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Ten Deadly Marketing Sins: Signs and Solutions [Philip Kotler] on *FREE* shipping on qualifying offers. Marketing's undisputed doyen offers an unbeatable guide on what notto do As the cost of marketing rises.

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Showing of 10 reviews. Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. Marketing is supposed to drive business strategy. The marketers' job is to research new opportunities for the organization and carefully apply segmentation, targeting, and positioning STP to help point a business in the right direction.

Marketers are then supposed to flesh out the 4Ps Product, Price, Place, and Promotion in a manner consistent with each other and the STP strategy, implement the plan, and monitor results. When results deviate from the plan, marketers then must decide if the problem is weak implementation, an incoherent marketing mix, misdirected STP, or incompetent market research. Today, however, marketing is too often left to selling and promoting, and when the company produces a product that doesn't sell well, marketing's task becomes limited to cleaning up the mess through hard selling and advertising.

Kotler contends that marketing's work should not be so much about selling but about creating products that don't need selling. Marketing is becoming more challenging. Another - people have become more skeptical of advertising. Loyalty schemes and product differentiation have worked well for first adopters, but now they've lost their uniqueness. Consumers are much better informed and sophisticated in their buying, thanks to multiple Internet sources.

Kotler's 'Ten Deadly Marketing Sins' summarizes the most glaring marketing deficiencies, and includes signs they're being committed as well as best solutions for overcoming these problems.

He suggests that the CEO and top managers examine each, determine which are the most serious, and assign a top manager to improve performance in each of those areas. Ask 'Who are you trying to sell to?

Try to segment a market by different needs or sought benefits, then try to find demographic descriptors that might correlate with these needs and benefits to make the search for these prospects easier. Ask 'Have you prioritized segments and reallocated resources to the more profitable segments? By focusing research on these industries they were able to design more compelling offerings than unfocused competitors could present.

If the segments are quite different, specialized sales forces should be developed. IBM found it was better to hire ex-bankers to sell to banks and ex-hoteliers to sell to hotels. They have deep experience in these respective industries and probably a network of relationships. DuPont used to have salespersons specialized by nylon, orlon, and Dacron who were expected to know all the different industries that bought the various fibers; eventually it assigned salespeople to cover a particular customer market and represent all the fibers, not just one.

Insufficient customer orientation is contributor to insufficient market focus. When this occurs, most employees think it is the job of marketing and sales to serve the customers, there is no training program to create a customer culture, and there are no incentives to treat the customer especially well. Kotler also recommends making it easy for customers to reach the company by phone, tax, or e-mail with inquiries, suggestions, and complaints and respond quickly, and developing a clear hierarchy of company values - with customers not stockholders at the top.

The latter should also show how each employee's behavior can affect customers, and regularly feature findings on customer satisfaction.

Signs include a your last study of customers describing how target customers think, act and feel was done three years ago, b customers are not buying your product at the expected rate - competitor's products are selling better, and c there is a high level of customer returns and complaints. The best answer to a is engaging in continuous dialogue with customers in the stores, over the phone, and through e-mail.

Returns and complaints are particularly pernicious because every complainer might tell ten acquaintances who in turn further spread negative news; on the other hand some studies find that complaining customers who receive quick resolution often end up being more loyal than those who never complain. Signs include over-focusing on near competitors and missing distant competitors and disruptive technologies, and lacking a system for gathering and distributing competitive intelligence.

Steel would undoubtedly name Bethlehem Steel, other integrated steel companies, and maybe even Nucor nonintegrated steel manufacturer. But it should also consider aluminum and plastic. If Xerox is bidding against Sharp for a large contract, it is important that it know Sharp's bidding practices. Is this information in the hands of a competitive intelligence office, or do salesmen have to hunt for other colleagues who have had prior experience competing against Sharp?

Hopefully, they at least do the latter. Hiring away people from competitors is another good approach - though not done to steal secrets. Monitor every technology that may threaten to displace your basic offering or production process. Prepare offerings similar to those of your competitors - eg. Signs include a your target market does not know much about your company, b your brand is not seen as distinctive and better than other brands, and c you do little evaluation of the ROI impact of your different promotional programs.

Marketing tends to attract people who like to deal with people rather than numbers. Kotler states that a company can easily assess whether its communications are paying off by surveying target customers as to their knowledge of and attitudes towards the company.

Also ask customers 'Describe what you think is distinctive about each brand? Word-of-mouth from customers, competitors, and product reviewers is especially important in building brand image.

Most companies see spending money on costly ads as a form of insurance that the company will be remembered even when it has nothing new to say. Kotler suggests instead asking whether the same amount of money would work better if spent on improving product quality, customer service, or improved logistics. Many ads cannot even be deciphered as to the point the are making.

The worst are those where only current users end up buying the product on sale. Second-worst is where some new triers are attracted but they come from the ranks of deal-prone price shoppers who never remain loyal.

The best promotions occur when many new triers are attracted, find the brand superior, and make it their preferred brand. This only happens if the brand is superior but was not well known to consumers. Public relations is a good audience-building tool where buyers want independent professional opinions eg.

Philip Kotler is a big name in academic marketing circles. He has written 2 tomes that are used in marketing degree, diploma and MBA classes all around the world. This is a commercial, more readable offering, for the busy executive, that doesn't have time to wade through a page academic treatise. Each "Sin" has its own chapter, presenting the "signs" of the sin in bullet point form, so that you can tell if you are committing it, and then more indepth explanation of each sign.

Kotler then presents the "solutions" to the sin in bullet point form, and then more indepth explanation of each solution. This structured approach makes the book very easy to follow, and his main points easy to digest. The "Deadly Sins" are: The company is not sufficiently market focused and customer driven 2. The company does not fully understand its target customers 3.

The company needs to better define and monitor its competitors 4. The company has not properly managed its relationships with its stakeholders 5. The company is not good at finding new opportunities 6. The company's marketing plans and planning process are deficient 7. The company's product and service policies need tightening 8.

The company's brand building and communications skills are weak. The company is not well organized to carry effective and efficient marketing The company has not made maximum use of technology. One possible criticism of this book is that it is too broad.

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