...analysis, editing, and final review. special thanks also goes to susanne Viscarra, who provided copyediting services. Christine fry, Carrie spector, kim Arroyo Williamson, and Ayela Mujeeb of ChangeLab solutions prepared the report for publication. ChangeLab solutions would like to thank roberta friedman of the yale rudd Center for food Policy and obesity for expert review. for questions or comments regarding this report, please contact the supervising professors: Jerome D. Williams, PhD Prudential Chair in Business and research director – the Center for urban entrepreneurship & economic development (Cueed), rutgers Business school – newark and new Brunswick, Management and Global Business department 1 Washington Park – room 1040 newark, nJ 07102 Phone: 973-353-3682 fax: 973-353-5427 jeromew@business.rutgers.edu www.business.rutgers.edu/Cueed Paul Goldsworthy senior industry Project Manager department of supply Chain Management & Marketing sciences rutgers Business school Phone: 908-798-0908 goldswpa@andromeda.rutgers.edu Design: Karen Parry | Black Graphics The National Policy & Legal Analysis Network to Prevent Childhood Obesity (NPLAN) is a...
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...4 Research Objectives 4 Research Questions 4 Literature Review 5 Theoretical Framework and Research Objective 23 Purpose of study 23 Research questions 23 Research Hypothesis 24 Theoretical Framework 24 Research Methodology & Methods 26 Research Methodology 26 Research approach and research method 26 Findings 28 Project Management 52 Project Charter 52 Analysis of key findings 54 Conclusion 57 Recommendations 58 Bibliography 59 Appendices 60 Appendix 1: Opponents and proponents of marketing activities targeted towards children 60 Appendix 2: Industry experts’ viewpoints and the gaps identified 67 Appendix 3: Questionnaire 69 List of Tables Table 1: Guidelines for content of on-line advertising to children 15 Table 2: Project Charter 52 Executive summary This study explore the ethical issues...
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...was made for people, not for brands. In this article, we explore the emergent cultural landscape of open source branding, and identify marketing strategies directed at the hunt for consumer engagement on the People’s Web. These strategies present a paradox, for to gain coveted resonance, the brand must relinquish control. We discuss how Webbased power struggles between marketers and consumer brand authors challenge accepted branding truths and paradigms: where short-term brands can trump longterm icons; where marketing looks more like public relations; where brand building gives way to brand protection; and brand value is driven by risk, not returns. # 2011 Kelley School of Business, Indiana University. All rights reserved. 1. The party crashers: Marketers and the Social Web Brands today claim hundreds of thousands of Facebook friends, Twitter followers, online community members, and YouTube fans; yet, it is a lonely, scary time to be a brand manager. Despite marketers’ desires to leverage Web 2.0 technologies to their advantage, a stark truth presents itself: the Web was created not to sell branded products, but to link people together in collective conversational webs. As more branding activity moves online, marketers are confronted with the realization that brands are * Corresponding author. E-mail addresses: fournism@bu.edu (S. Fournier), jill.avery@simmons.edu (J. Avery). not always welcome in social media. Amid the cultural conversation, most brands seem inauthentic;...
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...was made for people, not for brands. In this article, we explore the emergent cultural landscape of open source branding, and identify marketing strategies directed at the hunt for consumer engagement on the People’s Web. These strategies present a paradox, for to gain coveted resonance, the brand must relinquish control. We discuss how Webbased power struggles between marketers and consumer brand authors challenge accepted branding truths and paradigms: where short-term brands can trump longterm icons; where marketing looks more like public relations; where brand building gives way to brand protection; and brand value is driven by risk, not returns. # 2011 Kelley School of Business, Indiana University. All rights reserved. 1. The party crashers: Marketers and the Social Web Brands today claim hundreds of thousands of Facebook friends, Twitter followers, online community members, and YouTube fans; yet, it is a lonely, scary time to be a brand manager. Despite marketers’ desires to leverage Web 2.0 technologies to their advantage, a stark truth presents itself: the Web was created not to sell branded products, but to link people together in collective conversational webs....
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...Introduction The Coca-Cola Company was originally established as the J. S. Pemberton Medicine Company, a co-partnership between Dr. John Stith Pemberton and Ed Holland. Dr. John Stith Pemberton for the first time produced the syrup for Coca-Cola on May 8, 1886. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers nearly 400 brands in over 200 countries or territories and serves 1.5 billion servings each day. The Coca-Cola Company is the world’s largest company, refreshing consumers with more than 450 sparkling and brands. Along with the coca-cola recognized as the world’s most valuable brand. Globally no.1 provider of Coca-Cola the product that has given the world’s its best-known taste was born in Atlanta, Georgia, on May 08, 1886. Coca-Cola Company is the world’s leading manufacturer, marketer & distributor of non-alcoholic beverage concentrates & syrups. The Company beverage products comprises of bottled & canned soft drinks as well as concentrates, syrups and not ready-to-drink power products. The coca cola company began building its global network in the 1920s. The company aims at increasing shareowner value overtime. It accomplishes this by working with its biz partners to deliver satisfaction and value to customers through a worldwide system of superior brands and services, thus increasing brand equity on a global basis. The associates...
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...Confirming Proofs Chapter 3 Strategic Market Segmentation Segmenting markets is a foundation for superior performance. Understanding how buyers’ needs and wants vary is essential to designing effective marketing strategies. Effective approaches to segmenting markets may be one of the most critical factors in developing and implementing market-driven strategy. The need to improve an organization’s understanding of buyers is escalating because of buyers’ demands for uniqueness and the growing array of technology available to generate products to satisfy these demands. Companies are responding to the opportunities to provide unique customer value with products ranging from customized phone pagers for business users to self-designed, individualized greeting cards for consumers. Indeed, McKinsey research underlines the weakness of thinking about markets only in general terms—talking of market trends, growth markets, mass markets, declining markets, and so on—and collecting information that describes only broad trends, where differences within markets are averaged-out. They point to the identification of opportunities from a deeper understanding of markets at a “granular” level. Market fragmentation and increasing granularity characterize a growing number of markets. The compelling logic of market granularity is that effective strategy can emerge only from a much finer understanding of market segments, their needs, and the capabilities required to serve them.1 Best Buy provides an interesting...
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...c MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C STUART OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook...
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...83 file:///D:/000004/Buy__ology.html CONTENTS TITLE PAGE FOREWORD BY PACO UNDERHILL INTRODUCTION 1: A RUSH OF BLOOD TO THE HEAD The Largest Neuromarketing Study Ever Conducted 2: THIS MUST BE THE PLACE Product Placement, American Idol , and Ford’s Multimillion-Dollar Mistake 3: I’LL HAVE WHAT SHE’S HAVING Mirror Neurons at Work 4: I CAN’T SEE CLEARLY NOW Subliminal Messaging, Alive and Well 5: DO YOU BELIEVE IN MAGIC? Ritual, Superstition, and Why We Buy 6: I SAY A LITTLE PRAYER Faith, Religion, and Brands 7: WHY DID I CHOOSE YOU? The Power of Somatic Markers 8: A SENSE OF WONDER Selling to Our Senses 9: AND THE ANSWER IS… Neuromarketing and Predicting the Future 10: LET’S SPEND THE NIGHT TOGETHER Sex in Advertising 11: CONCLUSION Brand New Day APPENDIX ACKNOWLEDGMENTS NOTES BIBLIOGRAPHY ABOUT THE AUTHOR COPYRIGHT FOREWORD PACO UNDERHILL It was a brisk September night. I was unprepared for the weather that day, wearing only a tan cashmere sweater underneath my sports jacket. I was still cold from the walk from my hotel to the pier as I boarded the crowded cruise ship on which I was going to meet Martin Lindstrom for the first time. He had spoken that day at a food service conference held by the Gottlieb Duttweiler Institute, the venerable Swiss think tank, and David Bosshart, the conference organizer, was eager for us to meet. I had never heard of Martin before. We moved in different circles. However, I had seen BRANDchild, Martin’s...
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...83 file:///D:/000004/Buy__ology.html CONTENTS TITLE PAGE FOREWORD BY PACO UNDERHILL INTRODUCTION 1: A RUSH OF BLOOD TO THE HEAD The Largest Neuromarketing Study Ever Conducted 2: THIS MUST BE THE PLACE Product Placement, American Idol , and Ford’s Multimillion-Dollar Mistake 3: I’LL HAVE WHAT SHE’S HAVING Mirror Neurons at Work 4: I CAN’T SEE CLEARLY NOW Subliminal Messaging, Alive and Well 5: DO YOU BELIEVE IN MAGIC? Ritual, Superstition, and Why We Buy 6: I SAY A LITTLE PRAYER Faith, Religion, and Brands 7: WHY DID I CHOOSE YOU? The Power of Somatic Markers 8: A SENSE OF WONDER Selling to Our Senses 9: AND THE ANSWER IS… Neuromarketing and Predicting the Future 10: LET’S SPEND THE NIGHT TOGETHER Sex in Advertising 11: CONCLUSION Brand New Day APPENDIX ACKNOWLEDGMENTS NOTES BIBLIOGRAPHY ABOUT THE AUTHOR COPYRIGHT FOREWORD PACO UNDERHILL It was a brisk September night. I was unprepared for the weather that day, wearing only a tan cashmere sweater underneath my sports jacket. I was still cold from the walk from my hotel to the pier as I boarded the crowded cruise ship on which I was going to meet Martin Lindstrom for the first time. He had spoken that day at a food service conference held by the Gottlieb Duttweiler Institute, the venerable Swiss think tank, and David Bosshart, the conference organizer, was eager for us to meet. I had never heard of Martin before. We moved in different circles. However, I had seen BRANDchild, Martin’s...
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...able to: CHAPTER OUTLINE The Macroenvironment Laws and Regulations The Economy Technology Demographics Social Issues and the Natural Environment The Competitive Environment Competitors New Entrants Substitutes and Complements Suppliers Customers Environmental Analysis Environmental Scanning Scenario Development Forecasting Benchmarking Responding to the Environment Adapting to the Environment: Changing Yourself Influencing Your Environment Changing the Environment You Are In Choosing a Response Approach Culture and the Internal Environment of Organizations Diagnosing Culture Managing Culture LO 1 Describe how environmental forces influence organizations and how organizations can influence their environments. p. 48 Distinguish between the macroenvironment and the competitive environment. p. 48 Explain why managers and organizations should attend to economic and social developments. p. 50 Identify elements of the competitive environment. p. 55 Summarize how organizations respond to environmental uncertainty. p. 63 Define elements of an organization’s culture. p. 72 Discuss how an organization’s culture affects its response to its external environment. p. 72 LO 2 LO 3 LO 4 LO 5 LO 6 LO 7 Management Close-Up HOW CAN LARRY BLANFORD KEEP GREEN MOUNTAIN COFFEE ROASTERS PERKING? In 1981, Bob Stiller began serving his coffee to custompiece of pie or a donut. Not until the mid-1990s did cofers in a tiny Vermont café. He was focused simply on fee brewing became...
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...Advertising, Promotion, and other aspects of Integrated Marketing Communications Terence A. Shimp University of South Carolina Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Advertising, Promotion, & Other Aspects of Integrated Marketing Communications, 8e Terence A. Shimp Vice President of Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Melissa S. Acuna Acquisitions Editor: Mike Roche Sr. Developmental Editor: Susanna C. Smart Marketing Manager: Mike Aliscad Content Project Manager: Corey Geissler Media Editor: John Rich Production Technology Analyst: Emily Gross Frontlist Buyer, Manufacturing: Diane Gibbons Production Service: PrePressPMG Sr. Art Director: Stacy Shirley Internal Designer: Chris Miller/cmiller design Cover Designer: Chris Miller/cmiller design Cover Image: Getty Images/The Image Bank Permission Aquistion Manager/Photo: Deanna Ettinger Permission Aquistion Manager/Text: Mardell Glinski Schultz © 2010, 2007 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer &...
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...in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles are converging, traditional structures are crumbling, the consumer’s voice carries more weight than ever, and less tangible strengths like emotional intelligence and psychological insight are just as key to leading a brand today as the ability to generate high ROI and increased shareholder value. THE NEW RULES OF BRAND LEADERSHIP Best Global Brands 2013 Today’s leaders...
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...in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles are converging, traditional structures are crumbling, the consumer’s voice carries more weight than ever, and less tangible strengths like emotional intelligence and psychological insight are just as key to leading a brand today as the ability to generate high ROI and increased shareholder value. THE NEW RULES OF BRAND LEADERSHIP Best Global Brands 2013 Today’s leaders face...
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...CHAPTER 4 CHAPTER OUTLINE What Is Managerial Ethics? Criteria for Ethical Decision Making Utilitarian Approach Individualism Approach Moral Rights Approach Justice Approach Factors Affecting Ethical Choices The Manager The Organization What Is Social Responsibility? Organizational Stakeholders The Ethic of Sustainability and the Natural Environment Evaluating Corporate Social Performance Economic Responsibilities Legal Responsibilities Ethical Responsibilities Discretionary Responsibilities Managing Company Ethics and Social Responsibility Ethical Individuals Ethical Leadership Organizational Structures and Systems Ethical Challenges in Turbulent Times Economic Performance Social Entrepreneurship Managerial Ethics and Corporate Social Responsibility LEARNING OBJECTIVES After studying this chapter, you should be able to do the following: 1 2 3 4 5 6 7 Define ethics and explain how ethical behavior relates to behavior governed by law and free choice. Explain the utilitarian, individualism, moral rights, and justice approaches for evaluating ethical behavior. Describe how individual and organizational factors shape ethical decision making. Define corporate social responsibility and how to evaluate it along economic, legal, ethical, and discretionary criteria. Describe four organizational approaches to environmental responsibility, and explain the philosophy of sustainability. Discuss how ethical organizations are created through ethical leadership and organizational...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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