Marketing

Marketinga complete guide

Malcolm McDonald& Martin Christopher

with Margrit Bass

and contributions from

Susan Baker, Simon Knox & Hugh Wilson

© Malcolm McDonald and Martin Christopher 2003

All rights reserved. No reproduction, copy or transmission of thispublication may be made without written permission.

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ISBN 978-0-333-99436-8 hardback

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List of Figures viiList of tables xiiList of case studies xivPreface and acknowledgements xv

Overview xvii

Module 1 Defining markets/segments and customer value 1

1 Consumer buyer behaviour 32 Organizational buyer behaviour 223 Market segmentation 414 Marketing research 665 Competitive analysis 89

Module 2 Creating the value proposition 105

6 Marketing planning 1077 Defining marketing objectives and strategies 1328 Product strategy 1579 Brands 193

10 Pricing strategy 21511 Communication strategy 23512 Key account strategy 267

Module 3 Delivering value 287

13 Managing marketing relationships 28914 Customer retention strategy 31515 Sales force strategy 35016 Channel strategy 37917 Distribution and logistics strategy 40918 Customer service strategy 430

Contents

Module 4 Monitoring value 449

19 Marketing information and control 45120 Evaluating marketing performance 477

Module 5 Enhancing value 487

21 Organizational structure and culture 48922 Corporate ethos and ethics 509

Conclusion 523Index 533

Contents

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vii

1.1 Model of consumer buyer behaviour 51.2 Social influences on consumer buyer behaviour 61.3 The role of consumer involvement 151.4 Types of consumer buyer behaviour 161.5 Model of consumer purchase decision-making process 18

2.1 Product content versus involvement in the customer purchasing process 26

2.2 Buyer behaviour matrix 342.3 Supplier relationship continuum 372.4 The buyer’s changing role 39

3.1 The relationship between market share and return on investment 44

3.2 A simple market map 483.3 Market map with contractor 493.4 Market map with business purchasing procedures 503.5 Market map with volumes and/or values on each route 513.6 Market map with influencers 523.7 Market map with different company/customer types,

their volumes and/or values, number of each type,and your market share 53

3.8 Leverage points at two junctions on a market map 54

4.1 A framework for marketing research 754.2 Forms of reactive marketing research 764.3 Forms of non-reactive marketing research 78

5.1 Marketing and the three ‘C’s 905.2 The experience curve 915.3 The sources of competitive advantage 935.4 The dangers of the middle ground 945.5 Forces driving industry competition 965.6 Competitive benchmarking 102

List of figures

List of figures

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6.1 The survival matrix 1106.2 The strategic marketing planning process 1186.3 Sample form for SWOT analysis 1226.4 The marketing mix is defined against the

marketing objectives 1246.5 Strategic and operational planning – timing 127

7.1 Marketing objectives and strategies form the keystone of the value proposition 133

7.2 Porter’s generic strategies matrix 1357.3 Linking customer needs with corporate goals 1377.4 What is a product? 1387.5 The product surround 1387.6 Benefit analysis worksheet 1407.7 Benefit analysis worksheet results 1417.8 Product life cycle (PLC) 1437.9 Product/market strategy and the product life cycle (1) 1457.10 Product/market strategy and the product life cycle (2) 1457.11 Product/market strategy and the product life cycle (3) 1467.12 The ‘Ansoff’ matrix 1517.13 Gap analysis 153

8.1 ‘Diffusion of innovation’ curve 1588.2 A portfolio of several product life-cycles 1598.3 Ideal product introduction pattern over time 1608.4 The Boston matrix – cash-flow implications 1618.5 The product portfolio, current and projected 1638.6 The directional policy matrix (DPM) 1648.7 Portfolio matrix for Sealitt Ltd 1678.8 Directional policy analysis for Sealitt Ltd 1698.9 Portfolio matrix showing current and forecast positions 1698.10 Programme guidelines suggested for different

positioning on the DPM 1718.11 Risk/reward continuum 1728.12 Screening procedure for new products 1768.13 Stages of new product development 1788.14 Market potential curve 1838.15 Product characteristics in respect of foreign markets 1888.16 Specifications implications analysis 189

9.1 What is a product? 1949.2 The augmented brand 195

List of figures

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9.3 From brand to commodity 1989.4 A brand position map 2049.5 Bipolar map for detergents 2049.6 Brand functionality and personality 2079.7 Corporate brand positioning 2099.8 Global versus local brands 210

10.1 The components of price 21710.2 The demand curve 21910.3 Consumer and supplier surplus 21910.4 Graphical output of conjoint analysis 22410.5 The effect of perceived added values on

the demand curve 22510.6 Appropriate pricing strategies 22810.7 Price and the experience curve 229

11.1 Communication strategy in the planning process 23811.2 The communication process 25311.3 The purchase decision and marketing communications 25511.4 Defining promotion and distribution strategy 25611.5 Delivering value – a map of marketing operations 25711.6 Marketing map 25811.7 Rethinking the sales process 25911.8 Towards a viable CRM architecture 26211.9 The sun worshippers 26311.10 John and Mary Lively 264

12.1 Evolution of the KAM relationship 26912.2 The Exploratory KAM stage 27012.3 The Basic KAM stage 27112.4 The Co-operative KAM stage 27212.5 The Interdependent KAM stage 27312.6 The Integrated KAM stage 27512.7 Identifying target key accounts, objectives

and strategies 277

13.1 Porter’s value chain 29013.2 Marketing map 29213.3 Marketing as a functional activity 29313.4 Marketing as a cross-functional activity 29313.5 The multiple markets model 29513.6 Employee satisfaction leads to customer loyalty 29913.7 The move towards trade marketing 304

List of figures

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14.1 NPV profit impact of a 5 percentage point increase in customer retention for selected businesses 316

14.2 Customer profit contribution over time 31714.3 Impact of customer retention rate on customer lifetime 31814.4 The ladder of loyalty 32014.5 Customer retention improvement process 324

15.1 Breakdown of a salesperson’s total daily activity 36415.2 ‘Philes’, ‘Promiscuous’ and ‘Phobes’ 367

16.1 The link between communication and distribution channels 380

16.2 Alternative channels of distribution 38216.3 Direct distribution and indirect distribution 38316.4 The distribution channel 38516.5 Distribution channel algorithm 39016.6 Value analysis: the book market 39316.7 Channel chain analysis: the PC market 394

17.1 Distribution provides time-and-place utility 41017.2 Critical linkages in the supply chain 41217.3 The impact of logistics on customer value 41617.4 The cost of ‘availability’ 42217.5 The market response to service 42417.6 The cost/benefit of service 42417.7 The logistics systems concept 42517.8 Integrated logistics management involves intra- and

inter-company decisions 42617.9 The distribution plan in relation to the marketing plan 428

18.1 The elements of customer service 43418.2 Customer response levels to increasing levels of availability 43818.3 Customer service profile 445

19.1 Information flows in a marketing system 46019.2 The dimensions of IT-enabled marketing 465

20.1 Types of data all organizations should have 47920.2 (a) Eight steps to the lowest unit cost approach; and

(b) Eight steps to the highest value-adding approach 48020.3 Marketing metrics model 483

21.1 A centralized company 49221.2 A decentralized company 493

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21.3 Organizational evolution 49521.4 Types of organizational structure 49621.5 Typical evolutionary pattern of marketing 49821.6 Organizing for marketing at board level 49921.7 Organizing for marketing at operational level 50021.8 Cultural blockages to new product initiatives 504

22.1 A comparison of traditional and modern models of consumer behaviour 510

22.2 Consumerism’s way to better marketing 518

1.1 UK socio-economic classification scheme 9

2.1 Industrial buying process 232.2 Supplier rationalization across companies 242.3 A comparison of business-to-business and

consumer marketing 272.4 The DMU by company size 272.5 Marketing oil lubricants to a cement company 292.6 The eight stages of the DMP 33

3.1 Socio-economic groups 55

5.1 Sources of competitor information 100

6.1 Marketing planning within the corporate planning process 115

7.1 Life-cycle stages – characteristics and responses 148

8.1 Criteria which might make a market attractive 1658.2 Factors which might be considered, or which might

yield, business strengths 1668.3 Understanding market characteristics 188

9.1 Bipolar scales for brand positioning 203

10.1 Attribute levels 223

11.1 Common communication objectives 23711.2 Sales promotion plan 244

12.1 Strategy, role and skills progression 280

13.1 The shift to relationship marketing 29113.2 The features of CRM 30913.3 The potential benefits of CRM 31113.4 The CRM audit 312

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List of tables

14.1 Key elements of a customer retention strategy 322

15.1 The eight buy phases of the DMP 35515.2 Customer types, their personas and selling postures 36915.3 Further quantitative objectives for a sales force 37315.4 Setting objectives for an individual sales representative 375

16.1 Major types of intermediary 38616.2 Intermediary selection criteria 38716.3 Evaluating potential changes to the market

map/value chain 400

17.1 Agile supply chain management versus traditional approach 415

19.1 The marketing audit checklist 45419.2 Myths and realities about databases 45819.3 Examples of business objectives and segmentation

methods 45919.4 The main components of a marketing

information system 46119.5 Problems of reconciling internal and external

market audits 463

20.1 Major items to be measured in marketing plans 484

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1.1 Climbing the social classes 101.2 A typology of British shoppers 13

2.1 A move towards central purchasing 302.2 A modified re-buy in systems cleaning 31

3.1 The decline of a fertilizer company 433.2 Procter & Gamble implement good practice 433.3 A European airline fails to focus 463.4 A carpet company ‘wakes up’ to segmentation 573.5 A national off-licence chain reconsiders its portfolio 613.6 A brewer discovers its market segment is its market niche 63

4.1 A cost–benefit appraisal of using marketing research 814.2 Abbey National: the role of research in developing strategy 87

6.1 An example of marketing planning ignorance 112

8.1 Sealitt Ltd’s portfolio matrix 166

9.1 Procter & Gamble test brandwidth in Europe 210

11.1 BMW embraces creative integration 250

13.1 Toshiba advocates strategic alliance 303

14.1 GlobalTech ‘Service Segmentation’ 335

16.1 The benefits of partnering with distributors 407

20.1 Tesco’s turnaround 481

21.1 How Au Bon Pain empowers employees 506

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List of case studies

Our purpose in developing Marketing: A Complete Guide was to providea practical textbook on marketing which will be of primary interestand value to those managers who have little formal training in thetopic but who:

� are impacted by marketing in their own jobs;� are undertaking a marketing role for the first time;� are taking on greater marketing responsibility; or� have an interest in marketing

Such managers have neither the time nor the inclination to decipherjargon-ridden specialist volumes where theory seems to have drownedout the often mundane practice of marketing.

Equally, students on a formal course will find this book usefulbecause we have deliberately taken a comprehensive view ofmarketing within the context of business and society. There is justenough theory to underpin the topics in each of the five modules,although we have quite consciously not included many academicreferences which, in our view, tend to break up the flow of logic inmany texts.

That is not to say, however, that we have not given credit to theoriginal work of others. Indeed, this unusual work is the result ofa lengthy and rigorous process of developing teaching materials formarketing modules on the core MBA programme at Cranfield Schoolof Management over a period of thirty years. Hence, it is a distillationof the work of generations of scholars, particularly those withwhom we have worked at both the Bradford and Cranfield Schools ofManagement.

The overhead slides and tutors’ guides which were developed along-side earlier versions of this text enabled the contents to be tried andtested on many of the world’s blue chip companies and the current textis the result of many years of research, teaching and consultancy – thatis, the implementation of our concepts in the world of practice.

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Preface andacknowledgements

Earlier versions of this text were the result of collaboration withGordon Wills, David Walters, Sherril Kennedy, David Corkindale andour current, much-respected colleagues at Cranfield: Adrian Payne;Simon Knox; Helen Peck; Moira Clark; Susan Baker; Roger Palmer; andLynette Ryals. In particular, we are grateful to Professor Simon Knoxand Dr Susan Baker for allowing us to use some of their work in ourlatest text.

We should also like to thank Dr. Hugh Wilson for allowing us to useextracts from his new book ‘The New Marketing’, Butterworth-Heinemann, 2002 and for the contribution of Professor John Wardand Dr. Liz Daniel, also of Cranfield.

Above all, however, we are grateful to Margrit Bass, of NativeArrows (Hopi Lodge, Bow Brickhill, Bucks), who took on the prodi-gious task of editing our work and of rewriting substantial parts of itin order to give it a thoroughly up-to-date look and feel. Her profes-sionalism and high standards are reflected in the current text, whichwe hope you will enjoy and find useful in your busy lives.

MARTIN CHRISTOPHER

MALCOLM MCDONALD

Preface and acknowledgements

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Before considering in more detail the purpose that marketing servesin the organization and how this role is fulfilled, let us remind our-selves of the definition of marketing. Marketing is essentially amatching process between the needs and expectations of customers,and the organization’s ability and capacity to satisfy them. For thismatching process to take place successfully, the organization mustunderstand who is the customer and what value is required, and howbest to deliver this value on a sustainable basis in line with theorganization’s overall corporate objectives. Marketing is thus aprocess for:

� Defining markets, and more specifically, target markets/segments.� Identifying the value customers require by quantifying the needs of

these customer groups, or market segments.� Creating value propositions to meet these needs, involving the

setting of marketing objectives and strategies.� Communicating these value propositions to all those people in the

organization responsible for delivering them, and securing theirbuy-in (commitment and co-operation).

� Delivering these value propositions through products/services,supported by appropriate customer communications and customerservice.

� Monitoring the value actually delivered against that required,utilizing information, knowledge and performance measurement.

� Enhancing value through adjustments to organizational structureand culture, and corporate ethos and ethics, as a result ofexperiential learning and marketing research.

A map of this marketing process is shown overleaf.From the marketing map, it will be clear that the marketing process

is cyclical in that monitoring the value delivered will update the orga-nization’s understanding of the value that is required by its customers,while enhancing value through continual capacity-building will

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Overview

enable the organization to develop its potential to sustain the deliveryof that requisite value. The cycle may be predominantly an annualone, with a marketing plan documenting the output from the ‘definemarkets/segments and customer value’ and ‘create the value proposi-tion’ processes, but equally, changes throughout the year may involvefast iterations around the cycle to respond to particular opportunitiesor problems. At the same time, the five individual subprocesses(define/create/deliver/monitor/enhance) contained within the overallmarketing process will inform and support each other.

We have used the term ‘create the value proposition’ rather than‘create value’ to make plain that we are referring here to thedecision-making process of deciding what the offering to the cus-tomer is to be – what value the customer will receive, and whatvalue (typically the purchase price) the organization will receive inreturn. The process of delivering this value, such as by making and

Overview

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Definemarkets/segmentsand customer value

Enhancevalue

Monitorvalue

AssetValue

Delivervalue

Create thevalue

proposition

Marketing map

delivering a physical product or by delivering a service, is coveredby ‘deliver value’.

Thus it can be seen that the first two subprocesses (‘define markets/segments and customer value’ and ‘create the value proposition’) areconcerned with strategic marketing planning; that is, developingmarketing strategies. The next two subprocesses (‘deliver value’, and‘monitor value’) relate to the actual delivery in the market place ofwhat was planned and then measuring the effect. A fifth subprocess,here described as ‘enhance value’, refers to the recognition of learningderived from experience, and the assimilation of this learning into theorganization’s make-up and operations to improve its marketingperformance – and, by implication, its asset value.

It is well known that not all of these marketing activities will beunder the control of the marketing department, whose role variesconsiderably between organizations. The marketing department islikely to be in charge of the first two subprocesses, ‘define markets/seg-ments and customer value’ and ‘create the value proposition’, althougheven these need to involve numerous functions, albeit co-ordinated byspecialist marketing personnel. However, responsibility for deliveringvalue is the shared domain of the whole company, requiring cross-functional expertise and collaboration. It will include, for example,product development, manufacturing, purchasing, sales promotion,distribution, sales and customer service. Similarly, the subprocesses ofmonitoring and enhancing value will occur throughout the organiza-tion and involve every individual, function and unit.

The various choices made during this marketing process areconstrained and informed not just by events and trends in theoutside world, but also by the nature and strength of the organiza-tion’s own asset value. By ‘asset value’ we mean both the organiza-tion’s tangible assets, such as plant equipment, stock and financialholdings; and its intangible assets, such as the skills and ingenuityof its people, the strength and width of its brand(s), and the powerand performance of its information management and operationalsystems. In other words, an organization’s asset value extendsbeyond its mere balance sheet value to encompass all those qualitiesand abilities to which we attribute value. We see asset value inaction, for example, during corporate acquisitions, when companiesare valued at figures (and bought for sums) that far exceed their‘actual’ worth. Because asset value lies at the core of the marketingprocess, understanding what it is and what it means is essential tocharting the organization’s development.

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The five arrows connecting the subprocesses comprise the input/output of each subprocess. For example, the output of ‘definingmarkets/segments and customer value’ is the target of prospectivecustomers the organization wishes to reach, and the associated valueexpectation. This then becomes the input to the next subprocess,shaping and driving the creation of the value proposition. In turn, theoutput of that subprocess is the marketing plans, which become theinput to ‘deliver value’, and so on. The dual role played by theseconnectors highlights the seamless integration of the subprocessesthat comprise the marketing process.

Let us consider briefly what each of these subprocesses in themarketing process entails and how they all work together to createand deliver customer value – and consequently, to grow the organiza-tion’s asset value.

Define markets/segments and customer value

This subprocess is suggested as the staring point for organizations, bethey developing or reviewing their marketing process. It involvesdefining the markets the organization is in, or wishes to be in, andhow these markets divide into segments of customers with similarneeds. The choice of markets will be influenced by the organization’scorporate objectives as well as its asset value. To identify markets andsegments, the organization will collect information about marketcharacteristics, such as the market’s size and growth, current profitabil-ity, and estimated future potential.

Once each market or segment has been defined, it is necessary tounderstand what value the customers within the segment wantor need; that is, the benefits sought through product ownership. Thisinvolves identifying customers’ current requirements and makingpredictions about their future needs. Knowledge about customers’purchase history, lifestyle and life stage can be helpful in developingpatterns of likely buyer behaviour, which can then be used topursue proactive as well reactive marketing strategies. It may emergethat subsets of the customers within a market have very differentrequirements, in which case the market may need to be segmentedfurther.

The organization must also establish how well it and its competitorscurrently deliver the value the customers seek in order to understandcompetitor value positioning. From these market and competitive

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analyses the relative attractiveness of the different markets or segmentscan be evaluated.

Create the value proposition

This subprocess is about selecting and prioritizing the range ofmarkets and market segments in which the organization is to operate,and accordingly creating appropriate value propositions. These deci-sions will take into account both market/segment attractiveness andthe organization’s actual and potential ability to meet the needs ofcustomers within those market/segments. They will also be shapedby the overriding corporate objectives. The setting of marketingobjectives and strategies, and the production of marketing plans toarticulate them, therefore dominate this subprocess.

Organizations normally start by defining the value they hopeto receive from the market or segment, in terms of, for example,market share, market volume, market value or profit contribution bysegment. They must also define the value to be delivered to thecustomer in return, or the product/service benefits the customer caresabout. These price/value propositions must then be set in a realisticcontext; that is, they must be accompanied by a definition of how thecustomer value is to be delivered and communicated.

Once these issues have been resolved, an estimate of the expectedresults of the marketing strategies can be made in terms of the costs tothe organization and the impact of the price/value proposition onsales. This final step closes the loop from the earlier step of settingmarketing objectives, as it may be that iteration is required if thestrategies that have been defined are now considered insufficient tomeet the financial objectives.

The output from the ‘create the value proposition’ subprocess istypically a strategic marketing plan, or plans, covering a period of atleast three years. In some cases, specific plans are produced for eachof the four ‘P’s, such as a pricing plan, a distribution plan, a customerservice plan or a promotions plan. However, even when no marketingplans are produced, the organization is taking decisions implicityabout what constitutes the offer to the customer and how this offer isto be communicated and delivered. The content of the marketingplans has to be communicated to, and agreed with, all departmentsor functions responsible for delivering the customer value articulatedin the plans.

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Deliver value

This subprocess puts the plans into action. It focuses on the tactical,value-delivering activities of inbound logistics, operations, outboundlogistics and service. Encapsulating these activities is the overalldiscipline of relationship management. The need to manage customerrelationships effectively is driven by the fact that it is customers, notproducts, that generate profits, and there is direct link betweencustomer retention and profitability.

Value delivery thus concerns how the offer is communicated tothe customer, and how a two-way dialogue is facilitated with thecustomer. Inherent within this are a number of decisions, includingwhich media and channels to use, and whether or not (and how) theyshould be integrated; what levels of service should be provided, giventhe need for individualization as well as cost-effectiveness; what is therequisite size and nature of the sales force; and how can custom bedeveloped through customer retention programmes.

Monitor value

The delivery of value through the implementation of the marketing plansresults in performance, which then needs to be monitored closely forquality gaps and improvement opportunities. This subprocess thereforeseeks to establish whether the value identified as required by customerswas indeed delivered to customers, and whether the company receivedthe return on investment it had expected. The value delivered can bemonitored against the value proposition which was defined during thesubprocess ‘create the value proposition’. As all aspects of value shouldbe measured in terms of the customer’s perspective, this subprocesswill involve obtaining customer feedback in order to understand thevalue perceived by customers. In addition, the overall effectiveness of themarketing strategies by which the value was delivered may be evaluated.

By monitoring performance against internal indicators and indus-try standards, the organization will be able to ascertain the scope andlevel of its professionalism. To be ‘future robust’ in an increasinglychallenging marketing environment requires substantial competence,skills, courage and conviction. Ensuring that such qualities and apti-tudes exist in an organization is crucial for maintaining commercialviability as well as growing asset value.

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Enhance value

This subprocess builds on current levels of professionalism in order toenhance value and thus raise the organization’s market potential. Itbrings the marketing process full circle. While most organizationsprofess to learn from experience, surprisingly few demonstrate seriouscommitment to examining their performance and processes, andtaking the action required to redress weaknesses and reinforcestrengths. Furthermore, the source of learning need not be confined tothe organization itself. Other organizations in similar or disparateindustries can also provide valuable lessons and guidance.

The key areas open to improvement include the structureand culture of the organization, and the ethos and ethics by whichit operates. The way in which departments and functions areconstructed, and the extent to which they collaborate and integrate,can have a marked impact on the organization’s ability to enhancevalue. For example, the sharing of information, ideas and expertiseacross functions and processes is what enables augmented value tobe realized. Careful management is needed to maximize the use oflimited resources in achieving customer-based objectives. Strongleadership is required to overcome natural resistance to change, andthe barriers presented by outdated attitudes and practices. The maxim‘average products deserve average success’ might also be applied toorganizations.

Summary

In an effort to assist organizations to gain a fuller understanding ofthe meaning of marketing and a firmer hold on the ‘mechanics’ ofmarketing, we have developed a map of the marketing process. Thismap is intended to simplify some of the complexities of marketingand to provide a ‘point of entry’ on what can often seem a ‘spinningcarousel’. It is not meant to diminish the significance or scale of themany activities, principles and beliefs that constitute marketing.

Some relevant features of the map are worth highlighting:

The map is inherently cross-functional ‘Deliver value’, for example,involves every aspect of the organization, from new product develop-ment through inbound logistics and production to outbound logistics

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and customer service. Hence IT support for marketing involves morecross-functional commitment than many other application areas,with important implications for how to organize projects.

The map represents best practice, not common practice Well-embeddedprocesses in even the most sophisticated companies do not addressexplicitly many aspects of the map. Hence IT projects need to tacklethe difficult issues about how to discover best practice, and how toadapt it to the needs of the organization – issues far outside theexpertise of the average computer analyst, who is used to analysing anexisting process and providing IT support for it.

The map is evolving One-to-one communications and principles of rela-tionship marketing demand a radically different sales process fromthat traditionally practised. Hence, exploiting new media such as theInternet requires a substantial shift in thinking, not just changes to ITsystems and processes. This reality is illustrated by the followingexample.

Marketing managers at one company related to us their early expe-rience of operating a website, designed to enable them to reachnew customers considerably more cost-effectively than through thetraditional use of their sales force. When it was first launched,prospective customers would visit the website, make their purchasedecisions based on the information provided there, and place theirorders online. So far, so good. But, stuck in a traditional model of thesales process, the company would allocate the ‘lead’ to a salesperson,who would telephone the prospective customer using the contactdetails given online and make an appointment to see them in threeweeks’ time. Those prospects who did not move on to another onlinesupplier were subjected to a sales pitch that was totally unnecessary,as the customer had already decided to buy. Those that were still notput off were registered as online customers. By this time, however,the company had lost the opportunity to improve its margins byusing the sales force more judiciously. In time, the company realizedits mistake: unlike those prospects which the company identifiedand contacted, which might indeed need ‘selling’ to, many newe-customers were initiating the dialogue themselves, and simplyrequired the company to respond speedily and appropriately. Leavingonline sales to online processes allowed the sales force free to concen-trate on building relationships with major clients.

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The following chapters set out how this marketing map works. Eachof the five subprocesses (define/create/deliver/monitor/enhance)makes a specific contribution to the marketing process, and this isexplained clearly by breaking the subprocess down into manageableparts. The subprocesses also interact and interrelate, giving the mar-keting map a dynamic, iterative dimension. Attention must thereforebe paid to all the subprocesses, for their ultimate value emanates fromtheir coalescence.

Responsibility for how this map is used, and the benefit to bederived from using it, does, of course, rest with the user. We hope yourmarketing journey is a rewarding one and wish you every success!

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Baker, M. (1999) Marketing – philosophy or function? in M. Baker(ed.) IEBM Encyclopaedia of Marketing, International ThomsonPress; London.

McDonald, M. and Wilson, H. (2002) The New Marketing: Transformingthe Corporate Future, Butterworth-Heinemann; Oxford.

Further reading