23. |
| 970 | 1 | 1 |
_tMarket orientation view (MOV), _p24. |
| 970 | 1 | 1 |
_tResource-based view (RBV), _p25. |
| 970 | 1 | 1 |
_tMarket driven versus market driving, _p31. |
| 970 | 1 | 1 |
_tMajor sources of competitive advantage: value and costs, _p33. |
| 970 | 0 | 1 |
_aSummary, _p40. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p41. |
| 970 | 0 | 1 |
_aReferences, _p41. |
| 970 | 1 | 1 |
_tCase study 2: AG Barr: Irn-Bru-Scotland's 'other national drink'- is looking for further market shares in the carbonated soft drinks market, _p43. |
| 970 | 1 | 2 |
_tAssesing the external marketing situation, _p48. |
| 970 | 0 | 1 |
_aIntroduction, _p48. |
| 970 | 1 | 1 |
_tPEST analysis, _p49. |
| 970 | 1 | 1 |
_tRelations to actors in the industry value net, _p54. |
| 970 | 1 | 1 |
_tAnalysing buying processes in the B2B market, _p60. |
| 970 | 0 | 1 |
_aSummary, _p62. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p63. |
| 970 | 0 | 1 |
_aReferences, _p63. |
| 970 | 1 | 1 |
_tCase study 3: Suzlon Energy: The Indian wind turbine manufacturer seeks new business opportunities in the world market, _p65. |
| 970 | 1 | 2 |
_tSWOT analysis, _p69. |
| 970 | 0 | 1 |
_aIntroduction, _p69. |
| 970 | 1 | 1 |
_tElements of the SWOT analysis, _p70. |
| 970 | 1 | 1 |
_tMatching and converting in the SWOT matrix, _p72. |
| 970 | 1 | 1 |
_tThe application of the SWOT analysis, _p72. |
| 970 | 1 | 1 |
_tNecessary analyses, _p73. |
| 970 | 1 | 1 |
_tBenefits of and barriers to conducting a SWOT analysis, _p74. |
| 970 | 1 | 1 |
_tMultilevel SWOT analyses, _p77. |
| 970 | 0 | 1 |
_aSummary, _p78. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p78. |
| 970 | 0 | 1 |
_aReferences, _p79. |
| 970 | 1 | 1 |
_tCase study 4: Ducati: the Italian motorbike icon is searching for new markets, _p80. |
| 970 | 1 | 2 | _tPart 2 developing the marketing strategy and programme. |
| 970 | 1 | 2 |
_tStrategic market planning, _p89. |
| 970 | 0 | 1 |
_aIntroduction, _p89. |
| 970 | 1 | 1 |
_tVision and mission statement, _p90. |
| 970 | 1 | 1 |
_tStrategic objectives, _p92. |
| 970 | 1 | 1 |
_tEstimation of the planning gap, and problem diagnosis, _p93. |
| 970 | 1 | 1 |
_tThe search for strategic alternatives for closing the 'planning gap', _p96. |
| 970 | 1 | 1 |
_tEstimating financial consequences, _p107. |
| 970 | 0 | 1 |
_aSummary, _p111. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p111. |
| 970 | 0 | 1 |
_aReferences, _p113. |
| 970 | 0 | 1 |
_aCase study 5: weetabix: attacking Kellogg's in the breakfast cereal market, _p114. |
| 970 | 1 | 2 |
_tThe segmentation process, _p121. |
| 970 | 0 | 1 |
_aIntroduction, _p121. |
| 970 | 1 | 1 |
_tThe benefits and underlying premises of market segmentation, _p122. |
| 970 | 1 | 1 |
_tThe STP (segmentation, targeting and positioning) approach, _p123. |
| 970 | 1 | 1 |
_tSegmenting consumer markets (B2C), _p125. |
| 970 | 1 | 1 |
_tSegmenting business markets (B2B), _p132. |
| 970 | 1 | 1 |
_tSegmenting (screening) international markets and countries, _p138. |
| 970 | 1 | 1 |
_tDifficulties of implementing segmentation in the organization, _p141. |
| 970 | 0 | 1 |
_aSummary, _p142. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p144. |
| 970 | 0 | 1 |
_aReferences, _p144. |
| 970 | 1 | 1 |
_tCase study 6: TAG Heuer: the Swiss watchmaker is segmenting and penetrating the Indian market, _p146. |
| 970 | 1 | 2 |
_tMarketing mix decisions I: product, _p152. |
| 970 | 0 | 1 |
_aIntroduction, _p152. |
| 970 | 1 | 1 |
_tProduct mix decisions, _p153. |
| 970 | 1 | 1 |
_tDifferent product levels, _p154. |
| 970 | 1 | 1 |
_tProduct differentiation, _p157. |
| 970 | 1 | 1 |
_tDifferentiating the augmented product, _p159. |
| 970 | 1 | 1 |
_tBrand equity, _p160. |
| 970 | 1 | 1 |
_tThe NPD process, _p163. |
| 970 | 1 | 1 |
_tBrand stretching, _p166. |
| 970 | 1 | 1 |
_tCo-branding and ingredient branding, _p167. |
| 970 | 1 | 1 |
_tGlobal branding, _p169. |
| 970 | 0 | 1 |
_aSummary, _p170. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p172. |
| 970 | 0 | 1 |
_aReferences, _p172. |
| 970 | 1 | 1 |
_tCase study 7: Dyson Airblade: penetrating the US hand dryer market with a new technology, _p174. |
| 970 | 1 | 2 |
_tMarketing mix decisions II: pricing, _p177. |
| 970 | 0 | 1 |
_aIntroduction, _p177. |
| 970 | 1 | 1 |
_tEnvironmental factors, _p179. |
| 970 | 1 | 1 |
_tGeneral marketing strategy, _p181. |
| 970 | 1 | 1 |
_tPricing objectives, _p181. |
| 970 | 1 | 1 |
_tPricing strategy, _p182. |
| 970 | 1 | 1 |
_tPricing tactics, _p190. |
| 970 | 0 | 1 |
_aSummary, _p191. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p192. |
| 970 | 0 | 1 |
_aReferences, _p193. |
| 970 | 1 | 1 |
_tCase study 8: bang & olufsen: is the image justifying the price level in a time of recession?, _p194. |
| 970 | 1 | 2 |
_tMarketing mix decisions III: distribution, _p200. |
| 970 | 0 | 1 |
_aIntroduction, _p201. |
| 970 | 1 | 1 |
_tThe role of the intermediary, _p201. |
| 970 | 1 | 1 |
_tEntry mode strategy, _p202. |
| 970 | 1 | 1 |
_tDesigning and managing the channel structure, _p204. |
| 970 | 1 | 1 |
_tGlobal distribution channel design, _p212. |
| 970 | 1 | 1 |
_tMultiple channel strategy, _p218. |
| 970 | 1 | 1 |
_tGrey (parallel) distribution, _p223. |
| 970 | 1 | 1 |
_tLogistics, _p228. |
| 970 | 1 | 1 |
_tThe internationalization of retailing, _p231. |
| 970 | 0 | 1 |
_aSummary, _p232. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p233. |
| 970 | 0 | 1 |
_aReferences, _p234. |
| 970 | 1 | 1 |
_tCase study 9: Hennes & Mauritz: successful fashion retailer with one brand store concept, _p235. |
| 970 | 1 | 2 |
_tMarketing mix decisions IV: communication, _p240. |
| 970 | 0 | 1 |
_aIntroduction, _p241. |
| 970 | 1 | 1 |
_tAdvertising, _p242. |
| 970 | 1 | 1 |
_tSales promotion, _p248. |
| 970 | 1 | 1 |
_tPublic relations (PR) and sponsorhip, _p250. |
| 970 | 1 | 1 |
_tInternet promotion, _p252. |
| 970 | 1 | 1 |
_tDirect marketing, _p260. |
| 970 | 1 | 1 |
_tPersonal selling, _p263. |
| 970 | 1 | 1 |
_tPush and pull strategies, _p267. |
| 970 | 1 | 1 |
_tCombining communications and distribution: multi-channel customer, _p268. |
| 970 | 0 | 1 |
_aSummary, _p275. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p275. |
| 970 | 0 | 1 |
_aReferences, _p276. |
| 970 | 1 | 1 |
_tCase study 10: Suntory: 'for relaxing time, make it suntory time', _p278. |
| 970 | 1 | 2 | _tPart 3 implementing and managing the marketing plan. |
| 970 | 1 | 2 |
_tDeveloping and managing customer relationships, _p285. |
| 970 | 0 | 1 |
_aIntroduction, _p286. |
| 970 | 1 | 1 |
_tLoyalty, _p286. |
| 970 | 1 | 1 |
_tSatisfaction of customers and employees, _p289. |
| 970 | 1 | 1 |
_tValue: customer perception of value, _p290. |
| 970 | 1 | 1 |
_tCustomer relationship management (CRM), _p292. |
| 970 | 1 | 1 |
_tOne-to-one marketing, _p296. |
| 970 | 1 | 1 |
_tGlobal account management (GAM), _p298. |
| 970 | 1 | 1 |
_tCreating long-term customer value, _p306. |
| 970 | 0 | 1 |
_aSummary, _p310. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p311. |
| 970 | 0 | 1 |
_aReferences, _p311. |
| 970 | 1 | 1 |
_tCase study 11: Embraer: Are B2B buyer-seller relationships relevant in the business jet industry?, _p313. |
| 970 | 1 | 2 |
_tOrganizing and implementing the marketing plan, _p324. |
| 970 | 0 | 1 |
_aIntroduction, _p325. |
| 970 | 1 | 1 |
_tThe process of developing the international marketing plan, _p325. |
| 970 | 1 | 1 | _tE-marketing and its effect on the international marketing mix, p325. |
| 970 | 1 | 1 |
_tWriting the international marketing plan document, _p333. |
| 970 | 1 | 1 |
_tBarriers impeding the implementation of marketing plans, and what to do about them, _p343. |
| 970 | 1 | 1 |
_tOrganization structures for international marketing efforts, _p345. |
| 970 | 1 | 1 |
_tThe role of internal marketing, _p351. |
| 970 | 0 | 1 |
_aSummary, _p353. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p354. |
| 970 | 0 | 1 |
_aReferences, _p355. |
| 970 | 1 | 1 |
_tCase study 12: Victoria Secret: looking for new business opportunities in the European lingerie market, _p356. |
| 970 | 1 | 2 |
_tBudgeting and control, _p371. |
| 970 | 0 | 1 |
_aIntroduction, _p371. |
| 970 | 1 | 1 |
_tMarketing productivity and econmic results, _p372. |
| 970 | 1 | 1 |
_tMarketing budgeting, _p372. |
| 970 | 1 | 1 |
_tControlling the marketing programme, _p386. |
| 970 | 0 | 1 |
_aSummary, _p386. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p388. |
| 970 | 0 | 1 |
_aReferences, _p388. |
| 970 | 1 | 1 |
_tCase study 13: Music world entertainment (MWE): New worldwide organizational structure and the marketing planning and budgetting of Beyonce s new album, _p390. |
| 970 | 1 | 2 |
_tEthical, social and environmental aspects of marketing planning, _p397. |
| 970 | 0 | 1 |
_aIntroduction, _p398. |
| 970 | 1 | 1 |
_tCorporate social responsibility (CSR), _p398. |
| 970 | 1 | 1 |
_tEthics, _p399. |
| 970 | 1 | 1 |
_tSocial marketing, _p402. |
| 970 | 1 | 1 |
_tEnvironmental/green issues, _p405. |
| 970 | 0 | 1 |
_aSummary, _p411. |
| 970 | 0 | 1 |
_aQuestions for discussion, _p411. |
| 970 | 0 | 1 |
_aReferences, _p411. |
| 970 | 1 | 1 |
_tCase study 14: (RED) fighting AIDS in African through alliances, _p413. |
| 970 | 0 | 1 |
_aIndex, _p418. |
| 999 |
_c5041 _d5041 |
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| 003 | KOHA | ||