| 书目名称 | Marketing Through Turbulent Times | | 编辑 | Jenny Darroch | | 视频video | | | 图书封面 |  | | 描述 | Marketing Through Turbulent Times offers a range of tools, principles and approaches for decision makers who want to lead their organization toward a robust future by ensuring that their marketing strategies are not only relevant for today‘s difficult environment but will also lay the foundation for innovative growth opportunities. | | 出版日期 | Book 2010 | | 关键词 | consumer; environment; foundation; growth; marketing; organization; organizations; rating; social media | | 版次 | 1 | | doi | https://doi.org/10.1057/9780230251182 | | isbn_softcover | 978-1-349-31472-0 | | isbn_ebook | 978-0-230-25118-2 | | copyright | Palgrave Macmillan, a division of Macmillan Publishers Limited 2010 |
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Front Matter |
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Introduction |
Jenny Darroch |
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Today, as I sat down at my computer to write, I scanned . as I often do. Monday January 26, 2009, was the day that many large corporations were announcing fourth quarter results for 2008 and the public had already been forewarned not to expect stunning news. But, as I scrolled through the headlines I noted that Home Depot was laying off 7,000 employees, Sprint was laying off 8,000, Caterpillar a further 5,000 (for a total of 20,000), Pfizer was buying Wyeth and planning to lay off 10% of the workforce or about 5,000 people, and ING had cut 7,000 positions. By the end of the day, Monday January 26, 2009, had been labeled Black Monday with a total of 71,400 jobs lost in just one day and over 200,000 since the start of the year — not to mention the 2.6 million jobs lost in 2008. The most jobs lost in one year since the end of World War II.
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The Consumers’ Perspective |
Jenny Darroch |
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Democracy is derived from the Greek word meaning . or the mob, the many, and . or rule. In North America, and in fact in most of Europe, the British Commonwealth, and Japan, living in a modern democracy means that all citizens can participate in society if they wish and all citizens “must then mutually respect the equal rights of fellow citizens within a regulatory order that defines, protects and limits those rights” (Crick 2002, p. 13), Thus, living in a modern democracy brings together two ideas — power to the people and legally guaranteed individual rights, two often contradictory ideas. Importantly though, democracy is a cultural way of being that means many things at once (West 2004), for example, “regular and fair elections, government transparency, political pluralism, a free press, freedom of association, freedom to complain about the degradation of society” (Dasgupta 2007, p. 142).
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The Consumer Response: Combining Hopefulness with Hopelessness |
Jenny Darroch |
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The preceding discussion provided context for this chapter by profiling the current political and economic landscape. Recently, President Obama described the effect of the tanking economy on ordinary Americans as: “Lost jobs and lost careers. Promising businesses in a shambles. The college acceptance letter returned to its envelope” (Gellene 2009). Against this backdrop, I now want to further examine the response of consumers, question whether changes to consumers’ behavior are likely to be permanent, and conclude by offering suggestions as to how consumers can become more empowered. I will continue my discussion on consumer empowerment in Chapter 4 when I introduce social media as one method for giving a voice back to the people.
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Social Media: Giving a Voice Back to the People |
Jenny Darroch |
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The 20th century “has been characterized by three developments of great political importance: the growth of democracy, the growth of corporate power, and the growth of corporate propaganda as a means of protecting the corporative power against democracy” (Alex Carey quoted in Camp 2001).
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Hope Is Not Enough: Some Guiding Principles for Marketing through Turbulent Times |
Jenny Darroch |
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With President Obama and the Democrats in power, there is a move toward increased government intervention and regulation. In 1974, Webster (1974, p. 6) outlined a range of possible responses to threatened government regulation:
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Marketing through Turbulent Times: Growth through Excellent Execution |
Jenny Darroch |
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In the previous chapter, I outlined a set of guiding principles for managers operating in turbulent times. I now want to turn my attention to specific growth strategies. In this chapter, I will address the need to maintain momentum and stay focused on executing existing marketing strategies extremely well. In subsequent chapters, I will identify strategies for growth by pushing the organization into new markets and with new products. I want to begin this chapter by addressing the issue of momentum by examining how organizations responded to the 1980s recession.
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Pushing Product-Market Boundaries: What Is a Market? |
Jenny Darroch |
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In the previous two chapters, I offered guiding principles to managers operating in turbulent times and encouraged managers to maintain momentum and focus. I now want to discuss how to push market boundaries with new products to generate growth. In the first chapter, I noted that these growth strategies are not only appropriate to organizations marketing in turbulent times but are also suitable for any situation within which generating growth is a primary goal. Therefore, the strategies for growth I outline in this book encompass responding to the current turbulent times and creating turbulence when the economy is out of recession.
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Pushing Product-Market Boundaries by Pursuing Growth Opportunities and Creating New Markets |
Jenny Darroch |
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In the previous chapter, I presented a market as a group of consumers who have the same . (i.e., the same needs and wants) for which a product will provide a . (i.e., it will satisfy those needs and wants). I cautioned against allowing perceptual maps, a representation of a product-market space, to constrict the way in which managers make strategic decisions about their organization and how it competes. I will now focus on how organizations can push product-market boundaries by creating new markets with new products.
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Generating Growth — The Risks |
Jenny Darroch |
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So far, I have outlined strategies for growth. I will now focus on some of the risks associated with growth strategies: (1) pushing the organization into unchartered territories, (2) sluggish (or nonexistent) consumer adoption; (3) developing accurate forecasts for a market that doesn’t exist; (4) losing sight of what business you are in; and (5) ethical concerns associated with creating new needs and wants and encouraging consumption.
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Generating Growth — The Benefits of Being First |
Jenny Darroch |
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Obviously, one of the main benefits of pursuing growth strategies is enhancing organizational survival during turbulent times. Better still, another benefit of pursuing a growth strategy is growth itself. In this chapter, I will focus on the advantages of being first in a new product-market space, something we call first mover advantage.
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Where do Ideas Come from and How to Manage Ideas from Within the Organization |
Jenny Darroch |
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In previous chapters, I discussed a range of growth strategies. I also identified many of the benefits and risks associated with pursuing a strategy of growth. In this last chapter, I want to identify specific characteristics of organizations that are more likely to generate growth by focusing on where ideas come from and how ideas are managed within an organization.
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Conclusions |
Jenny Darroch |
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Long before I decided to write a book about marketing through turbulent times, I was fascinated by what I saw happening around me. Even before the collapse of the financial system at the end of 2008, there was an aura of insanity. House prices were escalating at unprecedented rates yet the government seemed to be doing nothing to stop the housing bubble inflate further. Many people I know were living beyond their means and using home equity to support an unsustainable lifestyle. In fact, I started to hear the expression that people acted as if they had an ATM in their living room.
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Back Matter |
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发表于 2025-3-21 18:18:14
