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Summary Marketing Management - Article Summaries (Grade 9,1)

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Marketing Management

Instelling
Universiteit Van Amsterdam (UvA)

Summary of all 10 Marketing Management articles for the Premaster Business Administration at the University of Amsterdam.

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Geupload op 14 september 2020
Aantal pagina's 34
Geschreven in 2020/2021
Type Samenvatting

marketing management
business administration
marketing machine
compromise effect
multichannel customers
touchpoints
word of mouth
the unhealth
cross national segmentation
consumer brand identification

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MARKETING
MANAGEMENT
UNIVERSITY OF AMSTERDAM
PREMASTER BUSINESS ADMINISTRATION 2020 – 2021
GRADE: 9,1

1

,Table of Contents

1. Arons, Driest, Weed (2011) – The Ultimate Marketing Machine 3

2. Müller, Vogt, Kroll (2012) – To Be Or Not To Be Price 5
Conscious – A Segment-Based Analysis Of Compromise Effects
In Market-Like Framings

3. Lockshin, Cohen (2011) – Using Product And Retail Choice 7
Attributes For Cross-National Segmentation

4. Kushawa, Shankar (2013) – Are Multichannel Customers Really 10
More Valuable?

5. Baxendale, Macdonald, Wilson (2015) – The Impact Of Different 17
Touchpoints On Brand Consideration.

6. Godes, Mayzlin (2009) – Form Created WOM Communication: 23
Evidence From A Field Test

7. Stokburger-Sauer, Ratneshwar, Sen (2012) - Drivers Of 26
Consumer Brand Identification

8. Raghunathan, Naylor, Hoyer (2017) – The Unhealthy = Tasty 28
Intuition And Its Effects On Taste Inferences, Enjoyment, And
Choice Of Food Products

9. Warren, Campbell (2014) – What Makes Things Cool? How 31
Autonomy Influences Perceived Coolness

2

, The Ultimate Marketing Machine
Arons, Driest, Weed (2011)

The Challenge
• How marketers engage with customers has profoundly changed. Yet in most companies the
organization of the marketing function is stuck in the past. What strategies, structures and capabilities
should marketers adopt to excel.

The conclusion
• High performers excelled in their ability to leverage customer insight, communicate a societal
purpose, and deliver a rich customer experience. They also demonstrated superior cross-functional
collaboration, strategic focus, organizational agility, and training. New, fluid organizational structures
facilitate these capabilities.

Introduction
• Survey was taken of 10.000 plus marketers. Respondents were divided into two groups;
overperformers and underperformers based on revenue compared to their competitors. After, they
compared the two groups’ strategies, structures, and capabilities.

• It is clear that ‘marketing” is no longer a discrete entity but now extends throughout the firm, tapping
virtually every function.

Winning Characteristics

Big data, deep insights:
• High performers in our study are distinguished by their ability to integrate data on what consumers are
doing with knowledge of why they are doing it (Nike+ example).

Purposeful positioning
• Top brands excel at delivering all three manifestations of brand purpose – functional benefits,
emotional benefits and societal benefits.

• Functional benefits;
o Coffee gets you energized, coffee is tasty;
• Emotional benefits;
o Drinking a coffee is a social occasion;
• Societal needs;
o When coffee is sourced through fair trade).

• In addition to engaging customers and inspiring employees, a powerful and clear brand purpose
improves alignment throughout the organization and ensures consistent messaging across touchpoints
(Dulux ‘Let’s Color.’ Example).

3

, Total Experience
• Companies are enhancing the values of their products by creating customer experiences. Some deepen
the customer relationship by leveraging what they know about customers to personalize offerings.
Others focus on the breadth of the relationship by adding touchpoints. The research shows that high-
performing brands do both – providing the ‘total experience’ (Netflix preferences example).

Organizing for growth
• Marketing has become too important to be left just to the marketers in a company (marketing is more
holistic nowadays). The research identified five drivers of organizational effectiveness. The leaders of
high-performing companies connect marketing to the business strategy and to the rest of the
organization: inspire their organization by engaging all levels with the brand purpose; focus their
people on a few key priorities etc…

Connecting
• In our work with marketing organizations, we have seen case after case of dysfunctional teamwork,
suboptimal collaboration, and lack of shared purpose and trust. Today high performing (HP)
marketing leaders don’t just align their department’s activities with company strategy; they actively
engage in creating it (an increase in marketing’s influence on strategy).

Inspiring
• Research shows that HP marketers are more likely to engage customers and employees with their
brand purpose – and that employees in those organization are more likely to express pride in the
brand. Inspiration strengthens commitment, of course, but when it’s rooted in a respected brand
purpose, all employees will be motivated by the same mission.

Organizing for agility
• Research shows that organizational structure are among the toughest leadership challenges – and that
the need for clarity about them is consistently underestimated or ignored. Today, marketing
organizations must leverage global scale but also be nimble, able to plan and execute in weeks (Oreo
‘you can still dunk in the dark.’ Example.)

New Marketing Roles
• ‘thinks’ marketers, ‘do’ marketers and ‘feel’ marketers.
• Companies are creating specialized ‘centers of excellence’ that guide strategy and share best practices
while drawing on needed resources whenever and at whatever level, they exist in the organization.

Result
The Marketing2020 study reveals what you might expect: Marketers must leverage customer insight,
imbue their brands with a brand purpose, and deliver a rich customer experience. They must connect,
inspire, focus, organize, and build, as detailed here. The finding that’s striking— and should serve as both
a warning and a call to arms—is that most organizations haven’t been able to put all those pieces together.

4

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