<p>Contents PrefaceAcknowledgmentsQuestions and Answers about Case LearningPlan of the BookI. Managing Marketing: An Introduction1 Introductory Note2 Case 1. Computer Devices, Incorporated3 Case 2. Atlantic Aviation Corporation: Westwind Division4 Case 3. The Gillette Company: Personal Care DivisionII. Marketing Actions: Managing Marketing's Subfunctions5 Introductory Note6 Case 4. Sales Force Management: Kramer Pharmaceuticals, Inc.7 Case 5. New Product Development: National Mine Service Company (A)8 Case 5. National Mine Service Company (B)9 Case 6. Trade Shows: National Mine Service Company (C)10 Note. Get More Out of Your Trade Shows11 Case 7. Pricing: The Hertz Corporation12 Case 8. Distribution I: Concept Devices, Incorporated13 Case 9. Distribution II: Binney and Smith, Incorporated14 Case 10. Summary Case/Sales Force Management II: Frito-Lay, Incorporated (A)15 Managing Marketing: Exercise IIII. Managing Marketing Programs16 Introductory Note17 Case 11. Program Management I: Frito-Lay, Incorporated (C)18 Case 12. Program Management II: North American Philips Lighting Corporation19 Case 13. Program Management III: Decimalization of the Currency in Great Britain20 Case 14. Managing Key Customers I: American Telephone and Telegraph Company Long Lines Department -- National Account Selling (AMC) (A)21 Case 14. American Telephone and Telegraph Company Long Lines Department -- National Account Selling (B)22 Note. Major Sales: Who Really Does the Buying?23 Case 15. Managing Key Customers II: Applicon, Incorporated24 Case 16. Managing Key Customers III: American Telephone and Telegraph Company Long Lines Department -- Charter Financial Corporation25 Case 17. From Programs to Policies: Alcan Aluminum Corporation -- Building Products Division26 Managing Marketing: Exercise IIIV. Managing Marketing Systems and Policies27 Introductory Note28 Case 18. Marketing Culture and Theme: Benco, Incorporated (A)29 Note. Market Success Can Breed "Marketing Inertia"30 Case 19. Marketing Organization: Benco, Incorporated (B)31 Case 20. The Marketing Audit I: Benco, Incorporated (C)32 Case 21. The Marketing Audit II: Macon Prestressed Concrete Company, Inc. (A)33 Case 21. Macon Prestressed Concrete Company, Inc. (B)34 Case 22. The Marketing Audit III: Macon Prestressed Concrete Company, Inc. (C)35 Case 23. Allocation and Control: Merrill Lynch Pierce Fenner & Smith Inc. (A)V. Integration and Conclusion36 Introductory Note37 Case 24. Summary Case: National Central Bank38 Managing Marketing: Exercise III39 Summary Note. The Nature of Marketing Practice: Contributions from the LiteratureIndex of Cases</p>

Managing Marketing

Business & Money

Bonoma, Thomas V.

Management & Leadership

Free Press

<p>"The general or marketing manager often knows quite well what he or she wishes to get done strategically, but often has trouble making strategy work. Business school training, it seems, has bred too much of an armchair general's skill at commanding an army from the safety of the rear lines and too little of the master sergeant's ability to take a platoon up a hill under heavy fire." Thomas V. Bonoma In this eminently practical book, Harvard professor Thomas V. Bonoma explains why good marketing strategies do not always get results, and offers managers sound advice about what they can do to make certain that their strategies achieve corporate goals. He opens with a clear analysis of the relationship that exists between marketing strategy and implementation, and shows how an understanding of this relationship can improve performance. Bonoma offers specific, down-to-earth guidelines for managing all four levels of marketing practice within the firm: actions (pricing, distribution, promotion, etc.); programs (coordinating actions to maximize market penetration); systems (formal methods of budgeting, sales reporting, and operations control); and policies (the directives that frame the firm's identity and basic thrust). Throughout, Bonoma skillfully attacks the different problems that marketing managers face and shares his firsthand knowledge of more than twenty-five firms -- including AT&amp;T, Alcan, Frito-Lay, Gillette, Hertz, and Merrill Lynch -- whose managers' experiences uncover the common traps that beset the best-laid plans, as well as pointing a path to good practice. Bonoma also spells out the critical personal and managerial skills the marketing manager must have to overcome typical obstacles to top performance. These skills enable managers to deal efficiently with practical problems ranging from handling advertising agencies to revamping the entire sales force for a new product entry. In a field that has been strong on strategy but short on implementation, The Marketing Edge offers "Monday-morning" dividends. It takes managers past the tidy realm of theory and gives them the tools and skills they need to make marketing strategies work in the real world.</p>

Marketing Edge

Marketing management: Text and cases

Irwin

Psychology for management

Kent Pub. Co.

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