Machine generated contents note: The Difference-Becoming a Marketing Strategist -- Decompression Exercises-Preparing the Way for Thinking -- The Marketing Terrain Coverage -- 1.Marketing Thinking -- Decompression Exercise -- Chapter Introduction -- Marketing Thinking -- Marketing Thinking Challenge 1.1: Interesting Marketing Questions -- Marketing Thinking and Effective Strategy -- Marketing Thinking Challenge 1.2: Identifying an Organization's Strategy -- Marketing Thinking: 4-Dimensional Spherical (4-DS) Thinking -- Marketing Thinking Challenge 1.3: Creative Thinking -- Learning to Think in a Marketing Way -- The Role Marketing Concepts and Theories Are to Play -- Marketing Thinking Challenge 1.4: Marketing Thinking-A Beginning -- Summary -- 2.Learning to Think in a Marketing Way -- Decompression Exercise -- Chapter Introduction -- The Process of Appropriation -- Appropriating the Concept of Satisfaction for Strategy Purposes -- Limitations With the Satisfaction Concept --

Contents note continued: Marketing Thinking in Practice: Shifting Times-The Muji Experience -- Marketing Thinking in Practice: Taking the Sleeping Business to a New Level-Sleep Squad Comes to You -- Marketing Thinking Challenge 2.1: Appropriating Satisfaction in a Consumer Situation -- Marketing Thinking Challenge 2.2: Appropriating Satisfaction in a B2B Situation -- Marketing Thinking Challenge 2.3: Appropriating Concepts -- Strategy as a Question -- Obstacles to Marketing Thinking -- Marketing Thinking Challenge 2.4: Obstacles to Thinking -- The Familiar Thinking Obstacles -- Questioning Thinking Obstacles -- Physiological Thinking Obstacles -- Marketing Thinking Challenge 2.5: The First Step-Recognizing the Obstacles -- Marketing Thinking Challenge 2.6: Innovation and the Obstacles -- Summary -- 3.The BIG Question(s)-Assessing the Situation -- Decompression Exercise -- Chapter Introduction -- The Origins of Strategy-As a Starting Point --

Contents note continued: The Significance of the Situation Assessment to Strategy -- Questioning Applied to the Situation Assessment -- A Competitor Versus Consumer Focus of Marketplace Structure -- Structure Shapes Strategy -- Understanding Structure -- Thinking About the Five Forces Model -- Limitations of the Competitive View of Strategy -- Marketing Thinking Challenge 3.1: A Five Forces Industry Analysis -- Strategy Shapes Structure -- An Example of a Blue Ocean Strategy-Sleep Squad -- Limitations of the Consumer View of Strategy -- Marketing Thinking Challenge 3.2: Creating a Blue Ocean in a Red Ocean -- Marketing Thinking Challenge 3.3: Entering a Blue Ocean -- Other Related Considerations-Changes in Information -- Marketing Thinking Challenge 3.4: The Listening Challenge-Listening for Weak Signals -- Summary -- Case: JetBlue-Customers Matter -- 4.Further About Marketplace Structure and Strategy -- Decompression Exercise -- Chapter Introduction --

Contents note continued: Market Structure Orientations -- A Homogenous Marketplace Structure-Mass Marketing Orientation -- A Heterogeneous Marketplace Structure-Segmentation Orientation -- Not Based Upon a Marketplace Structure-Self-Selection Segmenting Orientation -- Not Based Upon a Marketplace Structure-One-to-One Marketing Orientation -- Issues With the Different Structural Orientations -- Traditional Marketing Logics and Their Sequential Role to Developing Strategy -- Influential Marketing Concepts -- Traditional (SPOT) Marketing Logics -- The Problems of Not Recognizing the Position of the Questions Being Considered (Up- vs. Downstream Marketing Questions) -- Upstream Marketing Questions-Segmenting Questions -- Midstream Marketing Questions-Positioning Questions -- Downstream Marketing Questions-Targeting Questions -- Segmentation Questions -- Marketing Thinking Challenge 4.1: Identifying a Target Market -- Positioning Questions --

Contents note continued: Marketing Thinking Challenge 4.2: The Multiplicity of Differentiating Within a Market -- Issues With the SPOT Marketing Perspective -- Self-Selection Segmenting Questions -- Marketing Thinking Challenge 4.3: Self-Selection Segmenting -- One-on-One Marketing Questions -- Marketing Thinking in Practice: Predictive Analytics -- Marketing Thinking Challenge 4.4: Predictive Analytics -- Summary -- Case: Red Bull-What Does the Future Hold? -- 5.Thinking Through Difference-The Nature of the Marketplace and Consumption -- Decompression Exercise -- Chapter Introduction -- Asking Fundamental Questions to Create Openings for New Views -- The Familiarity Paradox -- A Disciplinary Perspective to the Question -- A Consumer Perspective to the Question -- A Thinking Perspective to the Question -- The Significant Role Questions Play in the Process -- A Difference Perspective of the Marketplace -- The Repetition... of Difference Creation -- The "No Same' Parameter --

Contents note continued: The Diminution Parameter -- The Change and Chance Parameters -- The Release Parameter -- Marketing Thinking in Practice: The Global Crisis -- Marketing Thinking Challenge 5.1: The Changing Marketplace-The Twists and Turns -- Difference Perspective of Consumers -- 4-DS Consumer Thinking-Creating a Path of Difference -- Consumer Behavior Concepts and Difference -- Consumer Implications From a Difference Perspective -- Marketing Thinking Challenge 5.2: Consumers and Difference -- From a Difference Perspective-The Role of Strategy -- Marketing Thinking in Practice: Nestlé -- Marketing Thinking in Practice: Strategic Collaboration Options -- Marketing Thinking Challenge 5.3: Collaborative Marketing in Practice -- Summary -- Case: Apple, Inc.-The Need to Be Different -- 6.Thinking Through the Marketing Mix -- Decompression Exercise -- Chapter Introduction -- The Marketing Mix(es) -- Consumer Marketing Mixes -- Relationship Marketing Mixes --

Contents note continued: Services Marketing Mixes -- Retailing Marketing Mixes -- Industrial (B2B) Marketing Mixes -- E-Commerce Marketing Mixes -- Marketing Thinking in Practice: Barnes & Noble's E-Commerce -- Marketing Thinking Challenge 6.1: The Marketing Mix-Consumer vs. B2B -- Marketing Thinking Challenge 6.2: E-Commerce Marketing Mix -- Issues With the Marketing Mix Concept -- The Channeling Effects of the Mix Concept -- Marketer-Consumer Dualistic Thinking -- "Thing-Like" Marketing Thinking -- Marketing Thinking in Practice: Collaborative Marketing -- Alternative Views to Consider -- Collaborative Marketing -- Participatory Marketing-Taking It a Step Further -- Thinking Strategies to Maneuver Around the Concept Obstacle -- Marketing Thinking Challenge 6.3: Thinking Through Participatory Marketing (PM) -- Summary -- Case: Ally Bank-The Bank That Wants to Be Your "Trusted" Friend -- 7.Co-creating Meaningful Differences With Products and Services -- Decompression Exercise --

Contents note continued: Chapter Introduction -- The Meaning Generation Process-Creating Differences -- Transitional Thinking-From Quality to Innovation and Beyond -- Quality as a Means for Differentiation -- Product Quality -- Service Quality -- Marketing Thinking Challenge 7.1: Differentiating Through Quality -- Innovation vs. Quality -- Innovation-A Process vs. "Thing" Orientation -- Expanding the Thinking -- Creating Value Through Practices -- A Brand Community -- Marketing Thinking in Practice: How Online Brand Communities Work -- Strategy Considerations -- Marketing Thinking Challenge 7.2: Brand Communities -- Summary -- Case: In-N-Out Burger-Keeping It Simple -- 8.Co-creating (Co-marketing) Meaningful Differences With Marketing Communications -- Decompression Exercise -- Chapter Introduction -- Traditional vs. Contemporary Forms of Marketing Communications -- Traditional Forms of Marketing Communications-Outbound and Persuasively Oriented --

Contents note continued: Forces Driving the Persuasive Orientation -- The Survival Orientation-At the Heart of the Need for Persuasive Tactics -- The Sales Orientation and the Need for Persuasive Tactics -- The Competitive Orientation-The Survival of the Fittest via Persuasive Tactics -- The Self-Regulation Orientation by Business-Persuasion Can Be Beneficial(?) -- Marketing Thinking Challenge 8.1: Persuasive Marketing Communications -- An Alternative to the Persuasive Orientation -- The Collaborative Orientation -- The Collaborative Orientation-Identifying Where the "Value" Resides -- Contemporary Forms of Communications-Social Media -- Marketing Thinking Challenge 8.2: Social Media -- Co-marketing Communication Strategies -- Social Media-"Seeding" Strategy -- Marketing Thinking in Practice: Ford Fiesta -- Social Media-Listening Strategy -- Social Media Strategy -- Marketing Thinking Challenge 8.3: Creating a Listening Dashboard -- Summary -- Case: Alessi-Open Innovation --

Contents note continued: 9.The Changing Customer Interface Landscape -- Decompression Exercise -- Chapter Introduction -- Rethinking the Front Office -- Marketing Thinking in Practice: The Service Interface -- Customer Interface Changing Technology -- The First Wave of Change-Leading to Product Constellations' Store Layouts -- The Second Wave of Change-Leading to Customer-Relationship Management (CRM) -- The Third Wave of Change-Leading to Customer Experience Management (CEM) -- Marketing Thinking in Practice: Customer Interface Management -- Marketing Thinking Challenge 9.1: Customer Interface Management (CIM) -- Co-marketing: Co-creating an Experience -- Creating Value-An Expanding View -- Returning to an Earlier Form of Thinking-The "Artisan" -- Marketing Thinking Challenge 9.2: Co-marketing and Customer Experience Management (CEM) -- The Consumer Experience-Strategy Considerations -- The First Stream of Thought-The Dimensions of Consumer Experience --

Contents note continued: The Second Stream of Thought-Value Creation Through the Customer Experience -- The Third Stream of Thought-Interface Dimensions From a Customer-Experience Perspective -- The Fourth Stream of Thought-Marketing Communications From a Customer-Experience Perspective -- Marketing Thinking Challenge 9.3: Co-creating Value Through the Customer Interface -- Summary -- Case: Four Seasons Hotel and Resorts-Getting It. Right -- 10.Thinking Beyond Logistics -- Decompression Exercise -- Chapter Introduction -- Thinking Through the Channel Concept -- Channel Structures and Functions -- Channel Distribution Strategies -- A Shift in Channel Thinking -- A Value-Chain Perspective -- Competitive Scope -- Marketing Thinking Challenge 10.1: Analyzing an Organization as a Value Chain -- Issues With the Value-Chain Perspective -- Marketing Thinking in Practice: The Value Chain -- Challenges to the Value-Chain Perspective -- Forms of Collaborative Distribution --

Contents note continued: Consumer-Direct Mode of Collaboration -- The Manufacturer-Driven Mode of Collaboration -- The Retail-Driven Mode of Collaboration -- The Intermediary-Based Collaboration Mode -- Marketing Thinking Challenge 10.2: Modes of Collaboration -- Value Nets-A New View of Collaboration -- Marketing Thinking Challenge 10.3: Orchestrating a Holonic (Value) Net -- Summary -- Case: Zara Retailing-What's on the Shelf Today? -- 11.The Question of Price -- Decompression Exercise -- Chapter Introduction -- The Origins of Price -- Marketing Thinking Challenge 11.1: A Return to the Bartering System -- The Strategy Roles of Price -- The Marketer's Perspective -- The Consumer's Perspective -- Marketing Thinking Challenge 11.2: Participative Pricing -- Marketing Thinking in Practice: Raise Your Prices! -- Price Determination -- Cost-Based Price Determination -- Competitive-Based Price Determination -- Market-Based Price Determination -- Services Pricing --

Contents note continued: Marketing Thinking Challenge 11.3: Price Determination -- Summary -- Case: Panera Bread Company-Believing in Reciprocity -- 12.Assessment vs. Navigating Strategy-Using Metrics -- Decompression Exercise -- Chapter Introduction -- The Backward-Looking Perspective and Rear-View Metrics -- Rear-View Metrics -- Issues With Rear-View Metrics -- Using Single vs. Multiple Metrics -- Marketing Thinking Challenge 12.1: Rear-View Metrics in Use -- Marketing Thinking in Practice: Rear-View Metrics -- The Balanced Scorecard Perspective -- Issues With the Balanced Scorecard -- A Future-Oriented Scorecard -- Marketing Thinking Challenge 12.2: Creating a Scorecard -- The Forward-Looking Perspective and Metrics -- Forward-Looking Metrics-At the Individual Level -- Forward-Looking Metrics-At the Aggregate Level -- Issues With Forward-Looking Metrics -- Differences Between Assessment and Navigating -- Marketing Thinking Challenge 12.3: Creating a Forward-Looking Metric --

Contents note continued: Summary -- Case: Best Buy-Looking Forward-A New Way -- 13.Cultivating a Thinking Culture -- Decompression Exercise -- Chapter Introduction -- Organizational Cultures -- Internally and Controlling-Oriented Cultures (Hierarchical Cultures) -- Internally and Collaboratively Oriented Cultures (Clan Cultures) -- Externally and Competitively Oriented Cultures (Market Cultures) -- Externally and Creating-Oriented Cultures (Adhocracy Cultures) -- Hybrid Orientations -- Significance of Organizational Culture -- Marketing Thinking Challenge 13.1: Organizational Culture and Strategy -- Barriers to Organizational Thinking -- Allocating Time -- Establishing Trust -- The Issue of Turf -- The Issue of Titles -- Tidiness Is a Problem -- Marketing Thinking Challenge 13.2: Barriers to a Thinking Organization -- Marketing Thinking in Practice: Creativity Is the New Style in Leadership! -- Characteristics of Thinking Organizations -- The Question of Control and Thinking --

Contents note continued: Elements of a Thinking Organization -- Marketing Thinking Challenge 13.3: Identifying Thinking Organizations -- Marketing Thinking Challenge 13.4: Creating a Marketing Thinking Challenge -- Marketing Thinking Challenge 13.5: Interesting Marketing Questions -- Summary -- Case: Google, Inc.-Seeking the Fun in Innovation.