Marketing Management challenges the traditional view of marketing as a function, considering it instead as a series of processes pervading the entire organization and involving most personnel as part-time marketers. The authors argue that every company or institution must manage four main processes: strategic positioning, market intelligence, value creation and value generation. Adopting a global approach, the book focuses on value creation and introduces students to the tools of the marketing mix in a process oriented manner. New to this edition: - New coverage of technology applications and developments and B2B marketing - Consistent focus on value creation throughout - More examples to illustrate theory - Enhanced pedagogy including long case studies and exercises in every chapter With its unique approach and international coverage, this book is essential reading for advanced undergraduate and postgraduate students of Marketing Management and will also appeal to MBA and other post-experience students.

Marketing Management is the gold standard marketing text because its content and organization consistently reflect the latest changes in today's marketing theory and practice. Remaining true to its gold-standard status, the fourteenth edition includes an overhaul of new material and updated information, and now is available with mymarketinglab-Pearson's online tutorial and assessment platform.

Marketing and supply chain management have a symbiotic relationship within any enterprise, and together they are vital for a company’s viability and success. This book offers a systemic approach to the integration of marketing and supply chain management. It examines the strategic connections and disconnections between supply chain and operations management and marketing by focusing on the factors that constitute the extended marketing mix, including product, price, promotion, people, and processes. Key aspects of supply chain management are discussed in detail, including material handling, unit load, handling systems, and equipment, as well as warehousing and transportation, design, and packaging. The book then goes on to explore the marketing functions of intangible products (services), followed by a focus on B2B markets. Throughout, there is a strong emphasis on the optimization and maximization of the value chain through the development of a systems approach with a market-orientation. Pedagogy that translates theory to practice is embedded throughout, including theoretical mini-cases, chapter-by-chapter objectives, and summaries. Marketing and the Customer Value Chain will help advanced undergraduate and postgraduate students appreciate how front-end marketing can interface with the back-end operations of supply chain management.

"No doubt about it, marketing is really changing. Marketing today is: Very strategic-customer-centricity is now a core organizational value. Practiced virtually, digitally, and socially to a greater degree than ever before imagined. Enabled and informed by analytics and new technologies. Accountable to top management through diligent attention to metrics and measurement. Oriented toward service as driver of product. "Owned" by everybody in the firm to one degree or another"--

Written from a European perspective, this book demonstrates how services firms can create value by marketing. Divided into five parts, it includes case studies and "Services Marketing in Action" boxes. Aimed at final year marketing students, it is also useful for practitioners who work in the area of services management and marketing.

Overcome ERM implementation challenges by taking cues from leading global organizations Implementing Enterprise Risk Management is a practical guide to establishing an effective ERM system by applying best practices at a granular level. Case studies of leading organizations including Mars, Statoil, LEGO, British Columbia Lottery Corporation, and Astro illustrate the real-world implementation of ERM on a macro level, while also addressing how ERM informs the response to specific incidents. Readers will learn how top companies are effectively constructing ERM systems to positively drive financial growth and manage operational and outside risk factors. By addressing the challenges of adopting ERM in large organizations with different functioning silos and well-established processes, this guide provides expert insight into fitting the new framework into cultures resistant to change. Enterprise risk management covers accidental losses as well as financial, strategic, operational, and other risks. Recent economic and financial market volatility has fueled a heightened interest in ERM, and regulators and investors have begun to scrutinize companies' risk-management policies and procedures. Implementing Enterprise Risk Management provides clear, demonstrative instruction on establishing a strong, effective system. Readers will learn to: Put the right people in the right places to build a strong ERM framework Establish an ERM system in the face of cultural, logistical, and historical challenges Create a common language and reporting system for communicating key risk indicators Create a risk-aware culture without discouraging beneficial risk-taking behaviors ERM is a complex endeavor, requiring expert planning, organization, and leadership, with the goal of steering a company's activities in a direction that minimizes the effects of risk on financial value and performance. Corporate boards are increasingly required to review and report on the adequacy of ERM in the organizations they administer, and Implementing Enterprise Risk Management offers operative guidance for creating a program that will pass muster.