- Tapa dura: 162 páginas
- Editor: John Wiley & Sons; Edición: 1 (19 de marzo de 2004)
- Idioma: Inglés
- ISBN-10: 0471650226
- ISBN-13: 978-0471650225
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº283.804 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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Ten Deadly Marketing Sins: Signs and Solutions (Inglés) Tapa dura – 19 mar 2004
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Descripción del producto
I heartily recommend it to both the marketing professional and non-marketing manager... ( Journal of Consumer Marketing, Vol.22, No.1, 2005) everyone in marketing should give this a read (Media Week, 27 July 2004) might well be the most instantly useful marketing guide to come off the shelf for years (Internetworks, September 2004) a must-have title for anyone aiming to remain competitive in their respective market place. (Publishing News, 19th March 2004)
Reseña del editor
Marketing's undisputed doyen offers an unbeatable guide on what not to do As the cost of marketing rises, its effectiveness is in decline. CEOs want a return on their marketing investment, but can't be sure their marketing efforts are even working. Truly, marketers have to shape up or watch their business go south. In this clear and comprehensive guide, renowned marketing expert Philip Kotler identifies the ten most common-and most damaging-mistakes marketers make, and how to avoid them. But these ten mistakes are much more than simple mess-ups; they're glaring deficiencies that prevent companies from succeeding in the marketplace. In Ten Deadly Marketing Sins, Kotler covers each sin in-depth in its own chapter and offers practical, proven guidance for reversing them. Marketers will learn how to stay market-focused and customer-driven, fully understand their customers, keep track of the competition, manage relationships with stakeholders, find new opportunities, develop effective marketing plans, strengthen product and service policies, build brands, get organized, and use technology to the fullest. Covering crucial topics every marketer must understand, Ten Deadly Marketing Sins is a must-have for anyone who want to remain competitive in an increasingly challenging marketplace. Packed with the kind of marketing wisdom only Kotler can provide, this is an indispensable resource for every company-and every marketer-who wants to develop better products, better marketing plans, and better customer relationships. Ten Deadly Marketing Sins is an unbeatable resource from the most respected thinker in modern marketing. Philip Kotler (Chicago, IL) is the S. C. Johnson Distinguished Professor of International Marketing at Northwestern University's Kellogg Graduate School of Management and the author of 15 books, including Marketing Insights from A to Z (0-471-26867-4) and Lateral Marketing (0-471-45516-4), both published by Wiley.Ver Descripción del producto
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Kotler contends that marketing's work should not be so much about selling but about creating products that don't need selling.
Marketing is becoming more challenging. One reason is mega-vendors like Wal-Mart increasingly put out their own store brands that are reaching quality levels equal national brands, yet don't have to pay for R&D, advertising, and selling. Another - people have become more skeptical of advertising. Loyalty schemes and product differentiation have worked well for first adopters, but now they've lost their uniqueness. Falling U.S. incomes mean less purchasing power and greater price sensitivity. Consumers are much better informed and sophisticated in their buying, thanks to multiple Internet sources.
Kotler's 'Ten Deadly Marketing Sins' summarizes the most glaring marketing deficiencies, and includes signs they're being committed as well as best solutions for overcoming these problems. He suggests that the CEO and top managers examine each, determine which are the most serious, and assign a top manager to improve performance in each of those areas.
#1)Insufficient Market Focus:
Ask 'Who are you trying to sell to?' 'Everyone' is not an acceptable answer. Try to segment a market by different needs or sought benefits, then try to find demographic descriptors that might correlate with these needs and benefits to make the search for these prospects easier.
Ask 'Have you prioritized segments and reallocated resources to the more profitable segments?' IBM identified 12 industries where they would focus their effort - eg. banking, insurance, hotels, telecommunications, etc. By focusing research on these industries they were able to design more compelling offerings than unfocused competitors could present. If the segments are quite different, specialized sales forces should be developed. IBM found it was better to hire ex-bankers to sell to banks and ex-hoteliers to sell to hotels. They have deep experience in these respective industries and probably a network of relationships. DuPont used to have salespersons specialized by nylon, orlon, and Dacron who were expected to know all the different industries that bought the various fibers; eventually it assigned salespeople to cover a particular customer market and represent all the fibers, not just one.
Insufficient customer orientation is contributor to insufficient market focus. When this occurs, most employees think it is the job of marketing and sales to serve the customers, there is no training program to create a customer culture, and there are no incentives to treat the customer especially well. Kotler also recommends making it easy for customers to reach the company by phone, tax, or e-mail with inquiries, suggestions, and complaints and respond quickly, and developing a clear hierarchy of company values - with customers (not stockholders) at the top. The latter should also show how each employee's behavior can affect customers, and regularly feature findings on customer satisfaction.
#2)Your Company Does not Fully Understand its Target Customers:
Signs include a)your last study of customers describing how target customers think, act and feel was done three years ago, b)customers are not buying your product at the expected rate - competitor's products are selling better, and c)there is a high level of customer returns and complaints.
The best answer to a) is engaging in continuous dialogue with customers in the stores, over the phone, and through e-mail. Returns and complaints are particularly pernicious because every complainer might tell ten acquaintances who in turn further spread negative news; on the other hand some studies find that complaining customers who receive quick resolution often end up being more loyal than those who never complain.
#3)Your Company Needs to Better Define and Monitor Its Competitors:
Signs include over-focusing on near competitors and missing distant competitors and disruptive technologies, and lacking a system for gathering and distributing competitive intelligence.
McDonald's might name Burger King and Wendy's, mistakenly omitting Taco Bell, Pizza Hut, Subway, and supermarkets that have prepared foods. U.S. Steel would undoubtedly name Bethlehem Steel, other integrated steel companies, and maybe even Nucor (nonintegrated steel manufacturer). But it should also consider aluminum and plastic.
If Xerox is bidding against Sharp for a large contract, it is important that it know Sharp's bidding practices. Is this information in the hands of a competitive intelligence office, or do salesmen have to hunt for other colleagues who have had prior experience competing against Sharp? (Hopefully, they at least do the latter.) Hiring away people from competitors is another good approach - though not done to steal secrets.
Monitor every technology that may threaten to displace your basic offering or production process. Prepare offerings similar to those of your competitors - eg. Marriott originally positioned itself as an upper mid-level hotel chain, but found growing numbers seeking less expensive accommodations and added Courtyard, then Fairfield Inn in response; similarly, it also added Residence Inns, Marriott Suites, Marriott Resorts, and others so it would not be vulnerable with a single positioning/offering.
#8)You Company's Brand-Building and Communication Skills Are Weak:
Signs include a)your target market does not know much about your company, b)your brand is not seen as distinctive and better than other brands, and c)you do little evaluation of the ROI impact of your different promotional programs.
Marketing tends to attract people who like to deal with people rather than numbers. Kotler states that a company can easily assess whether its communications are paying off by surveying target customers as to their knowledge of and attitudes towards the company. Also ask customers 'Describe what you think is distinctive about each brand?' If market share is rising, this is a good sign. Word-of-mouth from customers, competitors, and product reviewers is especially important in building brand image.
Most companies see spending money on costly ads as a form of insurance that the company will be remembered even when it has nothing new to say. Kotler suggests instead asking whether the same amount of money would work better if spent on improving product quality, customer service, or improved logistics. (G.M. spends about $3,000 in advertising/car - how many more could it sell if it reduced its price by $3,000/car?) Many ads cannot even be deciphered as to the point the are making.
Most sales promotions are unprofitable - one extensive study concluded that only 17% were. The worst are those where only current users end up buying the product on sale. Second-worst is where some new triers are attracted but they come from the ranks of deal-prone price shoppers who never remain loyal. The best promotions occur when many new triers are attracted, find the brand superior, and make it their preferred brand. This only happens if the brand is superior but was not well known to consumers. Public relations is a good audience-building tool where buyers want independent professional opinions (eg. columnists, key experts) before choosing a brand.
Esse estudo do prof. Kotler, analisando esses "pecados", culminou mais recentemente (2010) com o seu novo conceito e livro, o "Marketing 3.0: From Products to Customers to the Human Spirit", cuja leitura é altamente recomendada.
Seus "10 pecados" ainda são muito reais e vivos nas Empresas de hoje:
Sua Empresa não é suficientemente focada no marketing e orientada para o cliente.
Sua Empresa não tem entendimento completo dos seus públicos-alvo.
Sua Empresa precisa definir melhor e monitorar os concorrentes.
Sua Empresa não tem administrado adequadamente o relacionamento com os stakeholders.
Sua Empresa não é boa em encontrar novas oportunidades.
O processo de planejamento de marketing de sua Empresa é deficiente.
As políticas de produtos e serviços de sua Empresa precisam de ajustes.
A capacitação de construção de marcas e de comunicação de sua Empresa é deficiente.
Sua Empresa não está bem organizada para a prática eficiente e eficaz do marketing.
Sua Empresa não usou ao máximo a tecnologia disponível.
Sob a ótica do novo Marketing 3.0, talvez o único pecado que merece ou merecerá uma pequena nova grafia é o 1º: "Empresa não é suficientemente focada no Cliente." Sem dúvida o foco no Cliente faz TODO o sentido no agora chamado "Marketing 2.0" e sempre será essencial, mas num panorama de Marketing 3.0, esse foco, gradativamente se amplia do Cliente para o Planeta. Em médio prazo, o real Valor das Empresas vai estar não no que elas "entregam" para o Cliente, mas no que elas "entregam" e fazem para o Planeta, para a Humanidade como um todo.
Como preâmbulo de "Marketing 3.0", ou para as Empresas ainda se estabelecendo entre o 1.0 e o 2.0, "Os 10 Pecados Mortais do Marketing" é leitura recomendada.
There is a similar book, written two years before. It is the same in usefulness, but more entertaining and vivid: "A Genie's Wisdom: A Fable of How a CEO Learned to Be a Marketing Genius" by Jack Trout. It also has has 10 chapters - in each chapter, Trout answers an important marketing question. Please consider reading both of them.
If you like to go further, I can recommend the books by Jack Welch: "Winning" and "Straight from the Gut". Although the are not explicitly about marketing, you will find a lot of marketing genius from them.