The driving force of modern marketing is the marketing concept--business succeeds by giving customers what they want. The social discontents and ethical issues associated with marketing arise from functional limitations on implementing the marketing concept, not from greed or deception. Developing a marketing program involves identifying three groups of consumers: 1) the market segment, 2) the program target, and 3) the program audience. To determine the effects of the marketing concept requires identifying the social payoffs and problems.
The marketing committee of Paradise Foods decided against national rollout of Sweet Dream, the company's new premium frozen dessert. They feared Sweet Dream would take away market share from LaTreat, the company's first, and still successful, entry in frozen specialty desserts. Bill Horton, Sweet Dream's product manager, who had spent 18 months evaluating the new product and strongly favored the launch, doubted LaTreat's long-term market strength, believing that the company was protecting a product that was already tiring. Four executives - Jerry Della Femina, chairman and CEO of Della Femina, McNamee WCRS, Inc.; William H. Moult, executive vice president of SAMI/Burke; John M. Keenan, executive vice president of General Foods Worldwide; and Richard F. Chay, director of marketing research for NutraSweet Co. - evaluate Bill Horton's performance and examine whether Paradise Foods should reconsider its no-launch decision.
Introductory note on communications policy for use in first year marketing. Focuses on: Target selection; message delineation; communications intensity; alternative communications; means and media; economics of communications decisions; and need for consistency in communications programs. Assumes that students have previously read Consumer Analysis, Market Analysis, and Note on Marketing Arithmetic and Related Marketing Terms.
A basic note to be used at the beginning of the introductory marketing course to familiarize students with the arithmetic techniques, concepts, and terms that are typically employed in the analysis of a first year marketing case.
Gillette is trying to decide whether to enter the fast-growing blank recording cassette business. The vice president of new business development is charged with developing a marketing plan to be used as the basis for a go/no go decision. In part, the issue is whether Gillette can transfer its distinct competence to a new but related market. The problem is compounded by the rapid changes characteristic of a market early in its life cycle.