Question

You are assigned to the account for a new hybrid automobile. Discuss the research that you need to conduct for each step in the strategic decision-making process. What do you need to do in order to put together a useful brief for the creative team?

CLASS: ADVERTISING (MK380)

PLEASE USE REFERENCES AND CITE....THANK YOU!!!!

Answer 1

Hybrid Vehicle Marketing

1.0 Introduction

The role of the marketing planning process is to examine, define, and present how marketing activity will support the achievement of the organization’s strategic business objectives However, the true marketing planning process goes well beyond Kotler’s definition. The organization’s strategic business objectives need to be set taking account of its long-term vision and mission. In addition, the marketing audit forms a fundamental part of the process as it constantly feeds back data about the organization’s changing marketing environment. There are a number of sequential and logical steps that follow the marketing audit.

2.0 Marketing Audit

2.1 The Macro Environment – PESTEL Analysis

Political

Governments are encouraging manufacturers to produce cars with improved fuel economy by imposing high fuel taxes and/or strict limits on vehicle emissions.

Economic

The worldwide economic downturn and rising fuel prices are forcing consumers to reduce their motoring costs.

Social and Cultural

Consumers are now increasingly well informed about the major global environmental issues and actively consider the ‘green credentials’ of the products they buy .

Technological

Technological progress is being made in the production of batteries, which are essential for the efficient powering of hybrids .

Environmental

Fossil fuels are a major contributor to carbon emissions and there is a growing demand to reduce carbon emissions for vehicles using alternative and ‘greener’ energy sources

Legal

Vehicle carbon emissions are monitored and controlled by law in a number of countries including the UK.

2.2.1 The Global Market for PHEVs

The the global market for PHEVs is forecast to be dominated by the USA with approximately 640,000 vehicles expected to be in use there by 2015. The USA will be closely followed by China with 560,000 vehicles. The global sales of hybridss are expected to reach 1.7 million by 2015.

2.2.2 Market Shares

When purchasing a hybrid, many consumers will probably opt for a brand of vehicle that they are already familiar with, and trust. Therefore, manufactures such as Toyota and Honda are likely to benefit from their established positions in the market.

2.3 The Internal Environment - SWOT Analysis

The identification of internal strengths and weaknesses helps identify an organisation’s strategic capabilities and limitations and assist in illustrating how those factors can be managed in terms of minimizing threats and maximizing opportunities.

Strengths

Weaknesses

Core Competencies

Research and development as evidenced by entry into Formula 1.

International engineering expertise.

Brand Reputation

Domestic and international awards for its car models.

Distribution.

Domestic market share

Strong presence in various countries

Human Resources

Financial Resources

Core Competencies

Brand Reputation

Distribution

Financial Resources

Opportunities

Threats

Market trends

Regulatory changes

Global governmental and legal pressures are working in favour of the Hybrid Automobile market.

Economic Situation.

High entry cost for Hybrid Automobile ownership.

Distribution

2.4 Market Segmentation, Targeting, and Positioning

3.1 Market Segmentation

Consumer markets can generally be segmented in three ways based on:

Socio-demographics - including age groupings, gender, location, family size, income levels, and educational standard achieved.

Psychographics - including lifestyle and personality characteristics.

Behavioural factors - including attitudes, perceptions values, beliefs and learning, cultural, social.

Market segmentation, as a discipline, is now widely recognised as being a precondition for the successful global marketing of products and services.

3.2 Targeting

In view of the findings from the Marketing Audit and with reference to the study by Ernst and Young (2010), it is proposed that the target audience for the Hybrid automobiles be defined thus:

Socio- demographics: Existing car owners and those who expect to purchase a car within the next three years; middle to high-income earners; located globally but with a strong bias towards China.

Psychographics: City dwellers who drive less than fifty miles per day on average.

Behavioral factors: Motorists who are primarily interested in saving money on fuel and are not necessarily concerned about environmental factors.

3.3 Positioning

Positioning a brand is an attempt by a business to influence consumer perception and behaviour (Perreault and McCarthy, 1999).

However, brand positioning should go beyond simply reinforcing a brand’s current position in the marketplace by disseminating messages about the emotional position it wants to adopt. In other words, how does the brand’s position make the targeted consumer think and feel and will this influence the way that the target consumer segment behaves?

4.0 Marketing Strategies – Communicating and Delivering Value

4.1 Competitive Advantage

Porter (1980) believes that organisations can use certain generic strategies to exceed the performance of their competitors and thereby establish a competitive advantage - see Figure 2 below.

Whilst Proton is currently able to compete on price in its domestic market, due to government protectionist policies, its position outside Malaysia, means that it has to differentiate its product to compete effectively. Consequently, it is proposed that Proton adopts a narrow scope, differentiation focus for its global generic strategy.

4.2 Customer Value

Customer value is the cornerstone of developing and maintaining customer relationships, which leads to customer satisfaction and ultimately, customer loyalty. Customer value is created through ‘value propositions’, which are the benefits that an organisation undertakes to deliver to its customers. Value propositions are an integral part of building differentiation and competitive advantage (Armstrong and Kotler, 2008).

For example, subject to research, it may promise to deliver ‘the lowest running costs of any hybrid vehicle’. Customer value is delivered through all elements of the marketing mix and is a fundamental dimension of the brand.

4.3 Branding

To build its brand equity, Proton needs to engage with its customers, and potential customers, at all ‘touch points’ for all stakeholders. These touch points include all formalised internal communication activity, such as employees magazines and intranets, all external promotional activity, such as advertising and direct marketing, customer call centres and helplines, and contacts with the supply chain.

The stakeholder’s interaction with such touch points provides Proton with an opportunity to influence the perception of the brand in terms of whether it meets expectations or not across a range of dimensions, for example, providing an opportunity to grow the business for financial stakeholders, and delivering value for end consumers. In addition, it is vital that there is an integrated and consistent delivery of brand messages across all touch points (Doyle, 1998). Equally, however, branding messages for a global market challenger, such as Proton, must be of relevance and appeal to local markets. This ability to think globally but act locally can help to reinforce Proton’s competitive advantage strategy (Taylor, 1991).

4.4 Product Strategy

In view of its proposed market position as a market challenger gaining competitive advantage through a narrow scope, differentiation focus, any hybrid automobile needs to meet the following specification:

Features: Such as the ease of access and use of the charger.

Customization: Chinese market tastes and preferences generally require, for example, a more ‘formal’ vehicle interior than for say the US market (Bloomberg Business Week, 2010).

Performance: Maneuverability in small spaces. Adequate acceleration for city use.

Conformance: Must conform to local regulatory controls over vehicle emissions and safety standards.

Durability: Resilient enough to cope with heavy usage in high population density centres.

Reliability: Highly reliable with guaranteed driving distances

Repairability: Ease of repair is important in all car market segments but especially so for new car technologies as this provides the purchaser with reassurance.

Style: In view of the expected relatively high price of the hybrids, styling will be important.

In terms of pre and post purchase customer service then the following are important:

Ordering ease: The vehicle needs to be easy to order from local dealers.

Delivery: Guaranteed delivery times of no more than four weeks from ordering.

Customer induction training: In view of the new technology present in the car, customers need extended training such as how to charge the battery.

Customer consulting: Customers need reassurance messages pre and post purchase.

Maintenance and repair: An extensive network of dedicated servicing facilities with fully trained technicians.

Returns: Due to the advanced technical nature of the product, there are certain to be returns and these must be managed effectively to avoid customer dissatisfaction and promote customer goodwill and advocacy, which is vital in this new marketplace.

4.5 Pricing Strategy

Even though the recommendation is to compete on differentiation, the pricing strategy, although not market leading, still needs to be competitive for a new product like the hybrids, where there will be considerable competition from more established brands.

4.6 Promotional Strategy

4.6.1 Promotional Tools

According to Fill’s ‘4C’s’ model (2002), four principal dimensions characterize each of the main communications tools, namely:

Communications Impact

Credibility

Costs

Control

4.7.2 Promotional Messages

The external promotional messages should deliver value through being emotively positioned based on the motivating factors behind the purchase decision for hybrids.

According to independent research, the major purchase motivation for hybrids is economic in terms of the fuel savings that can be realized. Reassurance about battery driving range, access to charging stations and vehicle price are also significant factors in the purchase decision (Ernst and Young, 2010).

5.0 Marketing Implementation, Management, and Control

The effective management of marketing projects, such as the launch of a new product like the Proton PHEV, requires a number of interrelated activities to be controlled including:

The assembly and management of a dedicated project team.

The setting of objectives and evaluation of activities against those objectives.

The control and reporting of promotional and other expenditure against budget.

The production of a calendar of key marketing events.

The measurement and reporting of marketing mix activities effectiveness.

It is the responsibility of the Project Manager, in this case, the Marketing Manager, to oversee the project but not to necessarily be responsible for all aspects of its implementation.

At its most fundamental level marketing management involves the appropriate selection of target consumer segments and the building of mutually beneficial relationships with the consumers in those segments (Armstrong and Kotler, 2008). To discharge these responsibilities effectively the Marketing Manager will need to possess a broad range of skills including effective financial and human resource management, an understanding of the relationship between marketing and sales, profit-optimization planning and forecasting, and marketing mix planning and optimization.

It is the role of the marketing department, under the leadership of the Marketing Manager, to plan, manage, execute, control, and evaluate the marketing strategy (Kotler et al, 2009, p.4). For this to be done effectively, the Marketing Manager must make strategic and long-term decisions as well as tactical and short term marketing mix decisions (Kotler et al, 2009, p.6).

Planning

Develop Strategic Plans

Develop Marketing Plans

Implementation

Carry out the Plans

Marketing Audit – Internal and External

Control

Measure Results.

Evaluate Results

Take Corrective Action

6.0 Marketing Metrics

Historically the measurement of the effectiveness of marketing activities has been a contentious and difficult process but it is increasingly recognized as an essential requirement for assessing the return on investment for any new product (Clancy and Stone, 2005).

As a starting point, marketing performance needs to be measured against the marketing objectives. This will assist in assessing likely changes in future market share (Kotler, 2001). Following this, a post launch evaluation needs to carried out with actual volume sales used to calculate actual market share. Quantitative measures of financial performance, in terms of return on investment, also need to be analysed in the short and longer term. All of these measurements need to be further analysed in causal and relative terms and fed back into the ongoing marketing planning process.

REFERENCES

Aaker, D.A. (1982), ‘Positioning your product’, Business Horizons, 25 (3), 56–62.
Basic Marketing : A Global-Managerial Approach– 1999 by William D. McCarthy, E. Jerome; Perreault (Author)
Bell, S.J., Menguc, B. and Stefani, S.L. (2004), ‘When Customers Disappoint: A Model of Relational Internal Marketing and Customer Complaints’, Journal of the Academy of Marketing Science, 32 (2), 112–26.
Cravens, D.W., Shipp, S.H. and Cravens, K.S. (1993), ‘Analysis of co-operative interorganizational relationships, strategic alliance formation, and strategic alliance effectiveness’, Journal of Strategic Marketing, March, 55–70.
Deshpandé, R., Farley, J.U. and Webster, F.E. (1993), ‘Corporate culture, customer orientation and innovativeness in Japanese firms: a quadrad analysis’, Journal of Marketing, 57, 23–27.
Fisher, J.C. and Pry, R.M. (1978), ‘A simple substitution model of technological change’, Technological Forecasting and Social Change, 3 (1), 75–88.
Gubman, E.L. (1995), ‘Aligning people strategies with customer value’, Compensation and Benefits Review, 27 (1), 15–22.
Hooley, G.J., Möller, K. and Broderick, A.J. (1998), ‘Competitive Positioning and the Resource Based View of the Firm’, Journal of Strategic Marketing, 6 (2), 97–115.
Keith, R.J. (1960), ‘The marketing revolution’, Journal of Marketing, 24 (1), 35–8.
Kotler, P.C. (1978), ‘Harvesting strategies for weak products’, Business Horizons, 21 (4), 15–22. Kotler, P.C. (1997), Marketing Management: Analysis, planning, implementation and control, 9th edn, Hemel Hempstead: Prentice Hall International. Kotler, P.C. and Singh, R. (1981), ‘Marketing warfare in the 1980s’, Journal of Business Strategy, 1 (3), 30–41. References 586 .. MARS_Z01.qxd 11/16/07 2:01 PM Page 586 Kotler, P.C., Fahey, L. and Jatusritpitak, S. (1985), The New Competition, Hemel Hempstead: Prentice Hall. Kotler, P.C., Gregor, W. and Rogers, W. (1989), ‘The marketing audit comes of age’, Sloan Management Review, 18 (2), 49–62. Kotler, P.C., Armstrong, G., Saunders, J.A. and Wong, V. (1996), Principles of Marketing: the European Edition, Hemel Hempstead: Prentice Hall. Kotler, P. and Keller, K.L. (2007), A Framework for Marketing Management, 3rd edn, Pearson/ Prentice Hall.
Porter, M. E. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press, 1980. (Republished with a new introduction, 1998.)
Porter, Michael E. Competitive strategy: techniques for analyzing industries and competitors.
Principles of Marketing, 12th Edition
Philip T. Kotler, Northwestern University

Peter Doyle, Veronica Wong, (1998) "Marketing and competitive performance: an empirical study", European Journal of Marketing, Vol. 32 Issue: 5/6, pp.514-535, Gary Armstrong, University of North Carolina.
Regan, G. (1992), Military Blunders, London: Guinness. Reichheld, F. (1993), ‘Loyalty-based management’, Harvard Business Review, 71 (2), 64–73.
Gauging interest for plug-in hybrid and electric vehicles in select markets Compared results, Ernst & Young. EYG No. ED0033.
Saunders, J.A. (1994), ‘Cluster analysis’, in G.J. Hooley and M.K. Hussey (eds), Quantitative Methods in Marketing, London: Academic Press.

Hybrid Vehicle Marketing

1.0 Introduction

The role of the marketing planning process is to examine, define, and present how marketing activity will support the achievement of the organization’s strategic business objectives However, the true marketing planning process goes well beyond Kotler’s definition. The organization’s strategic business objectives need to be set taking account of its long-term vision and mission. In addition, the marketing audit forms a fundamental part of the process as it constantly feeds back data about the organization’s changing marketing environment. There are a number of sequential and logical steps that follow the marketing audit.

2.0 Marketing Audit

2.1 The Macro Environment – PESTEL Analysis

Political

Governments are encouraging manufacturers to produce cars with improved fuel economy by imposing high fuel taxes and/or strict limits on vehicle emissions.

Economic

The worldwide economic downturn and rising fuel prices are forcing consumers to reduce their motoring costs.

Social and Cultural

Consumers are now increasingly well informed about the major global environmental issues and actively consider the ‘green credentials’ of the products they buy .

Technological

Technological progress is being made in the production of batteries, which are essential for the efficient powering of hybrids .

Environmental

Fossil fuels are a major contributor to carbon emissions and there is a growing demand to reduce carbon emissions for vehicles using alternative and ‘greener’ energy sources

Legal

Vehicle carbon emissions are monitored and controlled by law in a number of countries including the UK.

2.2.1 The Global Market for PHEVs

The the global market for PHEVs is forecast to be dominated by the USA with approximately 640,000 vehicles expected to be in use there by 2015. The USA will be closely followed by China with 560,000 vehicles. The global sales of hybridss are expected to reach 1.7 million by 2015.

2.2.2 Market Shares

When purchasing a hybrid, many consumers will probably opt for a brand of vehicle that they are already familiar with, and trust. Therefore, manufactures such as Toyota and Honda are likely to benefit from their established positions in the market.

2.3 The Internal Environment - SWOT Analysis

The identification of internal strengths and weaknesses helps identify an organisation’s strategic capabilities and limitations and assist in illustrating how those factors can be managed in terms of minimizing threats and maximizing opportunities.

Strengths

Weaknesses

Core Competencies

Research and development as evidenced by entry into Formula 1.

International engineering expertise.

Brand Reputation

Domestic and international awards for its car models.

Distribution.

Domestic market share

Strong presence in various countries

Human Resources

Financial Resources

Core Competencies

Brand Reputation

Distribution

Financial Resources

Opportunities

Threats

Market trends

Regulatory changes

Global governmental and legal pressures are working in favour of the Hybrid Automobile market.

Economic Situation.

High entry cost for Hybrid Automobile ownership.

Distribution

2.4 Market Segmentation, Targeting, and Positioning

3.1 Market Segmentation

Consumer markets can generally be segmented in three ways based on:

Socio-demographics - including age groupings, gender, location, family size, income levels, and educational standard achieved.

Psychographics - including lifestyle and personality characteristics.

Behavioural factors - including attitudes, perceptions values, beliefs and learning, cultural, social.

Market segmentation, as a discipline, is now widely recognised as being a precondition for the successful global marketing of products and services.

3.2 Targeting

In view of the findings from the Marketing Audit and with reference to the study by Ernst and Young (2010), it is proposed that the target audience for the Hybrid automobiles be defined thus:

Socio- demographics: Existing car owners and those who expect to purchase a car within the next three years; middle to high-income earners; located globally but with a strong bias towards China.

Psychographics: City dwellers who drive less than fifty miles per day on average.

Behavioral factors: Motorists who are primarily interested in saving money on fuel and are not necessarily concerned about environmental factors.

3.3 Positioning

Positioning a brand is an attempt by a business to influence consumer perception and behaviour (Perreault and McCarthy, 1999).

However, brand positioning should go beyond simply reinforcing a brand’s current position in the marketplace by disseminating messages about the emotional position it wants to adopt. In other words, how does the brand’s position make the targeted consumer think and feel and will this influence the way that the target consumer segment behaves?

4.0 Marketing Strategies – Communicating and Delivering Value

4.1 Competitive Advantage

Porter (1980) believes that organisations can use certain generic strategies to exceed the performance of their competitors and thereby establish a competitive advantage - see Figure 2 below.

Whilst Proton is currently able to compete on price in its domestic market, due to government protectionist policies, its position outside Malaysia, means that it has to differentiate its product to compete effectively. Consequently, it is proposed that Proton adopts a narrow scope, differentiation focus for its global generic strategy.

4.2 Customer Value

Customer value is the cornerstone of developing and maintaining customer relationships, which leads to customer satisfaction and ultimately, customer loyalty. Customer value is created through ‘value propositions’, which are the benefits that an organisation undertakes to deliver to its customers. Value propositions are an integral part of building differentiation and competitive advantage (Armstrong and Kotler, 2008).

For example, subject to research, it may promise to deliver ‘the lowest running costs of any hybrid vehicle’. Customer value is delivered through all elements of the marketing mix and is a fundamental dimension of the brand.

4.3 Branding

To build its brand equity, Proton needs to engage with its customers, and potential customers, at all ‘touch points’ for all stakeholders. These touch points include all formalised internal communication activity, such as employees magazines and intranets, all external promotional activity, such as advertising and direct marketing, customer call centres and helplines, and contacts with the supply chain.

The stakeholder’s interaction with such touch points provides Proton with an opportunity to influence the perception of the brand in terms of whether it meets expectations or not across a range of dimensions, for example, providing an opportunity to grow the business for financial stakeholders, and delivering value for end consumers. In addition, it is vital that there is an integrated and consistent delivery of brand messages across all touch points (Doyle, 1998). Equally, however, branding messages for a global market challenger, such as Proton, must be of relevance and appeal to local markets. This ability to think globally but act locally can help to reinforce Proton’s competitive advantage strategy (Taylor, 1991).

4.4 Product Strategy

In view of its proposed market position as a market challenger gaining competitive advantage through a narrow scope, differentiation focus, any hybrid automobile needs to meet the following specification:

Features: Such as the ease of access and use of the charger.

Customization: Chinese market tastes and preferences generally require, for example, a more ‘formal’ vehicle interior than for say the US market (Bloomberg Business Week, 2010).

Performance: Maneuverability in small spaces. Adequate acceleration for city use.

Conformance: Must conform to local regulatory controls over vehicle emissions and safety standards.

Durability: Resilient enough to cope with heavy usage in high population density centres.

Reliability: Highly reliable with guaranteed driving distances

Repairability: Ease of repair is important in all car market segments but especially so for new car technologies as this provides the purchaser with reassurance.

Style: In view of the expected relatively high price of the hybrids, styling will be important.

In terms of pre and post purchase customer service then the following are important:

Ordering ease: The vehicle needs to be easy to order from local dealers.

Delivery: Guaranteed delivery times of no more than four weeks from ordering.

Customer induction training: In view of the new technology present in the car, customers need extended training such as how to charge the battery.

Customer consulting: Customers need reassurance messages pre and post purchase.

Maintenance and repair: An extensive network of dedicated servicing facilities with fully trained technicians.

Returns: Due to the advanced technical nature of the product, there are certain to be returns and these must be managed effectively to avoid customer dissatisfaction and promote customer goodwill and advocacy, which is vital in this new marketplace.

4.5 Pricing Strategy

Even though the recommendation is to compete on differentiation, the pricing strategy, although not market leading, still needs to be competitive for a new product like the hybrids, where there will be considerable competition from more established brands.

4.6 Promotional Strategy

4.6.1 Promotional Tools

According to Fill’s ‘4C’s’ model (2002), four principal dimensions characterize each of the main communications tools, namely:

Communications Impact

Credibility

Costs

Control

4.7.2 Promotional Messages

The external promotional messages should deliver value through being emotively positioned based on the motivating factors behind the purchase decision for hybrids.

According to independent research, the major purchase motivation for hybrids is economic in terms of the fuel savings that can be realized. Reassurance about battery driving range, access to charging stations and vehicle price are also significant factors in the purchase decision (Ernst and Young, 2010).

5.0 Marketing Implementation, Management, and Control

The effective management of marketing projects, such as the launch of a new product like the Proton PHEV, requires a number of interrelated activities to be controlled including:

The assembly and management of a dedicated project team.

The setting of objectives and evaluation of activities against those objectives.

The control and reporting of promotional and other expenditure against budget.

The production of a calendar of key marketing events.

The measurement and reporting of marketing mix activities effectiveness.

It is the responsibility of the Project Manager, in this case, the Marketing Manager, to oversee the project but not to necessarily be responsible for all aspects of its implementation.

At its most fundamental level marketing management involves the appropriate selection of target consumer segments and the building of mutually beneficial relationships with the consumers in those segments (Armstrong and Kotler, 2008). To discharge these responsibilities effectively the Marketing Manager will need to possess a broad range of skills including effective financial and human resource management, an understanding of the relationship between marketing and sales, profit-optimization planning and forecasting, and marketing mix planning and optimization.

It is the role of the marketing department, under the leadership of the Marketing Manager, to plan, manage, execute, control, and evaluate the marketing strategy (Kotler et al, 2009, p.4). For this to be done effectively, the Marketing Manager must make strategic and long-term decisions as well as tactical and short term marketing mix decisions (Kotler et al, 2009, p.6).

Planning

Develop Strategic Plans

Develop Marketing Plans

Implementation

Carry out the Plans

Marketing Audit – Internal and External

Control

Measure Results.

Evaluate Results

Take Corrective Action

6.0 Marketing Metrics

Historically the measurement of the effectiveness of marketing activities has been a contentious and difficult process but it is increasingly recognized as an essential requirement for assessing the return on investment for any new product (Clancy and Stone, 2005).

As a starting point, marketing performance needs to be measured against the marketing objectives. This will assist in assessing likely changes in future market share (Kotler, 2001). Following this, a post launch evaluation needs to carried out with actual volume sales used to calculate actual market share. Quantitative measures of financial performance, in terms of return on investment, also need to be analysed in the short and longer term. All of these measurements need to be further analysed in causal and relative terms and fed back into the ongoing marketing planning process.

REFERENCES

1. Aaker, D.A. (1982), ‘Positioning your product’, Business Horizons, 25 (3), 56–62.
2. Basic Marketing : A Global-Managerial Approach– 1999 by William D. McCarthy, E. Jerome; Perreault (Author)
3. Bell, S.J., Menguc, B. and Stefani, S.L. (2004), ‘When Customers Disappoint: A Model of Relational Internal Marketing and Customer Complaints’, Journal of the Academy of Marketing Science, 32 (2), 112–26.
4. Cravens, D.W., Shipp, S.H. and Cravens, K.S. (1993), ‘Analysis of co-operative interorganizational relationships, strategic alliance formation, and strategic alliance effectiveness’, Journal of Strategic Marketing, March, 55–70.
5. Deshpandé, R., Farley, J.U. and Webster, F.E. (1993), ‘Corporate culture, customer orientation and innovativeness in Japanese firms: a quadrad analysis’, Journal of Marketing, 57, 23–27.
6. Fisher, J.C. and Pry, R.M. (1978), ‘A simple substitution model of technological change’, Technological Forecasting and Social Change, 3 (1), 75–88.
7. Gubman, E.L. (1995), ‘Aligning people strategies with customer value’, Compensation and Benefits Review, 27 (1), 15–22.
8. Hooley, G.J., Möller, K. and Broderick, A.J. (1998), ‘Competitive Positioning and the Resource Based View of the Firm’, Journal of Strategic Marketing, 6 (2), 97–115.
9. Keith, R.J. (1960), ‘The marketing revolution’, Journal of Marketing, 24 (1), 35–8.
10. Kotler, P.C. (1978), ‘Harvesting strategies for weak products’, Business Horizons, 21 (4), 15–22. Kotler, P.C. (1997), Marketing Management: Analysis, planning, implementation and control, 9th edn, Hemel Hempstead: Prentice Hall International. Kotler, P.C. and Singh, R. (1981), ‘Marketing warfare in the 1980s’, Journal of Business Strategy, 1 (3), 30–41. References 586 .. MARS_Z01.qxd 11/16/07 2:01 PM Page 586 Kotler, P.C., Fahey, L. and Jatusritpitak, S. (1985), The New Competition, Hemel Hempstead: Prentice Hall. Kotler, P.C., Gregor, W. and Rogers, W. (1989), ‘The marketing audit comes of age’, Sloan Management Review, 18 (2), 49–62. Kotler, P.C., Armstrong, G., Saunders, J.A. and Wong, V. (1996), Principles of Marketing: the European Edition, Hemel Hempstead: Prentice Hall. Kotler, P. and Keller, K.L. (2007), A Framework for Marketing Management, 3rd edn, Pearson/ Prentice Hall.
11. Porter, M. E. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press, 1980. (Republished with a new introduction, 1998.)
12. Porter, Michael E. Competitive strategy: techniques for analyzing industries and competitors.
13. Principles of Marketing, 12th Edition
14. Philip T. Kotler, Northwestern University

1. Peter Doyle, Veronica Wong, (1998) "Marketing and competitive performance: an empirical study", European Journal of Marketing, Vol. 32 Issue: 5/6, pp.514-535, Gary Armstrong, University of North Carolina.
2. Regan, G. (1992), Military Blunders, London: Guinness. Reichheld, F. (1993), ‘Loyalty-based management’, Harvard Business Review, 71 (2), 64–73.
3. Gauging interest for plug-in hybrid and electric vehicles in select markets Compared results, Ernst & Young. EYG No. ED0033.
4. Saunders, J.A. (1994), ‘Cluster analysis’, in G.J. Hooley and M.K. Hussey (eds), Quantitative Methods in Marketing, London: Academic Press.