introduction to the course syllabus & support materials are at [email protected]

INTRODUCTION TO THE COURSE

SYLLABUS & SUPPORT MATERIALS ARE AT

http://awhitebread.ba.ttu.edu

[email protected]

http://awhitebread.ba.ttu.edu/

MARKETING 3350• TESTS 100%

– 5 total – best 4 test scores will determine your grade for the course.

– No make-up tests! – No extra credit!

Knowledge + logic + understanding = No guesses

COURSE STRUCTURE

• Business casual environment• Prepare for class everyday

– slides, text, and vocabulary

• Attend all classes• Bring printout of slide and take good hand-

written class notes• Participate

– Your comments and questions, in-class activities

• Form opinions based on facts and analysis• Review website items

KEY LEARNING OUTCOMES

Understand

• the role of marketing as the hub of the wheel,

• the importance of aligning corporate offerings with market wants and needs,

• the role of the chief marketing officer,

• the many functional areas of marketing, and introduce the major marketing concepts, models, and theories.


• Marketing has many components that need to be coordinated and integrated to maximize your chance for success.

• There is a logical sequence to developing marketing programs and the importance of research to making good decisions.

• There are many marketing concepts and theories that are relatively easy to understand but are difficult to implement.

• New product development [NPD] is critical to the continuing success of the firm and how marketing manages the NPD cycle.


• For career success, students must become very flexible [recognize an item or situation even if it has a different name] and adaptable [take a basic concept, model, or theory and modify or apply it to a specific situation] to succeed in the business world.

• Also for career success, students must become comfortable making decisions based on incomplete and sometimes uncertain information!

1

THE HUB OF THE WHEEL

AND

CONNECTING WITH CUSTOMERS

LIFETIME VALUE

• How often do you purchase a box of Kleenex?• Which translates to n boxes per year. • At what average unit selling price [AUP]?

• Which produces $ annual revenue [Ryr].

• Build the equation for annual revenue. • Times your remaining average lifespan [80-20] of x

years that amounts to $ lifetime revenue [Rl]!

• At 33% gross margin percent [GM]. Note GM=[P-C]/P

• Which results in $ gross profit [Plp] over your lifetime!

• Build the equation for life time value.

Marketing Seeks to:

• Discover and Satisfy Needs and Wants of Markets and Market Segments.

• Markets and market segments are composed of customers, prospects, and suspects.

WHAT IS MARKETING?DELIVERING BENEFITS

LO1

AMA DEFINITION OF MARKETING

“Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”

-American Marketing Association, 2007

THE MARKETING ENVIRONMENT

Planning andSystems

Supply Chain

Management

MarketingMix

Social / CulturalAttitudes, Values, Lifestyle

Capital

Stakeholders

Environmental / Natural Forces

Government / Political / Legal

Competition

Technological

Human Resources

SeniorManagement &Organization Structure

Parties with Unsatisfied Needs

WHAT IS MARKETING?REQUIREMENTS FOR IT TO OCCUR

LO1

A Desire and Ability to be Satisfied

A Way to Communicate

Something of Value to Exchange

1-12

HOW MARKETINGDISCOVERS CONSUMER NEEDS

THE CHALLENGE: NEW PRODUCTS

LO2

Most New Products Fail

• “Focus on the Consumer Benefit”• “Learn From the Past”•

The Challenge:

1-13

•

• B2C:shaped by culture and personality

• B2B [organizational buyers] shaped by requirements]


NEEDS VS. WANTS

LO2


LO2

• MARKETS [for products and/or services] – Defined groups of people or entities with both the desire and the

ability to buy a specific product.

• – [Preferably] uniquely defined groups within markets.

• – Those market segments the entity is / will actively pursue.

• – The entity’s per cent of the total market in units or revenue.

MARKETS AND STAKEHOLDERS

• MARKETS [for products / services]– Business– Consumer [B2C]– Government– Reseller– International*– Institutions [education

and health care]– Non-profit– Captive

• STAKEHOLDERS or PUBLICS [some interest in what you do]– Customers– Prospects– Resellers– Employees– Internal departments /

individuals– Investors– and more!

HOW MARKETING SATISFIESCONSUMER NEEDS

LO3

The Marketing Mix [4Ps]

PRODUCT

PRICEPROMOTION

PLACE

MARKETING PROGRAMCUSTOMER VALUE AND RELATIONSHIPS

LO4

1-18

• VALUE – THE CORNERSTONE OF MARKETING

• The difference between usage value and the cost of procurement.

– –

– Customer satisfaction [positive customer experience]•

–

–

MARKETING PROGRAMCUSTOMER VALUE AND RELATIONSHIPS

LO4

• Best? Price

• Best? Service

Customer Value & Its Perception

• Best? Product

Value Strategies – It’s all about being perceived differently!

MARKETING PROGRAMRELATIONSHIP MARKETING

LO4

• Easy to Understand -

Relationship Marketing

• Customer Relationship Management [CRM]

Marketing Program

1-20

MARKETING MANAGEMENT PHILOSOPHIES

• PRODUCTION ERA– – Products that are available and highly affordable

– Products with the most performance and featuresThey will buy it if we build it.

• SALES ERA– Sales are driven by advertising & promotion

You will sell what we make.

CONTRASTING CONCEPTS

FactoryExistingproducts

Selling andpromotion

Profits throughsales volume

Startingpoint Focus Means Ends

MarketIntegratedmarketing

Profits throughcustomer

satisfactionCustomer

needs

THE MARKETING CONCEPT AT WORK

MARKETSAND

SEGMENTSCONSUMER NEEDS

INTEGRATEDMARKETING

COMMUNICATIONS

PROFITSTHROUGH

SATISFACTION

VERSUS THE SELLING CONCEPT WHICH EMPHASIZES COMPANY NEEDS

MARKETING MANAGEMENT PHILOSOPHIES

• MARKETING CONCEPT ERA– Market [customer]-driven approach

We will make it if we believe we can sell it in sufficient quantity

• CUSTOMER RELATIONSHIP ERA– Mutually-satisfying long-term relationships

[relationship marketing]

ETHICS & CORE VALUES

• MORALS

The distinctions between right and wrong.

• ETHICS

The values relating to human conduct—the right and wrong of actions, and the good or bad of motives and ends.

ETHICS

• Personal ethics should exceed legal requirements

• If you have to ask about its legality, you are likely in ethical trouble

•

•

HOW MARKETING BECAME IMPORTANTBREADTH AND DEPTH OF MARKETING

LO6

Who Benefits?

Who Buys & Uses What Is Marketed?

•

•

How Do Consumers Benefit?

• •

1-27

PLANNING

• STRATEGIC–

• MARKETING– Generally one year or less

• TACTICAL– Generally days, weeks, or months

PLANNING AND THE FIRMVision

Core valuesBusiness definitions and missions

Strategic direction [leadership]Infrastructure [core competencies]

SBUs

Marketing planObjectives & Situation analysis

Segmentation and target marketingPositioning

Marketing mixProduct – Place – Promotion – Price [value]

STRATEGIC PLANNING

• The process of aligning the firm’s capabilities over the long term to take advantage of constantly changing market opportunities.

• The goal is usually maximization of the firm’s revenues, profits, and / or the accomplishment of major objectives.

• There are several excellent models. The challenge is to apply the most appropriate model for your situation.

STRATEGIC PLANNING

• What are we now?

• What capabilities do we want to develop?

• What businesses should we be in?

• How do we get there?– –

• What are the rewards of success?

2

STRATEGIC PLANNING,

CORPORATE GOALS, AND

CORE COMPETENCIES

Business entities

TODAY’S ORGANIZATIONSKINDS OF ORGANIZATIONS

LO1

For-profit organizations

TODAY’S ORGANIZATIONSWHAT IS STRATEGY?

LO1

Strategy

Marketing’s Role

2-34

HOW DOES MARKETING MEET CORPORATE GOALS?

• REVENUE AND NET PROFIT

• BRAND AWARENESS

• NEW PRODUCT / MARKET DEVELOPMENT

THE MARKETING ORGANIZATIONWORKING RELATIONSHIPS

MARKETING OFFICER

THE MARKETING PLAN

STRATEGIC DIRECTION OF THE FIRMBOARD / CEO / COO

MARKET

RESEARCH

PRODUCT

MANAGEMENT

INTEGRATED

MARKETING

COMMUNICATIONS

SALES

ORGANIZATIONS

PRODUCTS & SERVICES

PRICING

CHANNEL MANAGEMENT

SALES FORCE DIRECTION

BRAND MANAGEMENT

CUSTOMER SURVEYS

NEEDS RESEARCH

ADVERTISING

PROMOTION

PUBLIC RELATIONS

SALES MATERIALS

SALES MANAGEMENT

DAILY SALES

ACCOUNT MANAGEMENT

CUSTOMER RELATIONSHIPS

TYPES OF SALES ORGS.

CUSTOMER

SERVICES

CUSTOMER CARE

SALES

DESIGNING THE BUSINESS PORTFOLIO

•

•

•

• CORE COMPETENCIES

• CONSIDERATIONS– FIT WITH OTHER SBU’s– SYNERGIES– COMPETITION BETWEEN SBU’s

STRATEGIC DIRECTION OF THE FIRM(“THE CORE COMPETENCE OF THE CORPORATION”

ARTICLE)

• CORE COMPETENCY TESTS

• Sustainable –

• Competitive –

• Advantage –

TODAY’S ORGANIZATIONSSTRUCTURE—SBU

LO1

Strategic Business Unit [SBU] Level

GE Commercial Finance(business loans, leases)

GE Healthcare(imaging, diagnostics, life-

support systems)

GE Industrial(appliances, lighting, factory automation)

GE Infrastructure(aircraft engines, energy,

transportation)

GE Money(consumer home loans,

credit cards)

GE NBC Universal(television, music, film)

THE STRATEGIC BUSINESS UNIT (SBU)

• A UNIT OF THE FIRM THAT HAS DIFFERENT OBJECTIVES, CAN BE PLANNED SEPARATELY FROM OTHER UNITS, AND INTERNALLY COMPETES FOR–

– FAIR PERFORMANCE MEASURES– DEGREE OF AUTONOMY

STRATEGY IN VISIONARY ORGANIZATIONS

FOUNDATION (WHY)

LO2

Core Values

Stakeholders

Organizational Culture

Mission or Vision

2-42

CORE VALUES

are the fundamental, passionate, and enduring principles that guide conduct over time.

– Values and beliefs: you can not live a dual life

• What do we do we do best?

• What business[es] are we in?

STRATEGY IN VISIONARY ORGANIZATIONS DIRECTION (WHAT)

LO2

Business

• What business[es] should we be in?

“MARKETING MYOPIA” *THEODORE LEVITT ARTICLE

• • Supermarket [1930]

• Color TV • Lead with price conundrum

• You can always get sales!• Great marketing organizations rarely

have financial problems!

APPLYING THE MARKETING MYOPIA CONCEPT:

BUSINESS DEFINITIONS & EXTENSIONS

COMPANY

PRODUCT

ORIENTED

MARKET

ORIENTED

BUSINESS

EXTENSIONS

DISNEY Theme parks Fantasies & entertainment

What businesses are they in?

WAL-MART Discount stores

Value to middle class

What can they sell?

COMPETENCIES / KEY SUCCESS FACTORS

• NOT CORE COMPETENCIES

• YOU MUST DO BETTER EVERY DAY

•

• Design

• Engineering

• ?

SETTING STRATEGIC DIRECTIONSWhere do we want to go? BCG Growth-Share Matrix

LO3M

ark

et

Gro

wth

Ra

teL

OW

H

IGH QUESTION MARKS

CASH COWS DOGS

HIGH LOW Relative Market Share

STARS

GE STRATEGIC BUSINESS PLANNING MATRIX

• Market Attractiveness– Market size, growth rate,

potential– Competition– Profitability– Government regulation

• Business Strength– Market share– Customer & market

knowledge– Cost efficiency– Technology

MA

RK

ET

AT

TR

AC

TIV

EN

ES

S

Lo

wM

ediu

mH

igh

Valve

Fuelpumps

Clutches

Hydraulicpumps

Strong Medium Weak

BUSINESS STRENGTH

Invest & grow Selective growth

GE STRATEGY ANALYSIS

SETTING STRATEGIC DIRECTIONSWHERE DO WE WANT TO GO?

LO3

Hedgehog Analysis

• What Can We Be the Best At in the World?•

• What Drives Our Economic Engine?

• What Are We Deeply Passionate About?•

2-51

SETTING STRATEGIC DIRECTIONSWHERE DO WE WANT TO GO?

LO3

• Red Oceans• • • The ocean turns red with blood

• Blue Oceans• • • The great blue expanse of opportunity

Blue Ocean Analysis

Copyright 2005 W. Chan Kim and Renée Mauborgne

2-52

THE STRATEGIC MARKETING PROCESSLO4

• How Do We Allocate Our Resourcesto Get Where We Want to Go?

Strategic Marketing Process

• How Do We Convert Our Plans to Actions?

• How Do Our Results Compare WithOur Plans, and Do Deviations RequireNew Plans?

2-53

THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE

LO4

• Situation Analysis

• SWOT Analysis

Step 1: Situation (SWOT) Analysis

2-54


Analyze Competitors

Identify Industry Trends

Research Present and Prospective Markets

Assess the Organization

LO4

• SWOT Analysis Study

Step 1: Situation (SWOT) Analysis

2-55


LO4

SWOT ANALYSISYour firm and your major competitors

STRENGTHS

Take advantage of the firm’s strengths

WEAKNESSES

Offset the firm’s weaknesses

OPPORTUNITIES

Use the firm’s strengths to offset competitive threats

THREATS

Counter threats

LEVERAGE

PROBLEMS

CONSTRAINTS VULNERABILITIES

IP

Low cost structure

Market position

Breadth of offering

Lack of management

talent

Weak finances

NPD

New markets, channels

Acquisitions

Rapidly changing market

New entrants

Government regulations

Step 2: Market-Product Focus and Goal Setting


LO4

2-57

COMPETITIVE ADVANTAGE

• The target market set[s] of ____________________ features and their associated _____________ benefits _______________________________ compared to the competitive offerings.

COMPETITIVE ADVANTAGE OF THE FIRM

DIFFERENTIATION OVERALL COST LEADERSHIP

NICHE / FOCUS

INDUSTRY

WIDE

Customer Perceived Uniqueness Low Cost Position

COMPETIVE

SCOPE

COMPETITIVE ADVANTAGE

• Product Strategy

• Price Strategy

• Promotion Strategy

• Place (Distribution) Strategy

Step 3: Develop the Marketing Program


LO5

2-60

THE STRATEGIC MARKETING PROCESSTHE IMPLEMENTATION PHASE

LO5

Obtaining Resources

Designing the Marketing Organization

Developing Schedules

Executing the Marketing Program

• Marketing Strategy

• Marketing Tactics2-61

THE STRATEGIC MARKETING PROCESSTHE EVALUATION PHASE

• Exploiting a Positive Deviation

• Correcting a Negative Deviation

Acting on Deviations

• Planning Gap

Comparing Results with Plans to Identify Deviations

LO5

2-62

3

SCANNING THE MARKET

ETHICS

•

ENVIRONMENTAL SCANNINGLO1

Environmental Scanning

• Tracking Trends

3-64

Demographics

SOCIAL FORCESDEMOGRAPHICS

LO2

• World Population

• U.S. Population

Social Forces

3-65

Baby Boomers: 1946 - 1964

Generational Marketing [B2C]

SOCIAL FORCESDEMOGRAPHICS—GENERATIONAL COHORTS

LO2

3-66

Statistical Areas (SA): Illinois

SOCIAL FORCESDEMOGRAPHICS—POPULATION SHIFTS

LO2

•Metropolitan Division: Chicagoland

•Micropolitan SA: Dixon, IL

•Metropolitan SA: St. Louis, MO & SW IL

•Combined SA: NE Illinois

3-67

Composition

Trends

SOCIAL FORCESDEMOGRAPHICS—RACIAL & ETHNIC DIVERSITY

LO2

• African Americans

• Hispanics

• Asian Americans

Multicultural Marketing3-68

Culture

The Changing Attitudes and Roles of Men and Women

Changing Values

SOCIAL FORCESCULTURE

LO2

• Value Consciousness

3-69

ECONOMIC FORCESMACROECONOMIC CONDITIONS

LO3

Economy

• Inflation

• Recession

3-70

ECONOMIC FORCESCONSUMER INCOME

LO3

Gross Income is the total amount of money made in one year without

Disposable Income is the money a consumer has left after

Discretionary Income is the money that remains after

paying for taxes and

3-71

Electronic Commerce

TECHNOLOGICAL FORCESELECTRONIC BUSINESS TECHNOLOGIES

LO4

3-72

PORTER’S FIVE FORCES MODEL:Industry Analysis

See Michael E. Porter, Competitive Strategy, New York Free Press, 1980, for more information.

What is the amount of rivalry

What is the bargaining power

of

What is the threat of

What is the bargaining power

of

What is the threat of

significant

Regulation

Protecting Competition

• Robinson-Patman Act (1936)

• Sherman Antitrust Act (1890)

• Clayton Act (1914)

REGULATORY FORCESFEDERAL LEGISLATION

LO6

3-74

Product-Related: Company Protection

• Copyright Law


LO6

3-75

• Trademark Law

•

•

Pricing-Related

• Exclusive Dealing

• Requirement Contracts

Distribution (Place)-Related

•

•


LO6

3-76

FIGURE 4-1FIGURE 4-1 Four ways to classify marketing decisions according to ethical and legal relationships.

4-77

Business Cultures

ETHICAL MARKETING BEHAVIORBUSINESS CULTURE AND INDUSTRY PRACTICES

LO2

Ethics of Exchange

•

• Consumer Bill of Rights (1962) codified the ethics of exchange between buyers and sellers

• U.S. Consumer Product Safety Commission

• Federal Trade Commission (FTC)4-78

ETHICAL MARKETING BEHAVIORBUSINESS CULTURE AND INDUSTRY PRACTICES

LO2

Ethics of Competition

•

• Bribes and Kickbacks

•

4-79

4

CONSUMER MARKETING [B2C];

MARKETS & BUYER BEHAVIOR

WHAT IS A CONSUMER?

• The ultimate user that selects, purchases, uses, and disposes of goods or services to satisfy needs and wants.

A MODEL OF BUYER BEHAVIOR

Marketing andOther Stimuli

Marketing andOther Stimuli

Buyer’s Black BoxBuyer’s Black Box

Buyer’s ResponseBuyer’s Response

Product

Price

Place

Promotion

Economic

Technological

Political

Cultural

Buyer Characteristics

Buying Decision Process

Product Choice

Brand Choice

Dealer Choice

Purchase Timing

Purchase Amount

FIGURE 5-1FIGURE 5-1 The purchase decision process consists of five stages.

5-83

PURCHASE DECISION PROCESSCONSUMER BAHAVIOR – PROBLEM RECOGNITION

FEEDBACK

Internal Search

PURCHASE DECISION PROCESSINFORMATION SEARCH

LO1

External SearchPersonal sourcesPublic sourcesMarket-dominated sources

5-84

PURCHASE DECISION PROCESSALTERNATIVE EVALUATION

LO1

Evaluative Criteria Factors that represent both the objective attributes of a

brand and the subjective ones a consumer uses to compare different products and brands.

Consideration Set the group of brands that a consumer would consider

acceptable from among known brands in the product class.

5-85

PURCHASE DECISION PROCESSPURCHASE DECISION

LO1

Decide from Whom to Buy

Decide When to Buy

5-86

CUSTOMER FOCUSTHE VALUE OF A SATISIFIED CUSTOMER

• Customer retention [satisfaction]

•

•

•

AFTER THE PURCHASE:POSTPURCHASE BEHAVIOR

Consumer’s Expectations of

Product Quality and Performance

Consumer’s Expectations of

Product Quality and Performance

Dissatisfied CustomerDissatisfied CustomerSatisfied Customer!Satisfied Customer!

Product’s Perceived Performance Standard Product’s Perceived Performance Standard

CLASSIFICATION OF CONSUMER PRODUCTS

Shopping Products

> Considerable selection time & effort> Moderately brand loyal> Comparison shop> Few locations

Clothing, appliances, services

Convenience Products

> Frequently purchased> Little effort> Low priced> Numerous locations

Staples, impulse items

Specialty Products

> Unique characteristics> Significant purchase efforts> Brand – limited locations

Big Bertha golf club, Rolex

Unsought Products

> Little awareness or interest until need > Require much advertising & personal selling

Insurance, some innovations

> Unexpected need> Speed with little to no brand loyalty

Emergency room, ambulance, towing

PURCHASE DECISION PROCESSCONSUMER INVOLVEMENT & PROBLEM SOLVING

LO2

Involvement is the personal, social, and economic significance of the purchase to the consumer.

• Extended Problem Solving

• Limited Problem Solving

• Routine Problem Solving

5-90

PURCHASE DECISION PROCESSINVOLVEMENT & MARKETING STRATEGY

LO2

Low Involvement

• Maintain Product Quality

•

•

High Involvement: Use Ads and Personal Selling

5-91

• SOCIAL SURROUNDINGS

• – What do you notice when you go into a store?

• – Does the time of day affect your shopping?– How do you shop if you are in a hurry?

• – How does being unhappy affect your shopping?– How does the amount of money you have …

PURCHASE DECISION PROCESSSITUATIONAL INFLUENCES

LO2

FOUR TYPES OF BUYING DECISIONS

Behavior

Behavior

Behavior

Behavior

Significantdifferences

betweenbrands

Fewdifferences

betweenbrands

HIGH INVOLVEMENT[Quality – Service – Facts]

Use personal sales – quality, facts, service

LOW INVOLVEMENT[Obvious differences]Use advertising, POP, emotional perceptions

DURABLE GOODS[Furniture, appliances, long-lasting items…]Use subjective appeals, advertising

NON-DURABLE GOODS[Grocery items, frequent purchases, …]Use sales promotion, price

PSYCHOLOGICAL INFLUENCES ON CONSUMER BEHAVIOR: MOTIVATION AND PERSONALITY

Maslow’s Hierarchy of Needs

LO3

(Food, water, shelter, Advil-advanced medicine for pain)

(Food, water, shelter, Advil-advanced medicine for pain)1

(safety, financial security, protection)

(safety, financial security, protection)

2

(friendship, belonging, love)

(friendship, belonging, love)3

(self-esteem, recognition)

(self-esteem, recognition)

4

Self-actualization

(self-developmentand realization)

Self-actualization

(self-developmentand realization)

5 Personal improvement, legacy, philanthropy

Rawls College of Business

Designer itemsHilfiger, BMW, …

Cards, flowersHallmark, Carnival, …

InsuranceAllstate

PSYCHOLOGICAL INFLUENCESON CONSUMER BEHAVIOR

MOTIVATION AND PERSONALITY

LO3

Personality

5-95


PERCEIVED RISK

LO3

Strategies to Reduce Perceived Risk

• Secure Endorsements

• Provide Free Trials/Samples

• Give Extensive Instructions

• Provide Warranties/Guarantees

• Obtain Seals of Approval

5-96


LEARNING

LO3

• Cue

• Response

• Reinforcement

Behavioral Learning

• Drive (Hunger)

5-97

Cognitive Learning


ATTITUDES AND BELIEFS

LO3

• Beliefs -

Attitude Formation

• Values –

• Attitude –

5-98


ATTITUDES AND BELIEFS

LO3

• Add New Product Attributes

Attitude Change

• Changes Perceived Importanceof Attributes

• Change Beliefs About a Brand’s Attributes

5-99

PSYCHOLOGICAL INFLUENCES ON CONSUMER BEHAVIOR: CONSUMER LIFESTYLELO3

ACTUALIZERS11.7%

FULFILLEDS10.5%

BELIEVERS17.0%

ACHIEVERS14.7%

STRIVERS11.8%

EXPERIENCERS12.9%

MAKERS12.0%

STRUGGLERS9.5%

Knowledge and

Principle

Achievement: success

Guided by self-expression:

Guided by

SOCIOCULTURAL INFLUENCESON CONSUMER BEHAVIOR

PERSONAL INFLUENCE

LO4

Opinion Leaders

Word of Mouth

5-101

5-102

Family Decision Making

SOCIOCULTURAL INFLUENCESON CONSUMER BEHAVIOR FAMILY INFLUENCE

FIGURE 5-6FIGURE 5-6 Modern family life cycle stages and flows

SOCIOCULTURAL INFLUENCESON CONSUMER BEHAVIOR

SOCIAL CLASS

LO4

Social Class

• Working/Lower Class

• Middle Class

• Upper Class

5-103

SOCIOCULTURAL INFLUENCESON CONSUMER BEHAVIORCULTURE AND SUBCULTURE

LO4

Culture

• Hispanic Buying Patterns

Subculture

• African American Buying Patterns

• Asian American Buying Patterns5-104

ISTHEIR REALITY!

introduction to the course syllabus & support materials are at [email protected]

Documents

role of marketing

marketing programs

major marketing concepts

chief marketing officer

american marketing association

functional areas of

continuing success

market segments