| Marketing in the 2000s and Beyond | |
| Changing Perspectives | |
| Future Markets, Philip Kotler, Executive Excellence , February 2000 | |
| suggests that successful marketers will target and appropriately serve certain specific niche markets in the future | |
| High Performance Marketing | |
| Marketing Management , September/October 2001 | |
| The authors discuss why marketers need to start thinking in new and creative ways about everything in their domain- markets, customers, budgets, organizational structures, information, and incentives | |
| Marketing High Technology: Preparation, Targeting, Positioning, Execution, Chris Easingwood and Anthony Koustelos, Business Horizons , May/June 2000 | |
| The authors delineate a range of strategies that are available to high-tech marketing managers taking a shot at launching the latest technology | |
| The Internet as Integrator: Fast Brand Building in Slow-Growth Markets | |
| strategy + business , Issue 28, Third Quarter 2002 David Aaker describes how the Internet has the power to revolutionize brand building, to create new forms of differentiation, to make brand-building programs more effective, and to help companies move toward the elusive goal of providing integrated, consistent, and synergistic brand building | |
| The Marketing Concept | |
| Marketing Myopia (With Retrospective Commentary) | |
| Harvard Business Review , September/October 1975 | |
| According to Theodore Levitt, shortsightedness can make managers unable to recognize that there is no such thing as a growth industry-as the histories of the railroad, movie, and oil industries show | |
| To survive, he says, a company must learn to apply the marketing concept: to think of itself not as producing goods or services but as buying customers | |
| Why Customer Satisfaction Starts With HR | |
| Workforce , May 2002 This article reveals that there is convincing evidence that HR drives customer satisfaction -and corporate revenues-by careful attention to who is hired, how they are trained, how they are coached, and how they are treated on the job | |
| Stairs of Loyalty | |
| Executive Excellence , November 2001 | |
| Tony Alessandra explains that the stairs of customer loyalty show how to shape a plan for developing customer relationships | |
| What Drives Customer Equity | |
| Marketing Management , Spring 2001 | |
| This article discloses why customer equity is certain to be the most important determinant of the long-term value of a firm | |
| Services and Social Marketing | |
| A Primer on Quality Service: Quality Service Makes Happy Customers and Greater Profits | |
| Business Forum , Volume 23, Number 3 and 4, 1998 | |
| The growth of e-commerce is causing some brick-and-mortar businesses to improve the quality of their service | |
| The authors present a quality service model and a questionnaire for measuring quality service | |
| Why Service Stinks | |
| Business Week , October 23, 2000 Diane Brady reveals how companies' customer service often focuses on the elite or h | |
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