Although McDonald's tested the McCafe' concept--offering specialty coffee and smoothies--many years before the recession hit, the official launch took place in early 2009. Why? Because they knew that was when Starbucks' market share was most vulnerable. And, in early 2010, McDonald's raked in $420m, not only stealing a staggering amount of business from Starbucks, but applying so much pressure that in 2009, Starbucks closed over 270 locations. If you want to grow in a slowly recovering economy...a stagnant economy...or even a declining market, your best and only plan is to steal market share from your competitors and to remain reactive to the market's needs. Grab More Market Share will teach professionals how not settle for 1% growth. Ross' research uses rock-solid case studies that teach leaders to leverage the recovery to steal 10-15% market share from competitors. Ross alerts readers to the fact that they must leverage the culture (the public consciousness) to swing dollars towards their organizations. This same discipline will help professionals predict the next human behavior changes in buying habits.

How do companies in mature markets--where savings from cost-cutting have been exhausted and breakthrough innovations are hard to come by--achieve sustainable increases in profits? For decades, managers have been told the answer lies in pursuing high market share. But Hermann Simon, Frank F. Bilstein, and Frank Luby argue that this misguided advice has destroyed, rather than created, an additional profit potential. In Manage for Profit, Not for Share, the authors contend that companies can extract a profit potential of 1%-3 % of revenue by pursuing a profit, rather than a market share, orientation. Based on their extensive consulting work, the authors lay out a practical, proven program for making significantly more money by reconfiguring the marketing mix to sell existing products and services in different ways. The book offers practical strategies managers can use to differentiate mature products, raise prices effectively, time promotional activities properly, better understand consumer preferences, and more. A convincing counterargument to the reigning market share dogma, this book outlines the new mind-set and tools managers will need to bring their companies closer to peak profit performance.

Your Definitive, Up-to-Date Guide to Marketing Metrics—Choosing Them, Implementing Them, Applying Them This award-winning guide will help you accurately quantify the performance of all your marketing investments, increase marketing ROI, and grow profits. Four renowned experts help you apply today's best practices for assessing everything from brand equity to social media, email performance, and rich media interaction. This updated edition shows how to measure costly sponsorships, explores links between marketing and financial metrics for current and aspiring C-suite decision-makers; presents better ways to measure omnichannel marketing activities; and includes a new section on accountability and standardization in marketing measurement. As in their best-selling previous editions, the authors present pros, cons, and practical guidance for every technique they cover. Measure promotions, advertising, distribution, customer perceptions, competitor power, margins, pricing, product portfolios, salesforces, and more Apply web, online, social, and mobile metrics more effectively Build models to optimize planning and decision-making Attribute purchase decisions when multiple channels interact Understand the links between search and distribution, and use new online distribution metrics Evaluate marketing's impact on a publicly traded firm's financial objectives Whatever your marketing role, Marketing Metrics will help you choose the right metrics for every task—and capture data that's valid, reliable, and actionable.

Bailey examines the viable idea that moms are a separate and distinct group that responds to different stimuli. This book uncovers the critical components necessary for eliciting the desired response from marketing to moms and explains how to gain tangible results.

This volume includes the full proceedings from the 1988 Academy of Marketing Science (AMS) Annual Conference held in Montreal, Canada. It provides a variety of quality research in the fields of marketing theory and practice in areas such as consumer behaviour, marketing management, marketing education, and international marketing, among others. Founded in 1971, the Academy of Marketing Science is an international organization dedicated to promoting timely explorations of phenomena related to the science of marketing in theory, research, and practice. Among its services to members and the community at large, the Academy offers conferences, congresses and symposia that attract delegates from around the world. Presentations from these events are published in this Proceedings series, which offers a comprehensive archive of volumes reflecting the evolution of the field. Volumes deliver cutting-edge research and insights, complimenting the Academy’s flagship journals, the Journal of the Academy of Marketing Science (JAMS) and AMS Review. Volumes are edited by leading scholars and practitioners across a wide range of subject areas in marketing science.

Foreword In April1971, Los Angeles and its satellite cities were treated to one of its least interesting and least publicized elections in years. Nothing seemed to be hotly contested. A few Los Angeles city councilmen were up for reelection as were some members of the Board of Ed ucation and the Board of Trustees of the Community Colleges. - Nakanishi, Cooper and Kassarjian [1974] Our colleague, Professor Harold H. Kassarjian, ran for one of the seats on the Board of Trustees and received 17,286 votes. While he lost the election, he had collected the data which he felt characterized voting in such /ow-invo/vement cases. He asked us to join him in writing a follow-up to a study of a similar election which had been published the previous faU in Public Opinion Quarter/y. Neither of us was content with the methods and models used in the prior study. Shares are different than other criteria, be they vote shares, market shares or retail stores' shares of customers. Different methods are needed to reflect their special nature. And thus began a research collaboration, running 17 years, so far. Though our combined research efforts have covered diverse areas of consumer choice behavior, in recent years we carne to the realization that our models and analytical methods might be very profitably employed in the analysis of market-share figures for consumer products.