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Definition of Marketing
The process by which companies create value for customers and build strong
customer relationships in order to capture value from customers in return Philip
Kotler
Marketing is the process of communicating the value of a product or service
to customers, for the purpose of selling that product or service. as defined in
Wikipedia.

Many people think of marketing only as selling and advertising. And no wonder
everyday we are bombarded with television commercials, direct mail offers, sales
calls and internet pitches. However, selling and advertising are only the tip to the
marketing iceberg.
Today, marketing must be understood not in the old sense of making a sale- telling
and selling- but in the new sense of satisfying customer needs. If the marketer does
a good job of understanding consumer needs, develop products that provide
superior value and prices, distributes and promotes them effectively, these products
will sell very easily. Thus, selling and advertising are only part of a larger marketing
mix- a set of marketing tools that work together to satisfy customer needs and build
customer relationships.
[Ref: Principles of marketing by Philip Kotler,11
th
edition, Page: 5]

Another definition of marketing quoted from Philip Kotler Marketing is managing
profitable customer relationships. The twofold goal of marketing is to attract new
customers by promising superior value and to keep and grow current customers by
delivering satisfaction
Example of a real marketing is given below:




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Kingfisher Airlines: Flying the Good Times
Kingfisher Airlines started its operations in the Indian skies in 2005. Soon, it became
the facorite airline of most frequent fliers. It offered a number of services to its
guests as Dr. Vijay Maliya, Chairman, Kingfisher Airlines, prefers to call Kingfisher
passengers. It takes some time for the experience to sink in for the first time fliers of
kingfisher. The hospitality, the in flight entertainment, the specially designed
gourmet cuisine, the warmth and courteous service- both at the airport and inside
the flight- usually take them by surprise.
The guests start noticing the difference the moment they arrive at the airport. A
valet receives them as soon as they get off their cars. He takes their bags and leads
them to the check in counter. Here again, the guest notice another difference.
Kingfisher ensures that the guests spend minimum time in the queue before
checking in. A smartly dresses girl at the check in counter welcomes them and
promptly issues the boarding passes. All aircrafts of kingfisher are equipped with LCD
screens behind every seat to offer personalized entertainment to every guest. The
smart and courteous in flight crew is willing to help guest promptly.
Kingfisher aims at delighting its guests in terms of everything- comfort,
entertainment, cuisine, and in-flight service. It promises to offer world class
experience to its guests and to take air travel beyond just getting from here to there.
The kingfisher experience is designed to be Efficient yet warm. Stylish yet
comfortable. And convenience in-built at every step. In short it knows what its
guests want and exceeds their highest expectations.
Along with convenient flight schedules and punctuality, Kingfisher knows how to
price its service competitively. Kingfisher is quite competitively priced compared to
its closet full service competitor. Its fleet consists of Airbus- A320s, which have wider
bodies compared to Boeing 737s. this offer more legroom and elbow space, adding
to passenger comfort.
Kingfisher was the first airline to install screens in every seat for entertainment, and
recorded sports, music, fashion and business content is played on its fun TV channels
as well as its own Kingfisher radio.
[Ref: Principles of Marketing by Philip Kotler, 13
th
edition, page: 15]


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History of Marketing
The origins of the concept of marketing have their roots with the Italian
economist Giancarlo Pallavicini in 1959. These roots are accompanied by the initial
in-depth market research, constituting the first instruments of what became the
modern marketing, resumed and developed at a later time by Philip Kotler. Giancarlo
Pallavicini introduces, the following definitions: Marketing is defined as a social and
managerial process designed to meet the needs and requirements of consumers
through the processes of creating and exchanging products and values. It is the art
and science of identifying, creating and delivering value to meet the needs of a target
market, making a profit : delivery of satisfaction at a price.
[ Ref: wikipedia.org]



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A Modern Marketing System:








Major environmental forces


This figure shows the main elements in a marketing system. Marketing involves
serving a market of final consumers in the face of competitors. The company &
competitors research the market & interact with consumers to understand their
needs. Then they create & send their market offerings & messages to consumers,
either directly or through marketing intermediaries. All of the parties in the system
are affected by major environmental forces (demographic, economic, physical,
technological, political/legal, & social/ cultural).
Each party in the system adds value for the next level. All of the arrows represent
relationship that must be developed & managed. Thus, a companys success at
building profitable relationships depends not only on its own actions but also on how
well the entire system serves the needs of final consumers. Wal-Mart cannot fulfill its
promise of low prices unless its dealers provide merchandise at low costs.

[ Ref: Principles of marketing by Philip Kotler, 13
th
edition, Page: 8]


Suppliers Company
Competitors
Marketing
Intermediates
Consumers
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Core Marketing Concept:
I. Need: Stated of felt deprivation
II. Want: The form human needs take as shaped by culture and individual
personality.
III. Demand: Human wants that are backed by buying power.
IV. Product: A marketing offer offered to a market to satisfy a need or want.
V. Service: A marketing offer offered to a market to satisfy a need or want.
VI. Exchange: The act of obtaining a desired object from someone by offering
something in return.
VII. Transaction
VIII. Market: The set of actual and potential buyers of a product or service.






[Ref: Principles of Marketing by Philip Kotler, 11
th
edition, page: 6,7,8]

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Marketing Management
The art and science of choosing target markets and building profitable relationships
with them.

Marketing Management Orientations
The Production Concept
The idea that consumers will favor products that are available and highly affordable.
The Production concept holds that consumers will favor products that offer the most
in quality, performance & innovative features. Under this concept, marketing
strategy focuses on making continuous product improvement.

The Product Concept
The idea that consumers will favor products that offer the most in quality,
performance, and features and that the organization should therefore devote its
energy to making continuous product improvements.

The Selling Concept
The idea that consumers will not buy enough of the firms products unless it
undertakes a large scale selling and promotion effort. The selling concept is typically
practiced with unsought goods those that buyers do not normally think of buying
such as insurance or blood donations. These industries must be good at tracking
down prospects & selling them on product benefits. Such aggressive selling,
however, carreis high risks. It focuses on creating sales transactions rather than on
building long-term, profitable customer relationships.
The Marketing Concept
The marketing management philosophy that holds that achieving organizational
goals depends on knowing the needs and wants of target markets and delivering the
desired satisfactions better than competitors do. Instead of a product-centered
make & sell philosophy, the marketing concept is a customer-centered sense &
respond philosophy. The job is not to find the right customers for your product but
to find the right products for your customers.
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The Societal marketing concept
A principle of enlightened marketing that holds that a company should make good
marketing decisions by considering consumers wants, the companys requirements,
consumers long-run interests, and societys long run interests.
[Ref: Principles of Marketing by Philip Kotler, 11
th
edition, page: 9-11]
The social marketing concept holds that the organizations task is to determine the
needs, wants, and interests of a target market and to deliver the desired satisfactions
more effectively and efficiently than competitors in a way that preserves or enhances
the consumers and the societys well-being. Therefore, marketers must endeavor to
satisfy the needs and wants of their target markets in ways that preserve and
enhance the well-being of consumers and society as a whole. It is closely linked with
the principles of corporate social responsibility and of sustainable development.

Objectives
Various attempts to define the
objectives of societal marketing have
been noted, such as:
"Social responsibility implies that a
business decision maker... is obliged
to take actions that also protect and
enhance society's interests.
"Business has the responsibility to
help [the consumer] .... It s the duty
of business to promote
proper consumption values.
"Business leaders are mandated to adopt roles of leadership in the advancement
of our society to new levels of moral conduct.
[Ref:Wikipedia.org]



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The Selling Concept Vs the Marketing Concept









Those figures contrasts the selling concept and the marketing concept. The selling
concept takes an inside out perspective. It starts with the factory, focuses on the
companys existing products, and calls for heavy selling and promotion to obtain
profitable sales. It focuses primarily on customer conquest getting short term sales
with little concern about who buys or why.
Starting Point
Factory
Focus
Existing products
Means
selling and
promoting
Ends
Profits through
sales volume

Starting Point
Market
Focus
Customer needs
Means
Integrated
marketing
Ends
Profits through
customer
satisfaction
The selling concept
The Marketing Concept
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In contrast, the marketing concept takes an outside-in perspective. The marketing
concept starts with a well defined market, focuses on customer needs, and
integrates all the marketing activities that affect customers. In turn, it yields profits
by creating lasting relationships with the right customers base on customer value
and satisfaction.
Implementing the marketing concept often means more than simple responding to
customers stated desires and obvious needs. Customer-driven companies research
current customers deeply to learn about their desires, gather new product and
service ideas, and test propose product improvements. Such customer driven
marketing usually works well when a clear need exists and when customers know
what they want.

















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Sustainable Marketing: The Future Marketing Concept (IP Case)
What image comes to mind when you hear the words industrial corporation?
Pollution-belching smoke stacks? Strip-mined landscapes? Chemicals seeping into
water supplies? Now think about the words environmental steward. What comes to
mind? Although that label might not seem compatible, the truth is that changes in
regulations, combined with pressure from environmental and consumer groups,
have forced most industrial companies to become more socially responsible. But at
least one company has had social responsibility as a core value since it started
business more than 110 years ago. That company is International Paper (IP). Today, it
is considered by many to be the most socially responsible company in the world. You
may not know much about IP, but it makes products that you use every day. It makes
products such as paper for printers, envelopes for mail, cardboard clamshells and
paper bags for fast food, and the boxes that hold your cold cereal, to name a few.
And IP makes lots of those products. Last year, it sold over $23 billion worth of
paper, packaging, and wood products, placing it in the number 104 slot on the
Fortune 500.With operations all over the world, the company employs more than
50,000 people. Those are pretty big numbers for a company that most people know
little about. But International Paper is more than just big. For many years, it has also
ranked consistently among Fortune magazines most admired companies. Not only
has it grabbed the number one spot on that list in its industry over the past six years;
out of more than 600 contending companies from all industries, IP recently ranked
number one in social responsibility. Thats righta paper and lumber company
leading in initiatives to make the world a better place. At the heart of IPs admirable
actions, we have to look at the comprehensive, integrated plan that the company
labels sustainability. The company sums up the program with the slogan,
Sustaining a better world for generations, the IP way. Thats not just a catch
phrase. It lies at the heart of IPs corporate mission statement and has created a
culture based on a set of supporting principles. According to company literature, We
have always taken a sustainable approach to business that balances environmental,
social, and economic needs. This approach has served our company and society
well. IP constantly maintains this balance by adhering to three key pillars that
transform the concepts into action: managing natural resources, reducing the
environmental footprint, and building strategic partnerships.

Managing natural resources
According to David Liebetreu, IPs vice president of global sourcing, Sustainability
means that we can take care of the environment and our businessesthose two
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concepts are not mutually exclusive. By taking care of the environment, Liebetreu
refers to the systems that IP has in place to ensure that every phase of the corporate
global supply chainmanufacturing, distribution, sales, and recyclingis carried out
in a way that safely and responsibly cares for natural resources.
For example, International Paper has been a leader in promoting the planting and
growing of trees. It believes that if forest resources are properly managed, they
provide an infinite supply of raw materials for the companys products while
supporting clean water, diverse wildlife habitats, recreational opportunities, and
aesthetic beauty. To this end, the company actively supports research, innovation,
and third-party certification to improve the management of forest resources.

Another way that the company manages natural resources is through conservation.
But it has proven time and time again that conservation doesnt have to be a sunk
cost. It can be an investment that provides cost savings for a company. Pulp and
paper mills are complex, energy intensive operations. Finding ways to reduce, reuse,
and recycle energy at each of its
facilities reduces the consumption of fossil fuels and reduces air emissions, including
carbon dioxide.
Typically gas, coal, or bark fuels are fired in boilers to produce steam to power
operations throughout the mill. Capturing steam in one area and reusing it in
another reduces the amount of fresh steam required and reduces the amount of fuel
needed to power the plant.
[The IP] mill in Vicksburg, Mississippi, is recovering and reusing 38,000 pounds of
steam per hour. A one-time investment of $2.8 million in capital improvements will
save an estimated
$2.4 million in fuel costs annually. At [an IP] mill in Savannah, Georgia, an investment
of $900,000 in capital improvements reduced the demand for steam and,
consequently, the coal needed to produce it, by 25,000 pounds per hour. The annual
savings are estimated at more than $600,000.

Reducing the environmental footprint
By reducing its environmental footprint, International Paper means that it is
committed to transparently reporting its activities to the public for any of its
activities that impact the environment, health, or safety. At International Paper,
weve been routinely sharing our environmental, economic, and social performance
with the public for over a decade, said David Struhs, vice president of environment,
health, and safety. Over the years, these reports have offered a level of
transparency unmatched in our industry. This reporting philosophy applies to any
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company activity that leaves a footprint, including air emissions, environmental
performance, health and safety, solid waste, and environmental certifications. With
transparency comes accountability. Because of its reporting practices, IP is more
motivated to reduce its environmental footprint. Over a recent two-year period, the
company cut its hazardous waste by almost 8 percent. It reduced the amount that it
put in landfills by 10 percent by finding beneficial ways to recycle those materials. It
made similar improvements in virtually every company footprint area. A recent
account of company activities in Brazil illustrates this concept well. Nature, once
tamed, is again growing wild along Brazils Mogi Guacu River, which means large
river of snakes in the native language of Tupi. This year, seven constructed lagoons
running along the banks of the Mogi Guacu designed to filter used water from the
nearby IP plant were replaced by a more modern Waste water facility. Although the
lagoons are no longer needed for water treatment, IP recognized their potential
environmental benefits. Five of the ponds were restored with native vegetation to
establish a vast expanse of natural wetland habitat. Two of the ponds
were preserved to sustain wildlife that had made their home in the areasnakes
included. To better manage the future impact of mill operations on the lush tropical
landscape, the mill also installed technology at the rivers edge to continuously
measure and report water quality. The results are monitored remotely by facility
managers as well as by government regulators. This unprecedented access to
information on environmental performance has set a standard for other industries
along this large river of snakes.


Building strategic partnerships
To most efficiently carry out its sustainability efforts, IP enlists the help of numerous
organizations. Building strategic partnerships is, therefore, critical. The company has
a long tradition of partnering with a broad range of governmental, academic,
environmental, and customer organizations. These partnerships are guided by the
objectives of making progress in sustainability, providing solutions for customers,
making a positive impact on the environment, and supporting social responsibility. IP
has partnered with some of the biggest sustainability organizations to make big
differences. Partners include the National Park Foundation, the National Recycling
Coalition, and the Conservation Fund. But the following story from a company press
release illustrates how even a minor partnership oriented around a small product can
make a latte difference in the world. Coffee is one of the worlds most popular
drinks. Coffee houseslong a fixture in cultures and countries around the globe
sprang up across America over the last 20 years. Every year, as many as 15 billion
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cups of joe are served on the go in paper cups, and that number is expected to
grow to 23 billion by the end of the decade. As coffee connoisseurs savored the
flavors of new varieties of beans and brews, engineers and scientists at IP were
thinking about how to improve the cup. Though cups are made of fiber grown and
harvested from sustainable forests, conventional paper cups are lined with a
petroleum-based plastic. The plastic lining is a small part of the cup made from
nonrenewable resources that inhibits the decomposition of the underlying paper. As
a result, disposable cups once filled with coffee
are filling up our landfills. But what if disposable coffee cups could join coffee
grounds in the compost heap? To achieve that vision, IP, with partners DaniMer
Scientific and NatureWorks LLC, developed a new type of cup lining made from
plants instead of petrochemicals The revolutionary new cup, dubbed the ecotainer, is
coated with a resin made from a modified biopolymer. When discarded in
commercial and municipal operations, cups with the new lining become compost,
which can then be used for gardening, landscaping, and farming. Since the launch of
the ecotainer with Green Mountain Coffee Roasters in 2006, large and small
companies alike have adopted this new cup. More than half a billion cups have
eliminated over a million pounds of petrochemical plastic from the marketplace
enough petroleum to heat more than 32,000 homes for one year. Coffee cups are
just the beginning. IP is exploring opportunities to expand the technology to other
products used in foodservice disposable packaging. So next time you order an
espresso with steamed milk, ask for one in an ecotainer so you too can make a
latte difference in the world. International Paper hasnt been one of the high-
growth juggernauts of the corporate world. Then again, it operates in a very mature
industry. But IP makes innovative products that meet the needs of consumers. It
employs tens of thousands of people throughout the world, contributing
substantially to the communities in which it does business. It has grown in size to
become one of the 100 largest companies in the United States. It has been
consistently profitable. And it does all these things while sustaining the world for
future generations. Indeed, IP proves that good business and good corporate
citizenship can go hand in hand.




[Ref: Principles of Marketing, 14
th
Edition, Page: 611-613]
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Marketing process
A simple model of the marketing process

This figure presents a simple five step model of the marketing process. In the first
four steps, companies work to understand consumers, create customer value, and
build strong customer relationships. In the final step, companies reap the rewards of
creating superior customer value. By creating value for consumers, they in turn
capture value from consumers in the form of sales, profits, and long-term customer
equity.
The first three steps in the marketing process- understanding the marketplace and
customer needs, designing a customer driven marketing strategy, and constructing
marketing programs- all lead up to the fourth and most important step: building
profitable customer relationships.
Customer Relationship Management
Customer relationship management is perhaps the most important concept of
modern marketing. Customer relationship management is the overall process of
building and maintaining profitable customer relationships by delivering superior
customer value and satisfaction. It deals with all aspects of acquiring, keeping, and
growing customers.
The key to building lasting customer relationships is to create superior customer
value and satisfaction. Satisfied customers are more likely to be loyal customers and
to give the company a larger share of their business. Dramatic changes are occurring
in the ways in which companies are relating to their customers. Yesterdays
companies focused on mass marketing to all customers at arms length. Todays
companies are building more direct and lasting relationships with more carefully
selected customers.
Understand
the
marketplace
and customer
needs and
wants
Design a
customer-
driven
marketing
strategy
Construct a
marketing
program
that
delivers
superior
value
Build
profitable
relationship
s and create
customer
delight
Capture value from
customers in return
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Example of Customer Relationship Management (Ritz-Carlton Hotel)

Year after year, Ritz-Carlton ranks at or
near the top of the hospitality industry
in terms of customer satisfaction. Its
passion for satisfying customers is
summed up in the companys credo,
which promises that its luxury hotels
will deliver a truly memorable
experienceone that enlivens the
senses, instills well-being, and fulfills
even the unexpressed wishes and
needs of our guests.12 Check into any
Ritz-Carlton hotel around the world,
and youll be amazed by the companys
fervent dedication to anticipating and
meeting even your slightest need.
Without ever asking, they seem to
know that youre allergic to peanuts
and want a king-size bed, a non
allergenic pillow, the blinds open when you arrive, and breakfast with decaffeinated
coffee in your room. Each day, hotel staffersfrom those at the front desk to those
in maintenance and housekeepingdiscreetly observe and record even the smallest
guest preferences. Then, every morning, each hotel reviews the files of all new
arrivals who have previously stayed at a Ritz-Carlton and prepares a list of suggested
extra touches that might delight each guest. Once they identify a special customer
need, Ritz-Carlton employees go to legendary extremes to meet it. For example, to
serve the needs of a guest with food allergies, a Ritz-Carlton chef in Bali located
special eggs and milk in a small grocery store in another country and had them
delivered to the hotel. In another case, when the hotels laundry service failed to
remove a stain on a guests suit before the guest departed, the hotel manager
traveled to the guests house and personally delivered a reimbursement check for
the cost of the suit. According to one Ritz-Carlton manager, if the chain gets hold of a
picture of a guests pet, it will make a copy, have it framed, and display it in the
guests room in whatever Ritz-Carlton the guest visits. As a result of such customer
service heroics, an amazing 95 percent of departing guests report that their stay has
been a truly memorable experience. More than 90 percent of Ritz-Carltons delighted
customers return. [Ref: Principles of marketing ,14
th
edition, Page: 13]
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The Marketing Mix
The marketing mix is a business tool used in marketing and by marketers. The
marketing mix is often crucial when determining a product or brand's offer, and is
often associated with the four P's: price, product, promotion, and place. In service
marketing, however, the four Ps are expanded to the seven P's or eight P's to address
the different nature of services.
In the 1990s, the concept of four C's was introduced as a more customer-driven
replacement of four P's. There are two theories based on four Cs: Lauterborn's four
Cs (consumer, cost, communication, convenience), and Shimizu's four Cs
(commodity, cost, communication, channel).
In 2012, a new four P's theory was proposed with people, processes, programs,
and performance
McCarthy's four Ps
The marketer E. Jerome McCarthy proposed a four Ps classification in 1960, which
has since been used by marketers throughout the world.

Product
A product is seen as an item that satisfies what a consumer demands. It is a tangible
good or an intangible service. Tangible products are those that have an independent
physical existence. Typical examples of mass-produced, tangible objects are
the motor car and the disposable razor. A less obvious but ubiquitous mass-produced
service is a computer operating system.
Every product is subject to a life-cycle including a growth phase followed by a
maturity phase and finally an eventual period of decline as sales fall. Marketers must
do careful research on how long the life cycle of the product they are marketing is
likely to be and focus their attention on different challenges that arise as the product
moves.
The marketer must also consider the product mix. Marketers can expand the current
product mix by increasing a certain product line's depth or by increasing the number
of product lines. Marketers should consider how to position the product, how to
exploit the brand, how to exploit the company's resources and how to configure the
product mix so that each product complements the other. The marketer must also
consider product development strategies.
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Price
The amount a customer pays for the product. The price is very important as it
determines the company's profit and hence, survival. Adjusting the price has a
profound impact on the marketing strategy, and depending on the price elasticity of
the product, often it will affect the demand and sales as well. The marketer should
set a price that complements the other elements of the marketing mix.
When setting a price, the marketer must be aware of the customer perceived
value for the product. Three basic pricing strategies are: market skimming pricing,
market penetration pricing and neutral pricing. The 'reference value' (where the
consumer refers to the prices of competing products) and the 'differential value' (the
consumer's view of this product's attributes versus the attributes of other products)
must be taken into account

Promotion
All of the methods of communication that a marketer may use to provide
information to different parties about the product. Promotion comprises elements
such as:advertising, public relations, sales organisation and sales promotion.
Advertising covers any communication that is paid for, from cinema commercials,
radio and Internet advertisements through print media and billboards. Public
relations is where the communication is not directly paid for and includes press
releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and
events. Word-of-mouth is any apparently informal communication about the product
by ordinary individuals, satisfied customers or people specifically engaged to create
word of mouth momentum. Sales staff often plays an important role in word of
mouth and public relations.

Place
Refers to providing the product at a place which is convenient for consumers to
access. Various strategies such as intensive distribution, selective distribution,
exclusive distribution and franchising can be used by the marketer to complement
the other aspects of the marketing mix

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The "seven Ps" is a marketing model that adds to the aforementioned four Ps,
including "physical evidence", "people", and "process". It is used when the relevant
product is a service, not merely a physical good.
Physical Evidence
The evidence which shows that a service was performed, such as the delivery
packaging for the item delivered by a delivery service, or a scar left by a surgeon. This
reminds or reassures the consumer that the service took place, positively or
negatively.
People
The employees that execute the service, chiefly concerning the manner and skill in
which they do so.
Process
The processes and systems within the organization that affect the execution of its
service, such as job queuing or query handling.

[Ref: http://en.wikipedia.org/wiki/Marketing_mix]

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Capturing Value from Customers (Stew Leonard)
Good customer relationship management creates customer delight. In turn,
delighted customers remain loyal and talk favorably to others about the company
and its products. Studies show big differences in the loyalty of customers who are
less satisfied, somewhat satisfied, and completely satisfied. Even a slight drop from
complete satisfaction can create an enormous drop in loyalty. Thus, the aim of
customer relationship management is to create not only customer satisfaction but
also customer delight. The recent economic recession put strong pressures on
customer loyalty. It created a new consumer frugality that will last well into the
future. One recent study found that, even in an improved economy, 55 percent of
consumers say they would rather get the best price than the best brand. Nearly two-
thirds say they will now shop at a different store with lower prices even if its less
convenient. Its five times cheaper to keep an old customer than acquire a new one.
Thus, companies today must shape their value propositions even more carefully and
treat their profitable customers well. Losing a customer means losing more than a
single sale. It means losing the entire stream of purchases that the customer would
make over a lifetime of patronage. For example,
Stew Leonard, who operates a highly profitable four-store supermarket in
Connecticut and New York, says he sees $50,000 flying out of his store every time he
sees a sulking customer.Why? Because his average customer spends about $100 a
week, shops 50 weeks a year, and remains in the area for about 10 years. If this
customer has an unhappy experience and switches to another supermarket, Stew
Leonards has lost $50,000 in revenue. The loss can be much greater if the
disappointed customer shares the bad experience with other customers and causes
them to defect. To keep customers coming back, Stew Leonards has created what
the New York Times has dubbed the Disneyland of Dairy Stores, complete with
costumed characters, scheduled entertainment, a petting zoo, and animatronics
throughout the store. From its humble beginnings as a small dairy store in 1969,
Stew Leonards has grown at an amazing pace. Its built 29 additions onto the original
store, which now serves more than 300,000 customers each week. This legion of
loyal shoppers is largely a result of the stores passionate approach to customer
service.

Rule #1: The customer is always right.
Rule #2: If the customer is ever wrong, re-read rule #1.

[Ref: Principles of Marketing, 14
th
edition, page: 20]
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Managing the marketing effort
In addition to being good at the marketing in marketing management, companies
also need to pay attention to the management .Managing the marketing process
requires the four marketing management functionsanalysis , planning ,
implementation and control. The company first develops companywide strategic
plans and then translates them into marketing and other plans for each division,
product, and brand. Through implementation, the company turns the plans into
actions. Control consists of measuring and evaluating the results of marketing
activities and taking corrective action where needed. Finally, marketing analysis
provides information and evaluations needed for all the other marketing activities.

Marketing planning:
Through strategic planning, the company decides what it wants to do with each
business unit. Marketing planning involves deciding on marketing strategies that will
help the company attain its overall strategic objectives. A detailed marketing plan is
needed for each business, product, or brand.
The plan begins with an executive summary that quickly reviews major assessments,
goals, and recommendations. The main section of the plan presents a detailed SWOT
analysis of the current marketing situation as well as potential threats and
opportunities. The plan next states major objectives for the brand and outlines the
specifics of a marketing strategy for achieving them. A marketing strategy consists of
specific strategies for target markets, positioning, the marketing mix, and marketing
expenditure levels. It outlines how the company intends to create value for target
customers in order to capture value in return.
Marketing Implementation
Planning good strategies is only a start toward successful marketing. A brilliant
marketing strategy counts for little if the company fails to implement it properly.
Marketing implementation is the process that turns marketing plans into marketing
actions to accomplish strategic marketing objectives. Whereas marketing planning
addresses the what and why of marketing activities, implementation addresses the
who,where,when, and how. Many managers think that doing things right
(implementation) is as important as, or even more important than, doing the right
things (strategy). The fact is that both are critical to success, and companies can
gain competitive advantages through effective implementation.
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Marketing Department Organization
The company must design a marketing organization that can carry out marketing
strategies and plans. If the companys very small, one person might do all the
research, selling, advertising, customer service, and other marketing work. As the
company expands, however, a marketing department emerges top plan and carryout
marketing activities. In large companies this department contains many specialists. It
includes product and market managers, sales managers and salespeople, market
researchers, advertising experts, and many other specialists. Modern marketing
departments can be arranged in several ways. The most common form of marketing
organization is the functional organization. Under this organization, different
marketing activities are headed by a functional specialista sales manager, an
advertising manager, a marketing research manager, a customer service manager, or
a new product manager.
Marketing Control
Because many surprises occur during the implementation of marketing plans,
marketers must practice constant marketing controlevaluating the results of
marketing strategies and plans and taking corrective action to ensure that the
objectives are attained. Marketing control involves four steps. Management first sets
specific marketing goals. It then measures its performance in the marketplace and
evaluates the causes of any differences between expected and actual performance.
Finally, management takes corrective action to close the gaps between goals and
performance. This may require changing the action programs or even changing the
goals.
Operating control involves checking ongoing performance against the annual plan
and taking corrective action when necessary. Its purpose is to ensure that the
company achieves the sales, profits, and other goals set out in its annual plan. It also
involves determining the profitability of different products, territories, markets, and
channels. Strategic control involves looking at whether the companys basic
strategies are well matched to its opportunities.
[ Ref: Principles of Marketing by Philip Kotler, 14
th
edition]




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Some Marketing Types
Affinity Marketing
Affinity marketing (also called partnership marketing) is an approach
to marketing that involves multiple organizations forming a partnership to attract
customers who may have an interest in what those organizations are selling.
[1]
The
partnering organizations usually have some relation among their products such that
a common target audience would be interested in product offerings among all the
partners; such a relation or common target audience is termed an affinity. Affinity
may also refer to the customer's feeling of affinity for one or more of the
partnership's products or brands.
Ambush Marketing
Ambush marketing is a marketing strategy wherein the advertisers associate
themselves with, and therefore capitalize on, a particular event without paying any
sponsorship fee.
For example, at the 2010 FIFA World Cup, South African budget airline Kulula pulled
an advertisement that FIFA claimed was creating an unauthorized association with
the tournament. The advertisement had described themselves as "Unofficial National
Carrier of the You-Know-What" and contained images of stadiums, vuvuzelas and
national flagssymbols which FIFA claimed were considered ambush marketing
when used together.
Guerrilla Marketing
Guerrilla marketing was originally a marketing strategy in which low-cost,
unconventional means (including the use of graffiti, sticker bombing, flyer posting,
etc.) were used in a (generally) localized fashion to draw attention to an idea,
product, or service. Today, guerrilla marketing may also include promotion through a
network of individuals, groups, or organizations working to popularize a product or
idea by use of such strategies as flash mobs, viral marketing campaigns, or internet
marketing.
For example: beats a reknowned brand in headphones got banned in FIFA World
Cup 2014 for Guerrilla marketing.


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Student Marketing
Student marketing refers to the promotion of products, brands and ideas to the 3
million+ higher and further education student population. Student marketing is
generally realised through student media or ambient marketing on campuses.
Multilevel marketing
Multi-level marketing (MLM) is a marketing strategy in which the sales force is
compensated not only for sales they personally generate, but also for the sales of the
other salespeople that they recruit. This recruited sales force is referred to as the
participant's "downline", and can provide multiple levels of compensation. Other
terms used for MLM include pyramid selling, network marketing, and referral
marketing.
Secret Brand
A secret brand is any design or manufacturing company, such as Muji, that does not
advertise or overtly label its products. The products are generally considered luxury
goods intended for exclusive clientele. William Gibson's novel Zero History talks
about this idea
The idea of a secret brand works off of one or more of three economic principles.
The first is scarcity value. The secret brand creates products with highly specific,
unique qualities, usually very subtle and invisible to the casual observer. These
qualities do not necessarily improve the performance of the product and can be
inefficiencies (i.e. using heavy weight denim for casual clothes). The customer
purchases the product for its rarity; to have something that is very difficult to
acquire.
Permission Marketing
Permission marketing is a term popularized by Seth Godin (but found earlier) used
in marketing in general and e-marketing specifically. The undesirable opposite of
permission marketing is interruption marketing. Marketers obtain permission before
advancing to the next step in the purchasing process. For example, they ask
permission to send email newsletters to prospective customers. It is mostly used by
online marketers, notably email marketers and search marketers, as well as certain
direct marketers who send a catalog in response to a request.
[Ref: Wikipedia.org]
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References

1. Principles of Marketing by Philip Kotler & Gary Armstrong, 14
th
Edition.
2. Principles of Marketing by Philip Kotler & Gary Armstrong, 11
th
Edition.
3. Principles of Marketing by Philip Kotler & Gary Armstrong, 13
th
Edition.
4. http://en.wikipedia.org/wiki/Marketing