Marketing [5th Canadian Edition] 1260305740, 9781260305746

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DHRUV GREWAL, Ph.D. Babson College MICHAEL LEVY, Ph.D. Babson College SHIRLEY LICHTI, B.A., M.A. Wilfrid Laurier University

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MARKETING FIFTH CANADIAN EDITION Copyright © 2021, 2018, 2015, 2012, 2009 by McGraw-Hill Ryerson Limited. Copyright © 2020, 2016, 2014, 2012, 2010, 2008 by McGraw Hill LLC. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, or stored in a data base or retrieval system, without the prior written permission of McGraw-Hill Ryerson Limited, or in the case of photocopying or other reprographic copying, a licence from The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright licence, visit www.accesscopyright.ca or call toll free to 1-800-893-5777. The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Ryerson, and McGraw-Hill Ryerson does not guarantee the accuracy of the information presented at these sites. ISBN-13: 978-1-26-030574-6 ISBN-10: 1-26-030574-0 1 2 3 4 5 6 7 8 9 0 M 27 26 25 24 23 22 21 Printed and bound in Canada. Care has been taken to trace ownership of copyright material contained in this text; however, the publisher will welcome any information that enables them to rectify any reference or credit for subsequent editions.

Product Director: Rhondda McNabb Portfolio Manager: Jade Fair

Marketing Manager: Emily Park Senior Content Developer: Amy Rydzanicz Portfolio Associate: Tatiana Sevciuc Senior Supervising Editor: Jessica Barnoski Photo/Permissions Editor: Derek Capitaine Copy Editor: Jeanette McCurdy Plant Production Coordinator: Heitor Moura Manufacturing Production Coordinator: Jason Stubner Cover Design: Katherine Strain Cover Image: © alphaspirit/123RF Interior Design: Liz Harasymczuk Page Layout: MPS Limited Printer: Marquis

Dedication

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To our families for their never-ending support. To my wife, Diana, my daughter, Lauren, my son-in-law, Chet, and my son, Alex. —Dhruv Grewal To my wife, Marcia, my daughter, Eva, and my son-in-law, Alex. —Michael Levy In memory of my marketing mentor, Dr. Gordon McDougall. Thanks as always to my husband, John. —Shirley Lichti

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About the Authors

Courtesy of Dhruv Grewal

Dhruv Grewal, Ph.D. (Virginia Tech), is the Toyota Chair in Commerce and Electronic Business and a Professor of Marketing at Babson College. His research and teaching interests focus on direct marketing and e-commerce, marketing research, the broad areas of value-based marketing strategies, services and retailing, and pricing. He is listed in Thomson Reuters’ 2014 World’s Most Influential Scientific Minds list (only eight from the marketing field and 95 from economics and business are listed). He is an Honorary Distinguished Visiting Professor of Retailing and Marketing, Center for Retailing, Stockholm School of Economics; an Honorary Distinguished Visiting Professor of Retailing and Marketing, Tecnológico de Monterrey; a GSBE Extramural Fellow, Maastricht University; a Global Chair in Marketing at University of Bath; and has been a Visiting Scholar at Dartmouth College. He has also served as a faculty member at the University of Miami, where he was a department chair. He has published more than 150 articles in journals such as the Journal of Retailing, Journal of Marketing, Journal of Consumer Research, Journal of

Marketing Research, and Journal of the Academy of Marketing Science, as well as other journals. He currently serves on numerous editorial review boards, such as the Journal of Marketing, Journal of the Academy of Marketing Science, Journal of Marketing Research, Journal of Interactive Marketing, Journal of Business Research Journal of Public Policy & Marketing, and the advisory board for Journal of Retailing. He has won a number of awards for his teaching: 2017 Robert B. Clarke Outstanding Educator Award, 2010 Academy of Marketing Science Cutco/Vector Distinguished Educator Award in May 2010, 2005 SherwinWilliams Distinguished Teaching Award, Society for Marketing Advances, 2003 American Marketing Association, Award for Innovative Excellence in Marketing Education, 1999 Academy of Marketing Science Great Teachers in Marketing Award, Executive MBA Teaching Excellence Award (1998), School of Business Teaching Excellence Awards (1993, 1999), and Virginia Tech Certificate of Recognition for Outstanding Teaching (1989). He has taught executive seminars and courses, andr worked on research projects with numerous firms such as Dell, ExxonMobil, IRI, RadioShack, Telcordia, Khimetrics Profit-Logic, McKinsey, Ericsson, Motorola, Nextel, FP&L, Lucent, Sabre, Goodyear Tire & Rubber Company, Sherwin-Williams, and Asahi. He has delivered seminars in the United States, Europe, Latin America, and Asia. He has served as an expert witness or worked as a consultant on numerous legal cases. He serves on the Board of Directors of Babson Global, and on the Board of Trustees of Marketing Edge.

Courtesy of Michael

Levy

Michael Levy, Ph.D. (Ohio State University), is the Charles Clarke Reynolds Professor of Marketing Emeritus at Babson College and CEO of RetailProf LLC. He received his Ph.D. in business administration from The Ohio State University and his undergraduate and MS degrees in business administration from the University of Colorado at Boulder. He taught at Southern Methodist University before joining the faculty as professor and chair of the marketing department at the University of Miami. Page v

Professor Levy received the inaugural ACRA Academic Lifetime Achievement Award presented at the 2015 AMA/ACRA (American Marketing Association/American Collegiate Retailing Association) Triennial Conference, and was recognized for 25 years of dedicated service to the editorial review board of the Journal of Retailing in 2011. He won the McGraw Hill Corporate Achievement Award for Grewal–Levy Marketing 2e with Connect in the category of excellence in content and analytics (2010); Revision of the Year for Marketing 2e (Grewal–Levy) from McGraw Hill/Irwin (2010); the 2009 Lifetime Achievement Award, American Marketing Association, Retailing Special Interest Group (SIG); the Babson Faculty Scholarship Award (2009); and the Distinguished Service Award, Journal of Retailing (2009) (at winter AMA). He was rated as one of the best researchers in marketing in a survey published in Marketing Educator (Summer 1997). He has developed a strong stream of research in retailing, business logistics, financial retailing strategy, pricing, and sales management. He has published over 50 articles in leading marketing and logistics journals, including the Journal of Retailing, Journal of Marketing, Journal of the Academy of Marketing Science, and Journal of Marketing Research. He has served on the editorial review boards of the Journal of Retailing, Journal of the Academy of Marketing Science, International Journal of Physical Distribution and Materials Management, International Journal of Business Logistics, ECR Journal, and European Business Review, and has been on the editorial advisory boards of European Retail Research and the European Business Review.

Professor Levy has worked in retailing and related disciplines throughout his professional life. Prior to his academic career, he worked for several retailers and a housewares distributor in Colorado. He has performed research projects with many retailers and retail technology firms, including Accenture, Federated Department Stores, Khimetrics (SAP), Mervyn’s, Neiman Marcus, ProfitLogic (Oracle), Zale Corporation, and numerous law firms.

Photo by Ken Jantzi. Courtesy of Shirley Lichti.

Shirley Lichti, B.A., M.A., has taught in the School of Business and Economics (SBE) at Wilfrid Laurier University since 1993 as a part-time and full-time instructor. She has taught a range of undergraduate and graduate courses, including Introductory Marketing; Building and Managing Products, Services, and Brands; Integrated Marketing Communications; and Consumer Behaviour to undergrads and MBA students. Shirley has an extensive background in marketing, advertising, promotion, and training, which was developed during a 14-year career with IBM. She has worked in Canada, the Caribbean, and Japan. A dedicated educator, Shirley was recognized with the 2002 SBE Outstanding Teacher Award. She was honoured to be included as one of Laurier’s “Most Popular Professors” in the Maclean’s Guide to Canadian Universities in 2003, 2004, 2005, and 2006. In 2007, Shirley was recognized by the Ontario Ministry of Training, Colleges and Universities with The LIFT Award for Teaching Excellence. The Zonta Club of Kitchener-Waterloo presented her with its Women of Achievement Award in 2015. She also runs Marketing Magic, a Waterloo-based marketing communication

consulting and training company. She has been a featured keynote speaker at conferences and has developed and delivered marketing seminars and workshops for many organizations. Her clients include companies of all sizes, ranging from the Stratford Festival to Fortune 500 companies such as Manulife Financial, Scotiabank, and Lexus Canada. For more than 10 years, Shirley wrote a regular marketing column for The Record. She has been an active board member and volunteer in many organizations, including Communitech, the Business Success for Women Conference, K-W Business Women’s Association, and the Sexual Assault Support Centre of Waterloo Region.

Brief Contents SECTION ONE Assessing the Marketplace 1 Overview of Marketing 2 Developing Marketing Strategies and a Marketing Plan Appendix 2A: Writing a Marketing Plan 3 Analyzing the Marketing Environment SECTION TWO Understanding the Marketplace 4 Consumer Behaviour 5 Business-to-Business Marketing SECTION THREE Targeting the Marketplace 6 Segmentation, Targeting, and Positioning 7 Marketing Research Appendix 7A: Using Secondary Data to Assess Customer Lifetime Value (CLV) SECTION FOUR Value Creation 8 Developing New Products

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9 Product, Branding, and Packaging Decisions 10 Services: The Intangible Product SECTION FIVE Transacting Value 11 Pricing Concepts and Strategies: Establishing Value SECTION SIX Value Delivery: Designing the Distribution Channel and Supply Chain 12 Distribution Channels 13 Retailing and Omnichannel Marketing SECTION SEVEN Value Communication 14 Integrated Marketing Communications Appendix 14A: Social and Mobile Media 15 Advertising, Sales Promotions, and Personal Selling SECTION EIGHT Marketing in the Global Environment 16 Global Marketing 17 Ethics and Socially Responsible Marketing Glossary Chapter Sources

Endnotes Name Index Company Index Subject Index

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Table of Contents SECTION ONE

Assessing the Marketplace

1 Overview of Marketing

What Is Marketing? Marketing Is About Satisfying Customer Needs and Wants Marketing Entails an Exchange Marketing Requires Marketing Mix Decisions Marketing Can Be Performed by Both Individuals and Organizations Marketing Impacts Many Stakeholders Sustainable Marketing 1.1 Sustainability and Reputation Management The Four Orientations of Marketing How Do Firms Become More Value Driven? Gathering and Sharing Information Marketing Analytics 1.1 Location, Location, Analytics: Starbucks' Use of Data to Place New Stores Balancing Benefits With Costs Building Relationships With Customers

Ethical & Societal Dilemma 1.1. Adding Value by Addressing Gender Inequality in the Coffee Market Connecting With Customers Using Social and Mobile Media Why Is Marketing Important? Marketing Expands Firms’ Global Presence Marketing Is Pervasive Across Marketing Channel Members Marketing Enriches Society Marketing Can Be Entrepreneurial Entrepreneurial Marketing 1.1 Kacee Vasudeva — Serial Entrepreneur Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: KIND Bars for a Kinder World 2 Developing Marketing Strategies and a Marketing Plan

What Is a Marketing Strategy? Customer Excellence Operational Excellence Product Excellence

Entrepreneurial Marketing 2.1 Brewing Up a Business: Tofino Kombucha Locational Excellence Multiple Sources of Advantage The Marketing Plan Step 1: Define the Business Mission and Objectives Step 2: Conduct a Situation Analysis Page viii

Step 3: Identify and Evaluate Opportunities by Using STP (Segmentation, Targeting, and Positioning) Ethical & Societal Dilemma 2.1 Tempest in a Festive Cup Step 4: Implement Marketing Mix and Allocate Resources Sustainable Marketing 2.1 Demonstrating a Commitment to Sustainability Step 5: Evaluate Performance by Using Marketing Metrics Marketing Analytics 2.1 The First Name in Predictive Analytics: Google Strategic Planning Is Not Sequential Growth Strategies Market Penetration Market Development Product Development Diversification Real Marketer Profile: Angela Simpson Learning Objectives Review Key Terms Concept Review Marketing Applications

Marketing Digitally Chapter Case Study: The Coffee Wars Appendix 2A: Writing a Marketing Plan 3 Analyzing the Marketing Environment

A Marketing Environment Analysis Framework Microenvironmental Factors Company Capabilities Competition Entrepreneurial Marketing 3.1 Taking on the Giants: Bulldog Skincare Corporate Partners Macroenvironmental Factors Culture Demographics Technological Advances Marketing Analytics 3.1 When the Best Is Good Enough: Netflix's Stellar Predictive Analytics Economic Situation Political/Legal Environment Social and Natural Trends Sustainable Marketing 3.1 Sneakers from Ocean Plastic Trash Ethical & Societal Dilemma 3.1 Consumers Insist on Healthy Food — Until You Mess with the Colour of Their Trix Learning Objectives Review

Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: The Rise of the Electric Car Page ix

SECTION TWO

Understanding the Marketplace

4 Consumer Behaviour

The Consumer Decision Process Step 1: Need Recognition Step 2: Information Search Step 3: Alternative Evaluation Step 4: Purchase Decision Step 5: Postpurchase Factors Influencing Consumer Buying Decisions Psychological Factors Ethical & Societal Dilemma 4.1 “Smart” Toys Raise New Privacy Concerns Entrepreneurial Marketing 4.1 Juiced for Success: Greenhouse Sustainable Marketing 4.1 Consumer Attitude Shift in Support of Sustainable Packaging Social Factors

Situational Factors Involvement and Consumer Buying Decisions Extended Problem Solving Limited Problem Solving Real Marketer Profile: Ken Harrison Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: The Battle of the Titans: Amazon Echo vs. Google Home 5 Business-to-Business Marketing

B2B Markets Manufacturers or Producers Resellers Institutions Government Key Challenges of Reaching B2B Clients Entrepreneurial Marketing 5.1 Fighting Fires With Drones Differences Between B2B and B2C Markets Ethical & Societal Dilemma 5.1 To Block or Not to Block: The Competing and Compelling Interests of Advertisers, Users,

and Facebook The B2B Buying Process Stage 1: Need Recognition Stage 2: Product Specification Stage 3: RFP Process Stage 4: Proposal Analysis and Supplier Selection Stage 5: Order Specification (Purchase) Stage 6: Vendor Performance Assessment Using Metrics The Buying Centre Organizational Culture Page x

Building B2B Relationships Buying Situations Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Staples: The Big-Box Retailer That Is Also a B2B Powerhouse SECTION THREE

Targeting the Marketplace

6 Segmentation, Targeting, and Positioning

The Segmentation–Targeting–Positioning Process

Step 1: Establish Overall Strategy or Objectives Step 2: Segmentation Bases Sustainable Marketing 6.1 Eat Like the World Depends On It Marketing Analytics 6.1 The Expanding Uses of Data Mining and Analytics in the Restaurant Industry Step 3: Evaluate Segment Attractiveness Step 4: Select Target Market Entrepreneurial Marketing 6.1 Chez Cora: The Business of Breakfast Step 5: Identify and Develop Positioning Strategy Positioning Methods Ethical & Societal Dilemma 6.1 Walmart’s Low-Priced Organic Foods Positioning by Using Perceptual Mapping Repositioning Real Marketer Profile: Neetu Godara Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Lululemon Sees Men as an Opportunity for Growth 7 Marketing Research

The Marketing Research Process Step 1: Define the Research Problem and Objectives Step 2: Design the Research Plan Step 3: Collect Data Step 4: Analyze Data and Develop Insights Step 5: Determine the Action Plan Secondary Data Primary Data Collection Techniques Marketing Analytics 7.1 The Under Amour Idea of “Connected Fitness” Qualitative Research Methods Quantitative Research Methods Sustainable Marketing 7.1 The Automotive Future Looks Green Page xi

Entrepreneurial Marketing 7.1 Marketing Research on a Shoestring Budget The Ethics of Using Customer Information Ethical & Societal Dilemma 7.1 Vacuuming Up More Than Dirt: Information Collected by Roomba Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Selfies as Data: Relying on a New Form of Self-Reporting to Gauge Consumer Behaviour Appendix 7A: Using Secondary Data to Assess Customer Lifetime Value (CLV)

SECTION FOUR

Value Creation

8 Developing New Products

Why Do Firms Create New Products? Changing Customer Needs Market Saturation Managing Risk Through Diversity Fashion Cycles Improving Business Relationships Adoption of Innovation Innovators Ethical & Societal Dilemma 8.1 Drones in the Sky, Questions on the Ground Early Adopters Early Majority Late Majority Laggards Using the Adoption Cycle How Firms Develop New Products Idea Generation Marketing Analytics 8.1 Data That Help the Brand and the Customer: GM's Big Data Use Concept Testing Product Development

Entrepreneurial Marketing 8.1 Bartesian — Premium Cocktails on Demand Market Testing Sustainable Marketing 8.1 Beyond Meat — Diet for the Whole Planet? Product Launch Evaluation of Results The Product Life Cycle Introduction Stage Growth Stage Maturity Stage Decline Stage The Shape of the Product Life Cycle Curve Strategies Based on Product Life Cycle: Some Caveats Page xii

Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: A Toy Company for a New Age: How Mattel Is Reinventing Itself for Modern Consumers 9 Product, Branding, and Packaging Decisions

Complexity of Products and Types of Products

Complexity of Products Types of Products Product Mix and Product Line Decisions Change Product Mix Breadth and Depth Branding Value of Branding Brand Equity Ethical & Societal Dilemma 9.1 Does Taxing Sugary Drinks Reduce Obesity? Branding Strategies Brand Ownership Naming Brands and Product Lines Brand Extension Cobranding Brand Licensing Packaging Entrepreneurial Marketing 9.1 Peel-Off Stickers Wow Parents and Schools — Wowbutter Sustainable Marketing 9.1 Eco-Strips: An Earth-Saving Laundry Solution Labelling Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: From Counterculture to the Runway: How Did Birkenstocks Become Fashionable?

10 Services: The Intangible Product

Sustainable Marketing 10.1 Never Buy Furniture Again Services Marketing Differs From Product Marketing Intangible Inseparable Production and Consumption Inconsistent Inventory Entrepreneurial Marketing 10.1 velofix Keeps Cyclists Riding Providing Great Service: The Gaps Model The Knowledge Gap: Knowing What Customers Want The Standards Gap: Setting Service Standards The Delivery Gap: Delivering Service Quality Page xiii

Marketing Analytics 10.1 Google Analytics Helps Theatres Predict Attendance, Dealing With Perishability The Communication Gap: Communicating the Service Promise Ethical & Societal Dilemma 10.1 Shoppers Drug Mart Injects a Little Controversy Service Quality and Customer Satisfaction and Loyalty Service Recovery Listening to the Customer Finding a Fair Solution Resolving Problems Quickly

Real Marketer Profile: Paul Maxwell Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: How AI Is Revolutionizing Customer Service SECTION FIVE

Transacting Value

11 Pricing Concepts and Strategies: Establishing Value

The Importance of Pricing The Five Cs of Pricing Company Objectives Customers Entrepreneurial Marketing 11.1 “Blink Test” Paves the Way for Setting App Price Marketing Analytics 11.1 Airlines Use Price Elasticities to Price Tickets Costs Competition

Channel Members Considerations for Setting Prices Pricing Methods Cost-Based Methods Competitor-Based Methods Value-Based Methods Sustainable Marketing 11.1 In Pursuit of Plastic-Free Packaging Pricing Strategies Everyday Low Pricing (EDLP) High/Low Pricing New Product Pricing Pricing Tactics Consumer Pricing Tactics Consumer Price Reductions Business-to-Business Pricing Tactics Legal and Ethical Aspects of Pricing Deceptive or Illegal Price Advertising Predatory Pricing Price Discrimination Price Fixing Page xiv

Ethical & Societal Dilemma 11.1 Bread Price-Fixing Costs Consumers Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally

Chapter Case Study: Planet Fitness Pricing for Success SECTION SIX Value Delivery: Designing the Distribution Channel and Supply Chain 12 Distribution Channels

The Importance of Distribution Entrepreneurial Marketing 12.1 Instant Port, Not Quite Instant Success Distribution Channels, Supply Chain, and Logistics Designing Distribution Channels Channel Structure Ethical & Societal Dilemma 12.1 Advances in Technology Can Mean Layoffs for Workers Push Versus Pull Distribution Strategies Distribution Intensity Distribution Channels Add Value Marketing Analytics 12.1 Analytics Support Amazon's Anticipatory Shipping Managing Distribution Channels Managing Supply Chains Through Strategic Relationships Sustainable Marketing 12.1 Sustainable Clothing Grows Trees Logistics Management: Making Information Flow

Data Warehouse Electronic Data Interchange Vendor-Managed Inventory Logistics Management: Making Merchandise Flow Distribution Centres Versus Direct Store Delivery The Distribution (or Fulfillment) Centre Inventory Management Through Just-in-Time Systems Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Zara Delivers Fast Fashion 13 Retailing and Omnichannel Marketing

Choosing Retail Partners Channel Structure Customer Expectations Channel Member Characteristics Identifying Types of Retailers Food Retailers Page xv

General Merchandise Retailers Ethical & Societal Dilemma 13.1 Outcry as Juul Opens First

Retail Vaping Store Developing a Retail Strategy Product (Merchandise Assortment) Price Promotion Presentation (Store Design and Display) Entrepreneurial Marketing 13.1 Malls Are Becoming a Circus — Really Sustainable Marketing 13.1 MEC Strives for the Smallest Possible Footprint Personnel Place The Internet and Omnichannel Retailing Marketing Analytics 13.1 In-Store and Online Analytics and IKEA Effective Omnichannel Retailing Real Marketer Profile: Rob Wallace Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Aldo, a Retailer With a Conscience and “Sole” SECTION SEVEN

Value Communication

14 Integrated Marketing Communications

Communicating With Consumers The Communication Process How Consumers Perceive Communication Steps in Planning an IMC Campaign 1. Identify Target Audience 2. Set Objectives 3. Determine Budget 4. Convey Message 5. Evaluate and Select Media 6. Create Communication 7. Assess Impact Using Marketing Metrics Sustainable Marketing 14.1 Sustainability Ingrained in theturnlab’s DNA Marketing Analytics 14.1 Puma's Use of Google Analytics Planning, Implementing, and Evaluating IMC Programs — An Illustration of Google Advertising Integrated Marketing Communications Tools Advertising Entrepreneurial Marketing 14.1 From Single Mom to Success Story Personal Selling Sales Promotion Page xvi

Direct Marketing

Ethical & Societal Dilemma 14.1 Protecting Consumer Privacy Public Relations Social and Mobile Media Real Marketer Profile: Debra Goldblatt-Sadowski (rock-it promotions) Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: The Toyota Supra — It's Back! Appendix 14A: Social and Mobile Media 15 Advertising, Sales Promotions, and Personal Selling

Advertising The AIDA Model Attention Sustainable Marketing 15.1 Rethink, Re-use IKEA's Lamp 2 Advertising Objectives Regulatory and Ethical Issues in Advertising Sales Promotion Consumer Sales Promotions Ethical & Societal Dilemma 15.1 Is Amazon Undercutting Other Brands with Pop-Up Ads for Its Own Products?

Entrepreneurial Marketing 15.1 Happy Effect, Happy Planet Trade Channel Sales Promotions Using Sales Promotion Tools Evaluating Sales Promotions by Using Marketing Metrics Personal Selling The Scope and Nature of Personal Selling The Value Added by Personal Selling The Personal Selling Process Step 1: Generate and Qualify Leads Step 2: Preapproach and the Use of CRM Systems Step 3: Sales Presentation and Overcoming Objections Step 4: Closing the Sale Step 5: Follow-Up Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Making MasterCard Priceless Page xvii

SECTION EIGHT

Marketing in the Global Environment

16 Global Marketing

Assessing Global Markets Analyzing the Political Environment

Analyzing the Economic Environment Using Metrics Analyzing Sociocultural Factors Analyzing Technology and Infrastructure Capabilities The Appeal of BRIC Countries Choosing a Global Market Entry Strategy Exporting Entrepreneurial Marketing 16.1 Looking for OpportuniTea Franchising Strategic Alliance Joint Venture Direct Investment Choosing a Global Marketing Strategy Target Marketing: Segmentation, Targeting, and Positioning The Global Marketing Mix Ethical & Societal Dilemma 16.1 Burger Wars in India: FastFood Chains Are Finding Creative Ways to Enter a No-Beef Environment Sustainable Marketing 16.1 General Mills Commits to Sustainable Sourcing Ethical Issues in Global Marketing Environmental Concerns Global Labour Issues Impact on Host Country Culture Real Marketer Profile: Marie Ishikawa Learning Objectives Review Key Terms Concept Review Marketing Applications

Marketing Digitally Chapter Case Study: The Globalization of Apple 17 Ethics and Socially Responsible Marketing

The Scope of Marketing Ethics Ethical Issues Associated With Marketing Decisions Creating an Ethical Climate in the Workplace The Influence of Personal Ethics Corporate Social Responsibility Sustainable Marketing 17.1 Cadillac Fairview Takes the Pledge Consumerism, Ethics, and Socially Responsible Practices Entrepreneurial Marketing 17.1 Third-Wave Coffee Experience Delivers Purpose and Profit Ethical & Societal Dilemma 17.1 Are Growth and Conscious Marketing Contradictory? The Challenge for Patagonia A Framework for Ethical Decision Making Page xviii

Integrating Ethics Into Marketing Strategy Planning Phase Implementation Phase Control Phase Understanding Ethics by Using Scenarios

Scenario 1: Retailer Lacks Ethical Guidelines Scenario 2: Giving Credit Where Credit Isn’t Due Scenario 3: The Jeweller’s Tarnished Image Scenario 4: No Wonder It’s So Good Scenario 5: Bright Baby’s Bright Idea Learning Objectives Review Key Terms Concept Review Marketing Applications Marketing Digitally Chapter Case Study: Daily Table Glossary Chapter Sources Endnotes Name Index Company Index Subject Index

What Is Marketing?

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THE FUNCTION OF MARKETING IS MULTI-FACETED, BUT ITS FUNDAMENTAL PURPOSE IS TO CREATE VALUE. CONSIDER THESE EXAMPLES:

Why do people spend $4.95 for a latte at Starbucks when they could buy one from Tim Hortons® for $3.49? The answer lies in marketing brand value: Starbucks has created a prestige image for its coffee, food, and other products using grassroots advertising and innovative marketing tactics such as mobile apps and rewards programs. When trendsetters embraced the brand, it didn’t take long for others to follow. Similarly, why would people pay for bottled water when they could get it for free from a tap? Companies such as Aberfoyle Springs, Clearly Canadian, Canadian Springs, and Montclair have created bottled water products that offer customers the convenience of an easy-to-carry format. But after years of explosive growth, the industry faced challenges. Environmental concerns have led to unprecedented criticism related to the sea of plastic bottles hitting landfill and recycling sites. Many municipalities have banned bottled water outright. How can the industry continue to flourish while being mindful of such concerns? Regardless of your age, your gender, or the city in which you live, you already know something about marketing. You have been an involved consumer in the marketing process since childhood when, for example, you accompanied your

mother or father to the grocery store and asked to buy a particular brand of cereal because you saw a friend eating it or heard about it on television. The prize inside the box of cereal was of value to you as a child; the nutritional information offered on the box panel was of value to your mother or father. Once you begin to explore the many ways in which companies and brands create value for their customers through marketing, you will also begin to appreciate the complex set of decisions and activities that are necessary to provide you with the products and services you use every day.

Changes to the Fifth Canadian Edition Page xx

The central theme in this book is Marketing Adds Value. Beyond teaching students the principles of marketing, we need to impress upon them why marketing in and of itself is valuable, regardless of a chosen career direction. Marketing creates enduring and mutually valuable relationships. It identifies what customers value locally and globally. Without marketing, it would be difficult for anyone to learn about new products or services. A solid understanding of marketing can help job-seeking students demonstrate their value to market themselves on graduation. It can help them to embrace the power of small businesses and entrepreneurship in the Canadian economy. Marketing, Fifth Canadian Edition, is all about the core concepts and tools that marketers use to create value for customers. Throughout this book you will find many examples that define how companies create value through branding, packaging, pricing, retailing, service, and advertising. The concept of value is introduced in Chapter 1 and carried through the entire text. Special attention was given to the COVID-19 pandemic and its impact on marketers. Chapters were updated to include current, relevant discussion and examples of how companies were forced to adapt. These chapters include: Chapter 3 “Analyzing The Marketing Environment”; Chapter 4 “Consumer Behaviour”; Chapter 9 “Product, Branding, and Packaging Decisions”; Chapter 11 “Pricing Concepts and Strategies: Establishing Value”; Chapter 13 “Retailing and Omnichannel Marketing”; Chapter 15 “Advertising, Sales Promotions, and Personal Selling”; and Chapter 16 “Global Marketing.”

SECTION ONE Assessing the Marketplace Assessing the Marketplace is the central theme of Section One, which contains three chapters. Following an introduction to marketing in Chapter 1, “Overview of Marketing,” Chapter 2 (“Developing Marketing Strategies and a Marketing Plan”) focuses on how a firm creates a marketing plan. A central theme of the chapter is how firms can effectively create, capture, deliver, and communicate value to their customers. Finally, Chapter 3, “Analyzing the Marketing Environment,” focuses on how marketers can systematically uncover and evaluate opportunities.

Changes to Section One include: New Chapter Vignettes in Chapters 1, 2 and 3. More emphasis on the importance of sustainable marketing in Chapter 1 with new Sustainable Marketing boxes in Chapters 1 and 2, and a revised box in Chapter 3. New Entrepreneurial Marketing boxes in Chapters 1, 2 and

3.

New Marketing Analytics boxes in Chapters 2 and 3. Easy-to-understand coverage of marketing orientations in Chapter 1 to help students appreciate the different ways marketing is practised. To lay the foundation for following chapters, we have included a short discussion and an example showing how the four Ps need to be integrated and coordinated into a seamless whole rather than treated as individual components of the marketing mix. Continued focus on ethics with new Ethical & Societal Dilemma boxes in Chapters 1, 2, and 3. Revised material on marketing strategies to make it simpler to follow. New Real Marketer profile in Chapter 2. Appendix 2A, which walks students through the process of writing a marketing plan, and presents a plan’s components. Expanded emphasis on sustainability in the “Social and Natural

Trends” section in

Chapter 3.

New Chapter Case Studies in

Chapters 1,

2 and

3.

SECTION TWO Understanding the Marketplace Understanding the Marketplace is the focus of Section Two, which is composed of two chapters. Chapter 4, “Consumer Behaviour,” discusses why consumers purchase products and services, and highlights the consumer decision process. Chapter 5, “Business-to-Business Marketing,” looks at why and how businessto-business buying takes place.

Changes to Section Two include: New Chapter Vignette in Chapter 4. New Ethical & Societal Dilemma boxes in Chapters 4 and New Sustainable Marketing box in Chapter 4. New Entrepreneurial Marketing box in New Chapter Case Studies in

5.

Chapter 4.

Chapters 4 and

5.

A discussion in Chapter 4 about how marketers can mitigate the various risks associated with the consumer buying decision. New Real Marketer profile in Chapter 4. An expanded focus on smaller companies in Chapter 5, reflecting the importance of entrepreneurship along with the challenges in serving B2B customers. Page xxi

SECTION THREE Targeting the Marketplace Targeting the Marketplace is the subject of the third section of the book. Chapter 6, “Segmentation, Targeting, and Positioning,” focuses on how firms segment the marketplace, pick a target market, and then position their good/service in line with their customers’ needs and wants. Chapter 7, “Marketing Research,” identifies the various tools and techniques that marketers use to uncover these needs and ensure that they create goods and services that provide value to their target markets.

Changes to Section Three include: New Chapter Vignette for

Chapter 7.

New Ethical & Societal Dilemma boxes in Chapters 6 and New Sustainable Marketing box in Chapter 7.

7.

New Chapter Case Studies in Chapters 6 and 7. Simplified discussion of segmentation in Chapter 6, including new exhibits and a segmentation grid tied back to the Chapter Vignette to help students more easily grasp the theory. New Real Marketer profile in Chapter 6. New Marketing Analytics boxes in Chapters 6 and 7. Reorganized Chapter 7 to present the marketing research process first, followed by a more in-depth discussion explaining how marketers use research, including examples of the types of objectives set and how the research might be conducted. Appendix 7A, “Using Secondary Data to Assess Customer Lifetime Value (CLV),” demonstrates the expected financial contribution from a customer to a company’s overall profitability over the course of the relationship.

SECTION FOUR Value Creation Value Creation is the topic of discussion in Section Four’s three chapters. The first two— Chapter 8, “Developing New Products,” and Chapter 9, “Product, Branding, and Packaging Decisions”—cover the development and management of products and brands. While many of the concepts involved in developing and managing services are similar to those of physical brands, Chapter 10, “Services: The Intangible Product,” addresses the unique challenges of the marketing of services.

Changes to Section Four include: New Chapter Vignettes in

Chapters 8 and

10.

New Sustainable Marketing boxes in Chapters 8, 9, and 10. New Ethical & Societal Dilemma boxes in Chapters 8 and 10. Revised Entrepreneurial Marketing boxes in Chapters 8 and New Marketing Analytics boxes in Chapters 8 and 10.

10.

New Real Marketer profile in Chapter 10. New Chapter Case Studies in Chapters 8, 9 and Chapter 10. A discussion of metrics in Chapter 10, in a section titled “Evaluating Service Quality by Using Well-Established Marketing Metrics.”

SECTION FIVE Transacting Value Transacting Value is accomplished within a firm by pricing products and services to bring in money and affect revenues. Chapter 11, “Pricing Concepts and Strategies: Establishing Value,” examines the importance of setting the right price, the relationship between price and quantity sold, breakeven analysis, the impact of price wars, and how the Internet has changed the way people shop.

Changes to Section Five include: A new Chapter Vignette. The following new boxed features: Marketing Analytics, Sustainable Marketing, Ethical & Societal Dilemma. A discussion of competition including four levels: oligopolistic competition, monopolistic competition, pure competition, and monopoly. A clear delineation between pricing methods, pricing strategies, and pricing tactics. A discussion of the impact of currency exchange fluctuations on pricing decisions. Page xxii

SECTION SIX Value Delivery: Designing the Distribution Channel and Supply Chain Value Delivery is one of the major reasons why Amazon and Walmart have become the world’s largest retailers. Walmart delivers merchandise to stores just in time to meet customer demand. Amazon can deliver products to customers within hours of the order being placed. To achieve this, both have initiated innovative programs with vendors and developed sophisticated transportation and warehousing systems. Marketing, Fifth Canadian Edition, devotes two chapters to value delivery. Chapter 12, “Distribution Channels,” takes a look at marketing channels, distribution strategy, and the supply chain, while Chapter 13, “Retailing and Omnichannel Marketing,” concentrates on retailing.

Changes to Section Six include: New Chapter Vignette in Chapters 12. New Ethical & Societal Dilemma boxes in New Entrepreneurial Marketing box in New Sustainable Marketing box in New Marketing Analytics boxes in

Chapters 12 and

13.

Chapter 13.

Chapter 12. Chapters 12 and

Revised Chapter Case Studies in Chapters 12 and New Real Marketer profile in Chapter 13.

Chapter 13. Chapter 13.

The discussion on retailing in Chapter 13 has been updated to reflect the rapidly changing Canadian market, with an applied discussion on creating a retail strategy, and exploring omnichannel strategies. The last section has been updated to reflect the shift from a multi-channel to an omnichannel retail world.

SECTION SEVEN Value Communication Value Communication today is complex because of new technologies that add email, blogs, the Internet, and social media to an advertising mix that once utilized only radio and television to relay messages to consumers. Marketing, Fifth Canadian Edition, devotes two chapters to value communication: Chapter 14, “Integrated Marketing Communications,” Chapter 15, “Advertising, Sales Promotions, and Personal Selling.”

Changes to Section Seven include: New Chapter Vignettes for Chapters 14 and 15. New Sustainable Marketing box for Chapters 14 and New Entrepreneurial Marketing box in Chapter 15.

15.

Revised “IMC Tools” section in Chapter 14 expands the discussion on social media and mobile apps. New Chapter Case Study in Chapter 14. Appendix 14A, “Social and Mobile Media,” expands the discussion in Chapter 14 under Integrated Marketing Communication Tools to further supplement the content.

SECTION EIGHT Marketing in the Global Environment Marketing in the Global Environment is done by most firms at some level. It took less than 10 years for Lululemon to transform into a global company and a great Canadian success story in the athletic and sportswear industry. But even small entrepreneurial firms are affected because they get their materials, products, or services from firms located in other countries. Chapter 16, “Global Marketing,” focuses on marketing in today’s connected world. Chapter 17, “Ethics and Socially Responsible Marketing,” provides rich illustrations of corporate responsibility and introduces an ethical decision-making framework that is useful for assessing potentially ethically troubling situations that are presented throughout the rest of the book. It can be used to set the tone for ethical material throughout the textbook as desired.

Changes to Section Eight include: New Chapter Vignettes for Chapters 16 and 17. New Chapter Case Studies for Chapters 16 and 17. New Ethical & Societal Dilemma box for Chapters 16 and New Entrepreneurial Marketing box for New Real Marketer Profile in

Chapter 17.

Chapter 17.

17.

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Features Inside Marketing, Fifth Canadian Edition In addition to our emphasis on value in Marketing, Fifth Canadian Edition, you will also find integrated and highlighted coverage of ethics, sustainability, entrepreneurship, services, marketing analytics, and globalization within the framework of the marketing discipline:

Chapters 1 to 17 contain an Ethical & Societal Dilemma box with a compelling ethical discussion and end-of-chapter discussion questions that force students to consider and evaluate each situation. The Fifth Canadian Edition contains 14 new Ethical & Societal Dilemma boxes.

Sustainable Marketing boxes encourage students to consider the environmental concerns that marketers face in bringing new products and services to the market. Many companies have faced increased scrutiny and criticism over the use of plastic packaging and recycling issues. The boxes will help students see how consumers are driving smart marketers to more fully embrace sustainable practices for the good of their companies as well as for consumers.

For example, in Chapter 13, we discuss how the goal to leave the world a better place than they found it, set by the founders of Mountain Equipment Co-Op, means no decisions are made in the company before considering society and the environment.

Entrepreneurship. An entrepreneurial spirit pervades most marketing innovations and is necessary to keep firms growing and healthy. Marketing, Fifth Canadian Edition, nurtures students’ entrepreneurial spirit by providing examples of young entrepreneurial firms and successful entrepreneurs such as Aeryon Labs, Greenhouse Juice, Happy Planet, Nature's Path, velofix, and more.

Each chapter contains an Entrepreneurial Marketing box that depicts recognizable and interesting young entrepreneurial firms. There are eight new Entrepreneurial Marketing boxes in the Fifth Canadian Edition. Page xxiv

New Marketing Analytics boxes further explore the explosive growth of tools such as Facebook, and feature companies that rely on sophisticated data analytics to define and refine their approaches to their customers and their markets.

For example, in Chapter 1, the use of analytics is presented as a key factor behind how Starbucks determines ideal locations for new stores.

Real Marketer Profile boxes appear in seven chapters. They focus on the transition students make from attending post-secondary education to applying their marketing skills in the “real” world. While some of the profiles feature relatively new graduates who are still with their first employer, others show the career paths that grads and seasoned veterans have taken within a company or in a new role at a different organization.

For example, in Chapter 14, we discuss Debra Goldblatt-Sadowski’s phenomenal success story from being a creative-writing grad to starting rock-it promotions, a PR agency that works with Adidas, Toronto Fashion Week, and a host of well-known stars such as Emily Blunt, Anthony Hopkins, and Morgan Freeman.

REINFORCING LEARNING LEARNING OBJECTIVES

Listed at the beginning of each chapter, Learning Objectives show students the chapter’s main concepts. These Learning Objectives are then presented throughout the chapter when the concepts are introduced. At the end of each chapter, the Learning Objectives are revisited and reviewed, reinforcing for students the key sections in the chapter and allowing them to follow their own progress to know where they need help.

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CHAPTER VIGNETTE Each chapter begins with a Chapter Vignette that helps to introduce and illustrate some of the main content that follows. These vignettes have been carefully selected to pique student interest and are designed to provide real-world examples of how the theory has been applied by a variety of companies. There are 13 new Chapter Vignettes in the Fifth Canadian Edition.

UNIQUE END-OF-CHAPTER APPLICATIONS AND EXERCISES Marketing Applications. Student-tested at Wilfrid Laurier University and the University of Ottawa, these questions encourage students to become more critical in their thinking of how marketing theory relates to practice. At least one of the Marketing Applications in each chapter poses an Ethical & Societal Dilemma based on material covered in the chapter. Marketing Digitally. Each chapter contains two exercises that drive students to the Internet to apply material covered in the text. For example, in Chapter 15, we direct students to the Canadian Children’s Food & Beverage Advertising Initiative website (https://adstandards.ca/about/childrens-advertising-initiat ive/); this organization is one of the industry’s self-regulatory bodies for children’s advertising. We ask students to choose one of the news releases and discuss what the main issue was in the case. Chapter Case Study. Each chapter ends with a case covering a current marketing idea, concept, or company. The Fifth Canadian Edition includes 13 new cases.

Award-Winning Technology

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McGraw Hill Connect® is an award-winning digital teaching and learning solution that empowers students to achieve better outcomes and enables instructors to improve efficiency with seamless course management. Within Connect, students have access to SmartBook®, McGraw Hill’s adaptive learning and reading resource. SmartBook prompts students with questions based on the material they are studying. By assessing individual answers, SmartBook learns what each student knows and it identifies which topics they need to practise, giving each student a personalized learning experience and path to success. Connect’s key features also include analytics and reporting, simple assignment management, smart grading, the opportunity to post your own resources, and the Connect Instructor Library, a repository for additional resources to improve student engagement in and out of the classroom.

Application-Based Activities The Connect Application-Based Activities are highly interactive and automatically graded exercises. They are application-analysis based, allowing students to immerse themselves in a marketing environment, analyze the situation, and apply their knowledge of marketing strategies. Students progress from understanding basic concepts to assessing and solving complex real-world scenarios.

iSeeIt! Videos These brief, contemporary videos offer dynamic student-centred introductions, illustrations, and animations to guide students through challenging concepts. Ideal for before class as an introduction, during class to launch or clarify a topic, or after class for formative assessment.

Writing Assignments The Writing Assignment tool delivers a learning experience to help students improve their written communication skills and conceptual understanding. As an instructor you can assign, monitor, grade, and provide feedback on writing more efficiently and effectively.

Test Builder Available within Connect, Test Builder is a cloud-based tool that enables instructors to format tests that can be printed or administered within a Learning Management System. Test Builder offers a modern, streamlined interface for easy content configuration that matches course needs, without requiring a download. Test Builder allows you to: access all test bank content from a particular title easily pinpoint the most relevant content through robust filtering options manipulate the order of questions or scramble questions and/or answers pin questions to a specific location within a test choose the layout and spacing add instructions and configure default settings Test Builder provides a secure interface for better protection of content and allows for just-in-time updates to flow directly into assessments. Page xxvii

Remote Proctoring & Browser-Locking Capabilities New remote proctoring and browser-locking capabilities, hosted by Proctorio

within Connect, provide control of the assessment environment by enabling security options and verifying the identity of the student. Seamlessly integrated within Connect, these services allow instructors to control students’ assessment experience by restricting browser activity, recording students’ activity, and verifying students are doing their own work. Instant and detailed reporting gives instructors an at-a-glance view of potential academic integrity concerns, thereby avoiding personal bias and supporting evidence-based claims.

INSTRUCTOR RESOURCES The Test Bank includes more than 2000 multiple-choice, true/false, and shortessay questions. Each question is categorized according to learning objective, level of Bloom’s taxonomy, and correct answer. The Instructor’s Manual, prepared by text author Shirley Lichti, contains learning objectives, key terms with definitions, a detailed lecture outline, and suggested classroom activities. Microsoft® PowerPoint® Slides include key lecture points and images from the text. As an aid for instructors who wish to create their own presentations, an Image Bank containing all visual elements from the text is also available.

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Effective. Efficient. Easy to Use. McGraw Hill Connect is an award-winning digital teaching and learning solution that empowers students to achieve better outcomes and enables instructors to improve course-management efficiency.

Our trusted solutions are designed to help studen actively engage in course content and develop cr higher-level thinking skills, while offering you the flexibility to tailor your course to meet your needs Connect’s integrated SmartBook helps students study more efficiently, highlighting where in the text to focus and asking review questions to give each student a personalized learning experience and path to success.

Link your Learning Management System with Con for single sign-on and gradebook synchronization all-in-one ease for you and your students.

Monitor progress and improve focus with Connect’s visual and actionable dashboards. Reporting features empower instructors and students with real-time performance analytics.

SMARTBOOK® NEW SmartBook 2.0 builds on our market-leading adaptive technology with enhanced capabilities and a streamlined interface that deliver a

more usable, accessible and mobile learning experience for both students and instructors.

Available on mobile smart devices – with both online and offline access – the ReadAnywhere app lets students study anywhere, anytime.

SUPPORT AT EVERY STEP McGraw Hill ensures you are supported every step of the way. From course design and set up, to instructor training, LMS integration and ongoing support, your Digital Success Consultant is there to make your course as effective as possible. Learn more about Connect at mheducation.ca

Acknowledgments

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I could not have completed this text without the help of others. In particular, I would like to thank Erin Schilstra, Loral Christie, and Qianjun Qian who worked with me as research assistants and sounding boards. Thanks also to the numerous Wilfrid Laurier University students and professors who provided feedback on the chapter content, cases, and exercises. A special thanks to the many talented staff and freelance members at McGraw Hill—Jade Fair, Amy Rydzanicz, Derek Capitaine, Jessica Barnoski, Jeanette McCurdy, and Emily Park. You made my job so much easier. It was a pleasure working with you. I gratefully acknowledge feedback and constructive criticism from marketing colleagues across Canada. Paul Curwen

Wilfrid Laurier University

Sylvie Plante

McMaster University

Ma Zhenfeng

Wilfrid Laurier University

I would also like to thank the following individuals who helped adapt, critique, and shape the ancillary package for the Canadian market: Sheldon Koufman, Durham College; Michael Madore, University of Lethbridge; and Neil Tracey, Kwantlen Polytechnic University. Shirley Lichti

Page 1

SECTION ONE Chapter 1 Chapter 2 Appendix 2a Chapter 3

ASSESSING THE MARKETPLACE

Overview of Marketing Developing Marketing Strategies and a Marketing Plan Writing a Marketing Plan Analyzing the Marketing Environment

Chapter 1

© HandmadePictures/iStock/Getty Images

Overview of Marketing

LEARNING OBJECTIVES After studying this chapter you should be able to LO1 LO2 LO3 LO4

Define the role of marketing and explain its core concepts Describe how marketers create value for a product or service Summarize the four orientations of marketing Understand the importance of marketing both within and outside the firm

Page 2

On your way to class today, did you grab a bite to eat? If you’re like many students, you did not have enough time or the ingredients needed to prepare a fresh meal and sit down to eat it. Instead, you might have grabbed an energy bar from your cupboard or snagged one from the coffee shop on the way to campus. Why do so many people rely on these energy bars—pressed rectangles of grains, fruits, nuts, and so forth—rather than other options as meal replacements or snacks throughout the day? Your individual answers might vary, but the overriding answer has a lot to do with marketing. Companies that produce and sell energy bars work hard to position them as appealing, convenient, tasty, healthy, socially responsible, and energy-dense foods that can help nearly any consumer meet his or her consumption needs. By making a product that can satisfy a variety of demands consumers have when it comes to a snack, these companies ensure that their offerings provide value. Consider, for example, the umbrella term often used to describe these prepared foods. By highlighting the term energy, marketers inform consumers that they can expect a boost when they eat one

of these products. But energy really is just another word for calories; every food item a human being ever consumes provides energy.1 Still, with this emphasis, the marketing surrounding energy bars offers a valuable promise to consumers, namely, that they will be energized and able to continue on with their day after they eat one. According to one classification, this market consists of five general types: meal replacement bars, protein bars, whole food bars, snack bars, and others.2 Other classifications are even more specific, reflecting more detailed, unique benefits, such as paleo, glutenfree, low-carb, low-calorie, and workout-recovery options.3 Brands leverage other elements to communicate the value of their products. For example, the brand name adopted by Phyter bars refers to their unique contents: phytonutrient-dense vegetable and fruit purees.4 KIND even puts its healthy bars’ promised benefits right in its brand name. With a positioning that suggests that consuming these bars supports a healthy lifestyle, KIND’s marketing department emphasizes its natural ingredients—along with its commitment to being “kind” and proactively seeking the good of the world overall5 (as discussed further in the case study that concludes this chapter). In establishing an even more specific promise of natural ingredients, Kashi’s emphasis is largely on the organic contents of its products, as well as its efforts to encourage expanded organic production of wheat and other ingredients. For farmers, switching from conventional to organic methods is costly and timeconsuming. To position itself as the organic option in this market, Kashi has developed a program to help farmers make the transition, then publicizes this information widely to ensure customers regard it as an appealing choice.6 Other brands are less interested in healthy or natural offerings and more oriented toward appealing to consumers’ sense of pleasure. For example, Fibre One bars might promise the healthy benefit of

more fibre, but General Mills also works hard to communicate their products’ great taste. The bars themselves, and the pictures on the boxes, sport heavy “drizzles” of chocolate, as well as pretzels, salty nuts, and candy pieces mixed in with the grains and fruits.7 Even confectionery brands such as Snickers and Mars offer entries in this market, placing what are essentially candy bars in store aisles next to more protein-dense offerings.8 The pictures on the boxes are not the only packaging elements that are critical to the appeal of energy bars. By designing the products as single-serve, relatively small portions, the companies provide convenience benefits for consumers.9 These bars can be easily tucked into a backpack or suitcase. Most of them contain preservatives, such that they can sit in a pantry or desk drawer for months without going bad. That may be exactly why you grabbed an energy bar on your way to class today. It was readily available from your kitchen and easy to stick in your bag. A banana or apple, as well as a conventional candy bar, might offer some similar benefits and convenience. Yet the value established by good marketing, which helps consumers see the appeal of energy bars, makes it more likely that you opted for one of these snacks instead.

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WHAT IS MARKETING? Unlike other subjects you may have studied, marketing is already very familiar to you. You start your day by agreeing to do the dishes if your roommate will make the coffee. But doing the dishes makes you late for class, so you dash out the door, make a quick stop to fill your car with gas, and grab an energy bar for breakfast. You attend a class that you have chosen and paid for. After class, you pick up lunch at the cafeteria, which you eat while catching up on Instagram posts on your iPad. Then you leave campus, get your hair cut, and check out a movie. You take a bus to the movie theatre, and listen to new songs with your Spotify subscription. In each example, you acted as the buyer and made a decision about whether you should spend your time and/or money to receive a particular service or type of merchandise. If, after you return home from the movie, you decide to sell an old phone on eBay, you have become a seller. In each of these transactions, you were engaged in marketing. This chapter will look at the definition of marketing and at how marketing is used to create value in products or in services. We will examine the interrelated marketing mix, and see how the four Ps create, transact, communicate, and deliver value. We will look at where marketing happens and how it has evolved over the years into today’s concept of value-based marketing. Lastly, we will discuss why marketing is an important function for any successful firm. The Canadian Marketing Association states that “Marketing is a set of business practices designed to plan for and present an organization’s products or services in ways that build effective customer relationships.”10 What does this definition really mean? Good marketing is not a random activity; it requires thoughtful planning with an emphasis on the ethical implications of any of those decisions on consumers and society in general. Firms develop a marketing plan (see Chapter 2) that specifies their marketing activities for a specific period of time. The marketing plan is broken down into various components—how the product or service will be conceived or designed, how much it should cost, where and how it will be promoted, and how it will get to the consumer. In any

exchange, the buyer and the seller should be satisfied with the value they obtained from a transaction. In our earlier example, you should be satisfied or even delighted with the energy bar you bought, and its maker should be satisfied with the amount of money it received from you. The core aspects of marketing are shown in Exhibit 1.1. Let’s see how they look in practice.

Exhibit 1.1 Core Aspects of Marketing

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LO1 Marketing Is About Satisfying Customer Needs and Wants Understanding the marketplace—and especially consumer needs and wants—is fundamental to marketing success. A need is one of the basic necessities of life, such as food, clothing, shelter, or safety. A want is the particular way in which the person chooses to fulfill his or her need, which is shaped by a person’s knowledge, culture, and personality. For example, when we are hungry, we need something to eat. Some people want a energy bar to satisfy that hunger, whereas

others want a salad and some soup instead. Of course, needs and wants must be backed by demand, in order for marketing to be effective. There are many things you may want, and even need. Demand is demonstrated by your ability and willingness to act on those needs and wants. The topic of understanding customer needs is described in detail in Chapter 4, which deals with consumer behaviour.

Marketers must identify who will buy their products. Made from fresh fresh fruits and vegetables, Phyter energy bars are geared for health-conscious consumers. © McGraw Hill Education

To understand customer needs and wants, the company must first identify the customers, or market, for its product or service. In the broadest terms, the market refers to the world of trade. More narrowly, however, the market can be segmented or divided into groups of people who are pertinent to an organization for particular reasons. For example, everyone needs to eat. Still, makers of energy bars need to identify who might buy their products: busy people who want a meal replacement; elite athletes who seek high-calorie contents; healthconscious consumers who demand high levels of protein and low sugars; snackers who want a convenient snack and demand great taste, but don't worry about nutrition; and socially conscious buyers who believe that purchasing an organic product gives them a way to help farmers.

What type of customer would buy a $120,000 car? VCG/VCG via Getty Images

Although marketers would prefer to sell their products and services to everyone, it is not practical to do so. Because marketing costs money, good marketers carefully seek out potential customers who have both an interest in the product and an ability to buy it. For example, most people need some form of transportation. Some people may like an electric vehicle such as the Tesla Model S, while others might prefer the hybrid Lexus LS 600h L. Both vehicles start at more than $120,000. But Lexus is not interested in everyone who wants the LS 600h L, because not everyone can afford to spend that much on a car. Instead, Lexus defines its viable target market as those consumers who want and can afford such a product.11 Although not all companies focus on such a specific and wealthy target, all marketers are interested in finding the buyers who are most likely to be interested in their offerings. The process of how companies segment the market for their products and services and then choose which segment to target and how best to reach that segment is described in Chapter 6. The process of identifying customer segments the company wants to target with its products and services requires market research. The types of market research that help marketers make good decisions about various aspects of the marketing mix are discussed in Chapter 7. Page 5

Marketing Entails an Exchange Marketing is about an exchange—the trade of things of value between the buyer and the seller so that each is better off as a result. As depicted in Exhibit 1.2, sellers provide goods or services, then communicate and facilitate the delivery of their offering to consumers. Buyers complete the exchange by giving money and information to the seller. Suppose you see an ad promoting the HBO series Game of Thrones, only available for streaming on Crave. The same day, a friend tweets that he loved the show. You visit IMDB to check the reviews and see that the show is highly rated. Then you sign up for a free one-month subscription to Crave. You enjoy the first season so much that you purchase an annual subscription to Crave. Your payment information is already in the company’s system. Going forward, Crave's system tracks which shows you watch and creates personalized recommendations for other shows you might enjoy. This example shows how Crave uses the valuable information you provide to facilitate future exchanges and solidify its relationship with you.

You can exchange your money on a Crave subscription to access the latest shows. Angela Weiss/AFP via Getty Images

Exhibit 1.2

Exchange: The Underpinning of Seller—Buyer Relationships

LO2 Marketing Requires Marketing Mix Decisions Marketing traditionally has been divided into a set of four interrelated decisions known as the marketing mix, or four Ps: product, price, place, and promotion, as shown in Exhibit 1.3.12 Together, the four Ps compose the marketing mix, which is the controllable set of activities that the firm uses to respond to the wants of its target markets. But what does each of these elements in the marketing mix entail? Page 6

Exhibit 1.3 Marketing Mix Decisions

Product: Creating Value The fundamental purpose of marketing is to create value by developing a variety of offerings—including goods, services, and ideas—to satisfy customer needs. As an example of the first P, product, consider water. Not too long ago, consumers perceived this basic commodity as simply water. It came out of a faucet and was consumed for drinking and washing. But, taking a cue from European firms such as Perrier (France) and San Pellegrino (Italy), Canadian brands, such as Nestlé Pure Springs and Montclair, have created products with benefits that consumers find valuable. The same is true of energy bars. Although originally designed for astronauts in the 1960s, they evolved quickly, starting with PowerBar. It was marketed as a dense nutrition option for marathoners and other extreme athletes who must consume massive amounts of calories to maintain their body mass. As PowerBar flew off the shelves, competitors such as Clif Bar and Balance Bar entered the market. People liked the idea of eating like an elite athlete, even if they were not one.13 This market continued to grow, so new brands designed new products that would appeal to different audiences. Weight Watchers produced a bar that it touted, mostly to women, as a diet aid. LÄRABAR and RXBAR promised all-natural, real food ingredients. The many different product versions of energy bars each create value in specific ways.

Goods are items that you can physically touch. Roots clothing, Nike shoes, Molson Canadian beer, Kraft Dinner, a KIND or Kashi energy bar, and countless other products are examples of goods. Nike primarily makes shoes, but also adds value to its products. For example, it offers custom designs under its Nike by You brand that increase their fashionable appeal, and enlists popular celebrities such as Rafael Nadal to add their names to the designs.

Rafael Nadal adds value to the Nike brand. Shutterstock/pdrocha

Unlike goods, services are intangible customer benefits that are produced by people or machines and cannot be separated from the producer. When people buy tickets—whether for air travel, a sporting event, or a movie—they are paying not for the physical ticket stub but for the experience. Hotels, insurance agencies, and spas all provide services. Getting money from your bank by using an ATM or teller is another example of using a service. In this case, cash machines usually add value to your banking experience by being conveniently located, fast, and easy to use.

When you attend a Drake concert, you are paying for a service. Jag Gundu/Getty Images

Page 7

Many offerings represent a combination of goods and services. When you go to Hakim Optical, for example, you can have your eyes examined (service) and purchase new contact lenses (goods). If you attend a Drake concert, you can be enthralled by the world-class performance. At the event, you might buy a shirt or a souvenir. With these tangible goods, you can relive and remember the enjoyment of the experience over and over again. Ideas include thoughts, opinions, philosophies, and intellectual concepts that also can be marketed. Groups promoting bicycle safety go to schools, give talks, and sponsor bike-helmet poster contests for the members of their primary target market: children. Then, their secondary target market segment—parents and siblings—gets involved through interactions with the young contest participants. The exchange of value occurs when the children listen to the sponsor’s presentation and wear their helmets while bicycling, which means they have

adopted—or become “purchasers” of—the safety idea that the group marketed. In Chapters 8, 9, and 10 of this book, you will learn much more about the decisions, theories, applications, and strategies of product and services marketing.

Marketing creates value by promoting ideas such as bicycle safety. Source: Street Smart, a public safety campaign of Metro, the District of Columbia, Maryland, and Virginia

Price: Transacting Value Everything has a price, though it doesn’t always have to be monetary. Price, the

second P, is everything the buyer gives up—money, time, energy—in exchange for the product. Marketers must determine the price of a product carefully on the basis of the potential buyer’s belief about its value. For example, Air Canada can take you from Toronto to Vancouver or New York. The price you pay depends on how far in advance you book the ticket, the time of year, whether you want to fly economy or business class, and, more recently, whether or not you have luggage to check. Passengers are charged a fee if they have more than one piece of checked luggage. If you value the convenience of buying your ticket at the last minute for a ski trip between Christmas and New Year’s Day and you want to fly business class, you can expect to pay four or five times as much as you would for the cheapest available ticket. That is, you have traded a lower price for convenience. For marketers, the key to determining prices is figuring out how much customers are willing to pay so that they are satisfied with the purchase and the seller achieves a reasonable profit. In Chapter 11, you will learn much more about pricing concepts, decisions, and strategies.

Place: Delivering Value The third P, place, describes all the activities necessary to get the product from the manufacturer or producer to the right customer when that customer wants it. For Starbucks, that means expanding its storefronts constantly and proactively, so that it is easy for caffeine junkies to find their fix. Creative locations, such as kiosks at the baggage claim in airports or small booths in grocery stores, represent the chain’s effort to improve its offering on this dimension of the marketing mix. Place deals specifically with retailing and distribution management. This is also known as supply chain management, which is the set of approaches and techniques that firms employ to efficiently and effectively integrate their suppliers, manufacturers, warehouses, stores, and other firms involved in the transaction (e.g., transportation companies) into a seamless value chain. Within this chain, merchandise is produced and distributed in the right quantities, to the right locations, and at the right time, while minimizing systemwide costs and satisfying the service levels required by the customers. Page 8

Many marketing students initially overlook the importance of distribution

management because a lot of these activities occur behind the scenes. But without a strong and efficient distribution system, merchandise isn’t available when or where customers want it. Then customers are disappointed, and sales and profits suffer. Place or distribution activities and decisions are discussed in detail in Chapters 12 and 13.

Promotion: Communicating Value Even the best products and services will go unsold if marketers cannot communicate their value to customers. The fourth P, promotion, is communication by a marketer that informs, persuades, and reminds potential buyers about a product or service to influence their opinions or elicit a response. Promotion generally can enhance a product or service’s value. For example, KIND featured a Pride theme in its bar of the month. It also actively promotes its products using wording that signals pure, “natural” ingredients. The company believes “if you can’t pronounce an ingredient, it shouldn’t go into your body.”14 The four Ps work together. Although marketers deliver value through each of the 4Ps individually, far greater value is delivered to consumers by treating the 4Ps as a whole. That is, the product or service offered must satisfy the target customers’ specific needs and wants, be priced appropriately, be available at locations where customers want it, and be promoted in a manner and through media that are consistent with the target consumers. For instance, luxury or high-fashion items from retailers such as Coach, Louis Vuitton, and Swarovski are well made, priced at a premium, available at exclusive locations, and promoted only in certain media where the advertisements emphasize style, fashion, sex appeal, and so on.

Marketing Can Be Performed by Both Individuals and Organizations Imagine how complicated the world would be if you had to buy everything you consumed directly from producers or manufacturers. You would have to go from farm to farm buying your food and then from manufacturer to manufacturer to purchase the table, plates, and utensils you need to eat that food. Fortunately,

marketing intermediaries, such as retailers, accumulate merchandise from producers in large amounts and then sell it to you in smaller amounts. The process in which businesses sell to consumers is known as B2C (business-to-consumer) marketing, whereas the process of selling merchandise or services from one business to another is called B2B (business-to-business) marketing. Some companies, such as General Electric (GE), are engaged in both B2B and B2C marketing at the same time. However, with the advent of various auction sites (such as eBay and Kijiji) and payment sites (such as PayPal), consumers have started marketing their products and services to other consumers, which requires a third category in which consumers sell to other consumers, or C2C (consumer-to-consumer) marketing. Individuals can also undertake activities to market themselves. When you apply for a job, for instance, the research you do about the firm, the resumé and cover letter you submit with your application, and the way you dress for an interview and conduct yourself during it are all forms of marketing activities. Accountants, lawyers, financial planners, physicians, and other professional service providers also market their services. Regardless of whether organizations or individuals are engaged in B2B, B2C, or C2C marketing, one thing seems to be clear: social media has become an integral part of their marketing and communications strategies. Social media is widely used in federal elections in Canada, as politicians try to win the hearts and minds of Canadians. Social media will be explored further in Chapter 14. Page 9

Marketing Impacts Many Stakeholders Most people think of marketing as a way for firms to make profits, but marketing works equally well in the nonprofit sector. Think about what influenced your selection of your college or university, other than family, friends, and convenience. It’s likely that your college or university has a sophisticated marketing program to attract and retain students. Marketing also affects stakeholders, for example, supply chain partners such as wholesalers and retailers, or intermediaries such as transportation or warehousing companies. All

of these entities market to one another. Manufacturers sell merchandise to retailers, but the retailers often have to convince manufacturers to sell to them. As Sustainable Marketing 1.1 presents, marketers also need to meet consumer expectations if they want to protect their corporate reputation. You will read much more about sustainability throughout the textbook. Its importance to consumers and marketers alike is growing exponentially.

Sustainable Marketing 1.1

Sustainability and Reputation Management* Executives today view sustainability as an integral part of their marketing strategy. It is also seen as a way to manage corporate reputation. According to a McKinsey Global Survey, 36 percent of executives believe that the main benefit of sustainability is that it improves corporate and brand reputation, while less than 20 percent believe that it improves operational efficiency, lowers costs, presents growth opportunities (new markets and products), or strengthens competitive position. One of the top reasons for addressing sustainability is meeting consumer expectations. Companies that make sustainability programs a priority must ensure that these initiatives are aligned with their mission and business goals. Successful companies will embed sustainability into business functions and the very fabric of the organization. That means addressing accountability by putting the appropriate measures and staff in place. Yet sustainability presents its share of challenges. For example, many companies still struggle with program execution. A truly comprehensive and proactive approach to sustainability requires businesses to develop practices and policies around three perspectives: environmental, governance, and social. This means

that sustainability practices and policies must be embedded in all facets of the organization, from human resource management to manufacturing, marketing, production, planning, investments, and corporate strategy. Also, sustainability must involve all employees, in all areas and departments. Implementing a comprehensive sustainability program is expensive, and so many businesses tend to do the bare minimum or implement low-cost programs. Reputation management as an outcome of sustainability programs is seen as representing higher value-creation potential to companies than energy or waste reduction. However, while reputation management is seen as important, it can be difficult to define. Companies are beginning to incorporate activities into key organizational processes. Some of these activities include external reporting to stakeholders and consumers, policy implementation around ethical issues, participation in sustainability-focused organizations, and making investments in communities where they operate. Sustainability leaders foster an organizational culture that sets a direction for their programs. They also set clear strategies and measurable targets. As sustainability continues to grow in importance, more companies will focus on performance management, with metrics to measure results, ensuring that their reputation does not suffer.

Marketing can also benefit society at large. The dairy industry used a very successful, award-winning campaign with its slogan “Got Milk?” aimed at different target segments. This campaign not only created high levels of awareness about the benefits of drinking milk, but also increased milk consumption in various target segments,15 possibly in response to the use of celebrities, from Dwayne “The Rock” Johnson and Victor Cruz to Miranda Lambert and Nina Dobrev. Although hugely successful, “Got Milk?” ran its course. It has been replaced with “Milk Life,” which focuses on milk as a source of protein. The new campaign continues to benefit the entire dairy industry and

promote the benefits of drinking milk to society at large. Page 10

“Milk Life” replaced the well-known “Got Milk?” campaign, but the ads still create a high level of awareness for the milk industry. Used by permission of Campbell Ewald as Agent of MilkPEP

Now that we’ve examined what marketing is and how it creates value, let’s consider how it fits into the world of commerce, as well as into society in general.

LO3 The Four Orientations of Marketing Marketing didn’t get to its current prominence among individuals, corporations, and society at large overnight. Over the last 100 years, marketing has evolved

from an activity designed simply to produce and sell products to an integral business function aimed at creating value for consumers and the company’s shareholders. As we have examined marketing practices over the years, we have observed four different marketing orientations or philosophies: product orientation, sales orientation, market orientation, and value-based orientation (see Exhibit 1.4).

Exhibit 1.4

Marketing Evolution: Product, Sales, Market, and Value-Based

(a): © Ryan McVay/Getty Images RF; (b): © CMCD/Getty Images RF; (c): © Lawrence Manning/Getty Images (d): © Ryan McVay/Getty Images RF; (e): © McGraw Hill Education/Mark Dierker, photographer

Product Orientation Product-oriented companies focus on developing and distributing innovative products with little concern about whether the products best satisfy customers’ needs. This philosophy is best illustrated by a famous quote made around the turn of the 20th century by Henry Ford, the founder of Ford Motor Company, who remarked, “Customers can have any colour they want so long as it’s black.” Manufacturers believed that a good product would sell itself, and retail stores typically were considered places to hold the merchandise until a consumer wanted it. Companies with a product orientation generally start out by thinking

about the product they want to build; they try selling the product after it is developed rather than starting with an understanding of the customers’ needs and then developing a product to satisfy those needs.

Sales Orientation Companies that have a sales orientation basically view marketing as a selling function where companies try to sell as many of their products as possible rather than focus on making products consumers really want. These firms typically depend on heavy doses of personal selling and advertising to attract new customers. Companies with a selling orientation tend to focus on making a sale or on each transaction rather than building long-term customer relationships. They generally believe that if consumers try their products, they will like them. The focus of these companies tends to be on the products or services they have to offer, more than on consumer needs and wants. Profits come from sales volume rather than from repeat business from satisfied customers. Page 11

Market Orientation Market-oriented companies start out by focusing on what consumers want and need before they design, make, or attempt to sell their products and services. They believe that customers have choice and make purchase decisions based on several factors, including quality, convenience, and price. Basically, “the customer is king,” and the market is a buyer’s market since consumers wield tremendous power. In this orientation, marketers’ role is to understand and respond to the needs of consumers and to do everything possible to satisfy them. There is a focus on making marketing an integrated process throughout the entire company rather than just in one department. Satisfied customers become long-term loyal customers, contributing to bottom-line profitability.

Value-Based Orientation Most successful firms today are market oriented.16 That means they have gone beyond a product or sales orientation and have attempted to discover and satisfy

their customers’ needs and wants. Some marketing firms recognized that there was more to good marketing. To compete successfully, they would have to focus on the triple bottom line: people (consumer needs and wants), profits (long-term profitable relationships with customers and suppliers), and planet (do all this in a way that is socially and environmentally responsible). Value-based companies provide their customers with greater value than their competitors. Value reflects the relationship of benefits to costs, or what you get for what you give.17 In a marketing context, customers seek a fair return in goods and/or services for their hard-earned money and scarce time. They want products or services that meet their specific needs or wants and are offered at a price that they believe provides good value. A creative way to provide value to customers is to engage in value cocreation.18 In this case, customers can act as collaborators to create the product or service. When clients work with their investment advisors, they cocreate their investment portfolios; when Nike allows customers to custom design their sneakers, they are cocreating. Every value-based marketing firm must implement its strategy according to what its customers value. Depending on the specific product or service for sale, these valuable benefits could include speed, convenience, size, accuracy, price, cost savings, or user-friendliness. Sometimes providing greater value means providing a lot of merchandise for relatively little money, such as Subway’s foot-long subs for $5, or a diamond for 40 percent off the suggested retail price at Costco. But value is in the eye of the beholder and doesn’t always come inexpensively. Satisfied Louis Vuitton customers probably believe the Vuitton clothing, bags, or shoes they buy are good value because they have received many benefits for a reasonable price. Similarly, teenagers may be willing to pay a premium for Apple’s iPhone because of its extraordinary design and packaging, even though cheaper substitutes are available. This is the power of marketing in general and branding in particular. Value-based marketing is examined in greater detail in the following section.

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HOW DO FIRMS BECOME MORE VALUE DRIVEN? Firms become value driven by focusing on four activities. First, they gather vast quantities of information about their customers and competitors. Then they analyze and share it across their own organization and with other firms that might be involved in getting the product or service to the marketplace, such as manufacturers and transportation companies. Second, they strive to balance their customers’ benefits and costs of their offerings for themselves, their customers, and society as a whole. Third, they concentrate on building relationships with customers. Fourth, they take advantage of new technologies and connect with their customers using the latest social and mobile media channels.

Gathering and Sharing Information In a value-based, market-oriented firm, marketers gather and share information about customers and competitors. Modern marketers rely on sophisticated data analytics to define and refine their approaches to their customers and their markets. The growth of big data and the associated challenges are inescapable, so the Marketing Analytics boxes in this textbook detail their implications for a wide range of organizations and firms, as well as their customers. In particular, companies such as Starbucks, Netflix, and Amazon collect massive amounts of data about how, when, why, where, and what people buy, and then analyze the data to inform their choices. Marketing Analytics 1.1 gives an account of how Starbucks uses its data to make critical decisions about one of the four Ps: the place to locate its stores.

Marketing Analytics 1.1

Location, Location, Analytics: Starbucks’ Use of Data to Place New Stores** By now, nearly everyone on the planet recognizes the green mermaid logo that is proudly displayed on every Starbucks sign, poster, and cup. The ubiquitous coffee giant maintains more than 22,500 locations in more than 68 countries. But its growth has not been without a few stumbles and bumps in the road. For example, in the last decade, hundreds of newly opened stores had to be closed because of their poor performance. In analyzing how the company got to that point, Patrick O’Hagan, Starbucks’ manager of global market planning, explained that many of the stores never should have opened. However, the staff in charge of these location choices had been inundated with so much data, they were unable to use them to make profitable decisions. Thus, the Starbucks story reveals a great deal about the importance of data analytics.

Starbucks uses geographic information system (GIS) technology to pinpoint ideal locations and the types of stores to open in those locations. Bhandol/Alamy Stock Photo

Starbucks began using Atlas, a geographic information system (GIS) built by Esri in the 1990s. But it has perfected its applications of the GIS-provided predictive analytics more recently. For example, the technology allows Starbucks to evaluate weather, demographics, population density, proximity to other Starbucks locations, traffic patterns, and much more to help determine new store locations.

Using the system, Starbucks gets a graphical summary of the GIS data in map form. These data include both location information and demographic details, which the software analyzes according to pertinent criteria. The applications allow Starbucks’ staff to pinpoint ideal locations that are likely to attract substantial traffic and thus boost chainwide sales. Because the GIS technology is accessible through desktops and mobile devices, location experts in the field also can combine the high-tech insights with their real-world observations. Not only does the GIS technology help Starbucks determine the ideal locations for new stores, but it can also enable the company to decide which kinds of stores to open. For example, many of the new stores will feature drive-through windows; others will be smaller stores, strategically placed to provide the greatest customer convenience. The new approach has proven effective, according to results that show that the most recently opened stores, particularly those in the Americas, are consistently producing great returns and exceeding hurdle rates, the minimum rates of return on a project.

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Information collected must be integrated across the company. The fashion designers for Zara, the Spain-based fashion retailer, for instance, collect purchase information and research customer trends to determine what their customers will want to wear in the next few weeks; simultaneously, the logisticians—those persons in charge of getting the merchandise to the stores— use the same purchase history to forecast sales and allocate appropriate merchandise to individual stores. Sharing and coordinating such information represents a critical success factor for any firm. Imagine what might happen if Zara’s advertising department were to plan a special promotion but not share its sales projections with those people in charge of creating the merchandise or getting it to stores.

Fashion designers for Zara, the Spainbased fashion retailer, collect purchase information and research customer trends to determine what their customers will want to wear in the next few weeks. They share this information with other departments to forecast sales and coordinate deliveries. Roberto Machado Noa/LightRocket via Getty Images

Balancing Benefits With Costs Value-oriented marketers constantly measure the benefits that customers perceive against the cost of their offering. They use available customer data to find opportunities to better satisfy their customers’ needs and in turn develop long-term loyalties. Such a value-based orientation has helped Canadian Tire and Walmart outperform other department stores, and WestJet Airlines and Southwest Airlines outperform mainstream carriers. IKEA does not have highly paid salespeople to sell its furniture. Its simple designs mean customers can easily choose a product and assemble it themselves.

Furniture retailer IKEA focuses on what its customers value—low prices and great design. Shutterstock/Michael Gordon

Building Relationships With Customers Marketers have developed a relational orientation as they have become aware of the need to think about customers in terms of relationships rather than transactions.19 To build relationships, firms focus on the lifetime value of the relationship, not how much money is made during each transaction. This relationship approach uses a process known as customer relationship managemen t (CRM), a business philosophy and set of strategies, programs, and systems that focus on identifying and building loyalty among the firm’s most valued customers.20 Firms that employ CRM systematically collect information about their customers’ needs and then use that information to target their best customers with the products, services, and special promotions that appear most important to them. Some companies aim to build relationships that benefit society at large. Ethic al & Societal Dilemma 1.1 details how one coffee company is seeking to improve the lives of women throughout the world. Page 14

Ethical & Societal Dilemma 1.1

Adding Value by Addressing Gender Inequality in the Coffee Market† Worldwide, the coffee supply chain is dominated by women—not that most marketing in this industry would indicate that. Contrary to the images of a male farmer walking a burro along rows of coffee beans in fields, the reality is that women perform approximately 70 percent of the work involved in getting beans to market and into consumers’ cups. Together with the misleading imagery, gender inequality throughout the supply chain has meant that in many places, female farmers are underpaid, excluded from negotiations, and limited in the competitive moves they are allowed to make.

City Girl Coffee aims to bring equality to the coffee industry for women farmers. Courtesy of City Girl Coffee

For one small, family-owned gourmet coffee company, that situation led to the inspiration for a new way to market its products. A second-generation family member, Alyza Bohbot, took over Alakef Coffee Roasters from her parents. Bohbot decided she did not want simply to keep doing what her parents had done, because she believed that brand had reached a plateau. It was not growing anymore, and its marketing and branding had remained the same for

years. Upon taking over, Bohbot attended a conference of the International Women’s Coffee Alliance in Seattle. There she heard a story of a farmer from Colombia who lost her farm after her husband died because women were not allowed to make decisions about property. With this growing recognition of the gender inequality that marked her industry, Bohbot realized that she could turn a negative into a positive. The company launched a new brand, City Girl Coffee, dedicated to ensuring the empowerment and employment of women throughout the supply chain. As a sustainable, responsible coffee company, it purchases beans only from cooperatives and farms that are owned or managed by women. In addition, it donates 5 percent of its profits to nonprofit industry groups that are committed to supporting women. In line with these initiatives, City Girl is unapologetically feminine in its marketing. Beyond the brand name, the packaging is bright pink and the logo depicts a clearly feminine figure on a scooter. The mission statement asserts straightforwardly, “We are bringing awareness and equality to the coffee industry.”

Connecting With Customers Using Social and Mobile Media Marketers embrace new technologies, such as social and mobile media and more recently artificial intelligence (AI), to allow them to connect better with their customers and thereby serve their needs more effectively. Businesses take these tools seriously and include them in the development of their marketing strategies. In turn, 91 percent of marketers say that they use social media tools for their businesses21 and 42 percent of global Internet users access social media using a mobile device.22 While Facebook accounts for almost 70 per cent of social media usage globally23, only 26.3 percent of the world’s population uses Facebook.24 North

America and the United Kingdom may be approaching saturation, but there is still huge growth potential for social networks. Before users can sign up for Facebook, however, they need access to high-speed Internet. Other countries continue to experience higher Facebook growth rates as they gain greater Internet access and as Facebook becomes available in more languages (around 140 currently). The global average Internet penetration rate hovers below 57 percent, with massive populations in Africa and Asia still limited in their access.25 Page 15

Beyond social media sites, online travel agencies such as Expedia, Travelocity, and Priceline have become the first place that users go to book travel arrangements. In addition to asking friends and relying on their own experience, 10 percent of travellers turn to destination websites, 9 percent rely on websites run by specific providers, another 5 percent use social networking, and 4 percent depend on their mobile devices to plan their trips.26 Almost 150 million bookings, representing 57 percent of all travel bookings, are made on the Internet. Sixty-five percent of same-day bookings are made from mobile devices.27 Customers who book hotels using travel agencies become loyal to the agency that gives them the lowest prices, rather than to any particular hotel brand. So hotels are using social media and mobile applications to lure customers back to their specific brands by engaging in conversations with them and allowing fans of the page to book their hotel reservations through Facebook. Some hotel chains have mobile applications that allow customers to make changes to their reservations, shift check-in and check-out times, and add amenities or services to their stays. The hotels know a lot about their customers, because they collect information about their previous visits, including the type of room they stayed in, their preferences (from pillows to drinks consumed from the minibar), and the type of room service they prefer. Numerous restaurant chains are exploiting location-based social media applications. By using location-based apps, customers can find restaurants that cater to their specific dietary requirements or find restaurants highly rated by Yelp users nearby. The result is that users are driving the way in which brands

and stores are interacting with social media.

LO4

WHY IS MARKETING IMPORTANT?

Marketing was once only an afterthought to production. Early marketing philosophy went something like this: “We’ve made it; now how do we get rid of it?” However, marketing has not only shifted its focus dramatically, but also evolved into a major business function that crosses all areas of a firm or organization, as illustrated in Exhibit 1.5. Marketing advises production about how much of the company’s product to make and then tells logistics when to ship it. It creates mutually valuable relationships between the company and the firms from which it buys. It identifies those elements that local customers value and makes it possible for the firm to expand globally. Marketing has had a significant impact on consumers as well. Without marketing, it would be difficult for any of us to learn about new products and services. Understanding marketing can even help you find a job after you graduate.

Exhibit 1.5 Importance of Marketing

(global): Jason Reed/Getty Images RF; (organization): © Digital Vision/PunchStock; (tailor): Royalty-Free/CORBIS; (supply chain): Andrew Ward/Life File/Getty Images; (elderly couple): Purestock/SuperStock; (life easier): © Brand X Pictures/PunchStock; (society): BananaStock/JupiterImages; (entrepreneurial): Caia Image/Glow Images

Marketing Expands Firms’ Global Presence A generation ago, Coca-Cola was available in many nations, but Levi’s and most other North American brands were not. Today, most jeans, including those by Levi Strauss & Co. and Parasuco, are made in places other than Canada and the United States and are available nearly everywhere. Thanks to global entertainment venues, cheap foreign travel, and the Internet, you share many of your consumption behaviours with college and university students in countries all over the globe. The best fashions, music, and even food trends disseminate

rapidly around the world. Page 16

Take a look at your next shopping bag. Whether it contains groceries or apparel, you will find goods from many countries: produce from Mexico, jeans from Italy, and T-shirts from China. Global manufacturers and retailers continue to make inroads into the Canadian market. Companies such as Honda, Sony, and Heineken sell as well in Canada as they do in their home countries. Sweden’s fashion retailer H&M operates in 38 countries, including Canada.28 Its upscale competitor, Spain’s Zara, operates in more than 90 countries, including Canada.29 Starbucks even adjusted its menu to meet customer wants in the Japanese market more effectively. How does marketing contribute to a company’s successful global expansion? Understanding customers is critical. Without the knowledge that can be gained by analyzing new customers’ needs and wants on a segment-by-segment, region-by-region basis—one of marketing’s main tasks—it would be difficult for a firm to expand globally.

Marketing Is Pervasive Across Marketing Channel Members Firms typically do not work in isolation. Manufacturers buy raw materials and components from suppliers, which they sell to retailers or other businesses after they have turned the materials into their products (see Exhibit 1.6). Every time materials or products are bought or sold, they are transported to a different location, which sometimes requires that they be stored in a warehouse operated by yet another organization. The group of firms and set of techniques and approaches firms use to make and deliver a given set of goods and services is commonly referred to as a supply chain. Excellent supply chains effectively and efficiently integrate their supply chain partners—suppliers, manufacturers, warehouses, stores, and transportation intermediaries—to produce and distribute goods in the right quantities, to the right locations, and at the right time. Supply chain management is discussed in detail in Chapter 12; for now, let’s consider the value of the supply chain in marketing.

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Exhibit 1.6 Supply Chain

Consider Loblaw, Canada’s largest food distributor, and its relationships with its manufacturers and trading partners. In the past, Loblaw’s supply chain system suffered from inefficiencies that drove up its costs substantially.30 For example, inaccurate demand forecasts led trading partners to stock huge inventory to meet unpredictable demand. Inefficient use of customer data meant that stock replenishment was made by estimation rather than by knowing true customer data. Disconnected supply chain systems, limited collaboration, reduced information sharing, and supply variability led to poor-quality information on which to base sales forecasts, production plans, and replenishment schemes. The company made many changes to improve the efficiency of its supply chain. Loblaw’s participation in a radio frequency identification (RFID) pilot project for the grocery industry conducted by the Canadian RFID Centre has helped it improve its operations.

Marketing Enriches Society Should marketing focus on factors other than financial profitability, such as good corporate citizenry? Many of Canada’s best-known corporations seem to think so, because they encourage their employees to participate in activities that benefit their communities and invest heavily in socially responsible actions and charities. When World Wildlife Fund (WWF) launched its “Spring Things”

campaign to promote workplace giving toward environmental conservation, HP Canada was one of 40 organizations that championed the cause. The campaign resulted in a ten-year collaboration that engaged employees and raised almost $400,000 in the first year.31 Canadian companies recognize that a strong social orientation is in both their and their customers’ best interests. It shows the consumer that the firm can be trusted with their business. Also, investors view firms that operate with high levels of corporate responsibility and ethics as safe investments. Similarly, firms have come to realize that good corporate citizenship through socially responsible actions should be a priority because it will help their bottom line in the long run.32 In a world where consumers constantly hear about negative examples of ethics, the need for companies to live up to their ethical promises becomes even more important. Page 18

Marketing Can Be Entrepreneurial Marketing plays a major role in the success of large corporations, and it is also at the centre of the successes of numerous new ventures initiated by entrepreneurs, or people who organize, operate, and assume the risk of a business venture.33 Key to the success of many such entrepreneurs is that they launch ventures that aim to satisfy unfilled needs. Some examples of successful ventures (and their founders) that understood their customers and added value include: Canada Goose (Dani Reiss)

Dani Reiss has grown Canada Goose into a premium outerwear company sold around the world. Markian Lozowchuk/Redux Pictures

Steeped Tea (Tonia Jahshan)

Tonia Jahshan successfully parlayed her love of tea from a small business into a global empire worth more than $20 million. Photo by Helen Tansey-Sundari Photography, www.sundariphotography.com. Courtesy of Tonia Jahshan, Sipology.

Initially, Dani Reiss joined his grandfather’s company as a way to earn money to travel. Customers who raved about the company’s products were responsible for him not leaving. Since then he has built a brand known for superior performance and for the company’s longstanding commitment to being made in Canada. High-quality products with superior performance have propelled sales to almost $600 million.34 You will learn more about Dani Reiss and Canada Goose in Chapter 9. Another extraordinary entrepreneur and marketer is Tonia Jahshan. Sharing her love of tea with friends at a party in her home turned into a highly successful business. The company is valued at over $20 million. With sales in Canada and the U.S., Steeped Tea was ranked on the PROFIT 500 list of Canada’s fastestgrowing companies. Jahshan was recognized by Forbes as one of the 6 Entrepreneurial Women to Watch.35 Read more about Jahshan and Steeped Tea in Chapter 16. Great and distinguished entrepreneurs have a vision of how certain combinations of products and services can satisfy unfilled needs. They find and understand a marketing opportunity (i.e., the unfilled need), conduct a thorough examination of the marketplace, and develop and communicate the value of their products and services to potential consumers. An example of this can be seen in Entrepreneurial Marketing 1.1. Page 19

Entrepreneurial Marketing 1.1 Kacee Vasudeva — Serial Entrepreneur‡ In Canada, over 95 percent of businesses are small. In fact, small businesses are viewed as the backbone of the Canadian economy. Innovation in Canada is driven by entrepreneurs like Kacee Vasudeva, founder and president of Maxtech Mosquito Control in Waterloo, Ontario. Vasudeva is a veteran entrepreneur. He started his first company in his garage and later founded Maxtech Manufacturing, a group

of six auto-parts manufacturing plants with peak annual sales of $100 million. Another venture, Maxtech Consumer Products, designs and manufactures hand tools and power tool accessories.

Kacee Vasudeva’s GreenStrike Mosquito Preventer drastically reduces the population of disease-carrying mosquitoes. Used with permission of Maxtech Mosquito Control Inc.

His auto-parts business went into receivership after the recession of 20082010. The loss didn’t dampen Vasudeva’s entrepreneurial zeal. Maxtech Consumer Products still develops innovative tools for manufacturers. And he launched new companies including Insty-Bit, which sells countersinks and cutting tools, and iMagic with a focus on smart-home systems and devices. Vasudeva also ventured into public health initiatives. He began by tackling bed bug infestations crippling many hotels and public places. His company, Beap Co, created products that help detect bed bugs in a non-toxic way, including a power bar that doubles as a bed bug trap. He then aimed to reduce the spread of mosquito-borne diseases such as Zika,

West Nile virus, malaria, dengue fever, yellow fever, and others. Under the brand name GreenStrike, he has launched a variety of products to help eliminate mosquitoes. The GreenStrike Mosquito Preventer is the largest. It looks simple—a barrel that holds six litres of water to which an allnatural product is added to attract female mosquitoes. While females only live for six weeks, they lay up to 30,000 eggs. With GreenStrike, the eggs never hatch because water flushed though a filter traps the eggs, and they dry out. The products are sold through Home Hardware, Canadian Tire, Amazon, and Shopify at prices ranging from $79 to $349. Vasudeva is also pursuing global opportunities in China and India. The company has adapted its product’s marketing mix for the needs and wants of the developing world by offering a lower-priced unit that can be manually operated. As this example illustrates, the entrepreneurial path sometimes leads in many different directions. Although the domestic auto-parts business failed due to the recession, it opened the door for new ventures that are leading to global opportunities. Given the importance of small businesses in Canada, this is the first of many entrepreneurial marketing examples you'll see in the textbook.

LEARNING OBJECTIVES REVIEW Page 20 LO1 Define the role of marketing and explain its core concepts In definition form, “marketing is a set of business practices designed to plan for and present an organization’s products or services in ways that build effective customer relationships.” Marketing strives to create value in many ways. If marketers are to succeed, their customers must believe that the firm’s products and services are valuable; that is, the products and services are worth more to the customers than they cost. Marketers also enhance the value of products and services through various forms of communication, such as advertising and personal selling. Through communications, marketers educate and inform customers about the benefits of their products and services and thereby increase their perceived value. Marketers facilitate the delivery of value by ensuring the right products and services are available when, where, and in the quantities their customers want. Better marketers are not concerned about just one transaction with their customers; they recognize the value of loyal customers and strive to develop long-term relationships with them. LO2 Describe how marketers create value for a product or service Value represents the relationship of benefits to costs. Firms can improve their value by increasing benefits, reducing costs, or both. The best firms integrate a value orientation into everything they do. If a move doesn’t increase benefits or reduce costs, it probably shouldn’t occur. Firms become value driven by finding out as much as they can about their customers and those customers’ needs and wants. They share this information with their partners, both up and down the supply chain, so the entire chain collectively can focus on the customer. The key to true value-based marketing is the ability to design products and services that achieve the right balance between benefits and costs—not too little, not too much.

Value-based marketers aren’t necessarily worried about how much money they will make on the next sale. Instead, they are concerned with developing a lasting relationship with their customers so those customers return again and again. LO3 Summarize the four orientations of marketing Firms with a product orientation tend to believe that a good product will sell itself. Manufacturers are concerned with product innovation, not with satisfying the needs of individual consumers, and keep producing with the assumption that people will buy it. Marketing with this orientation is simply about informing the customer that a product exists, whether it is used at all. Firms with a sales orientation rely on a sales team to sell. Production is maximized and then heavy doses of personal selling and advertising help distribute and sell the product. The role of marketing is focused only on the sale of products. If a firm has a market orientation, it celebrates the customer. Here the customer can decide what is best for him or her, based on the attributes of a product or service. Rather than simply producing and selling, manufacturers with this orientation seek to learn customer needs and wants, and design products to fit the customers. Marketing plays an important role by communicating the different attributes, or value, created by each product. Most successful firms today have transcended other views and instead support a value-based orientation. In addition to discovering needs and wants, it is critical to deliver more value to customers than competitors do. Value reflects the relationship of benefits to costs, or what you get for what you give. Marketing plays an integral role not only in creating and delivering that valuable product, but also in communicating the value, especially in relation to other products available, and transacting the value through to customers. LO4 Understand the importance of marketing both within and outside the firm Successful firms integrate marketing throughout their organizations so that marketing activities coordinate with other functional areas, such as product design, production, logistics, and human resources, enabling them to get the

right product to the right customers at the right time. Marketing helps facilitate the smooth flow of goods through the supply chain, all the way from raw materials to the consumer. From a personal perspective, the marketing function facilitates your buying process, and can support your career goals. Marketing also can be important for society through its embrace of solid, ethical business practices. Firms “do the right thing” when they sponsor charitable events, seek to reduce negative environmental impacts, and avoid unethical practices. Such efforts endear the firm to customers. Finally, marketing is a cornerstone of entrepreneurialism. Many great companies have been founded by outstanding marketers, and an entrepreneurial spirit pervades the marketing decisions of firms of all sizes.

KEY TERMS B2B (business-to-business) B2C (business-to-consumer) C2C (consumer-to-consumer) customer relationship management (CRM) exchange goods ideas market marketing marketing mix (four Ps) marketing plan need price relational orientation services social media supply chain target market value want

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1. What is marketing and why is it important? 2. Is the marketing mix (the four Ps) enough to guarantee successful marketing? Explain. 3. Explain how a strike at one of a company’s supplier firms or a new technology would influence the company’s marketing efforts. 4. Discuss the main elements of value-based marketing. List four ways in which marketing helps to create value. 5. Explain the relationship between customer value and customer satisfaction. 6. Generally, all companies are in business to generate profits and increase shareholder value. Yet, the Canadian Marketing Association’s definition of marketing does not explicitly mention profits or shareholder value. Why do you think these are not included in the definition? Should they be included? 7. Today, many marketers are not interested in selling their products and services to everyone who wants them; instead, they want to sell them only to selected target markets. What do you think the main reasons are for targeting specific market segments? 8. Give reasons why understanding customer needs and wants is fundamental to marketing success. How can marketers go about understanding customer needs and wants? 9. Which marketing orientation would most likely help a company build strong customer relationships that are profitable? Why? 10. Explain how customer value is created or increased when the company’s marketing department works closely with other departments within the firm as well as with the firm’s suppliers and customers.

MARKETING APPLICATIONS

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1. When apparel manufacturers develop their marketing strategies, do they concentrate on satisfying their customers’ needs or wants? What about a utility company? A cellphone company? 2. Choose a product that you use every day. Describe its four Ps. 3. One of your friends was recently watching TV and saw an advertisement that she liked. She said, “Wow, that was great marketing!” Was the ad in fact marketing? Why? 4. Mercedes-Benz manufactures the Smart Car, which sells for around $16,000, and the SL65 AMG 2-door Roadster for over $200,000. Is Mercedes providing the target markets for these cars with a good value? Explain why. 5. Assume you have been hired by the marketing department of a major consumer products manufacturer such as Colgate-Palmolive. You are having lunch with some new colleagues in the finance, manufacturing, and logistics departments. They are arguing that the company could save millions of dollars if it just got rid of the marketing department. Develop an argument that would persuade them otherwise. 6. Why do marketers find it important to embrace societal needs and ethical business practices? Provide an example of a societal need or ethical business practice being addressed by a specific marketer. 7. Using the four Ps, discuss how Kashi creates value for customers with its Kashi bars. 8. For many consumers, the difference between Dasani water made by Coca-Cola (www.dasani.com) and Aquafina water made by Pepsi (ww w.aquafina.com) is hardly noticeable. However, both companies and their loyal customers would argue that there are many differences between these two brands of water. What is your view? Explain how customer perceptions and emotions may influence the way they value a company’s product.

9. As described in this chapter, customer relationship management is a very important aspect of value-based marketing. Pick any one of Canada’s major retailers—for example, The Bay (www.hbc.com), Loblaw (www.loblaws.ca), or Shoppers Drug Mart (www.shoppersdrug mart.ca)—and explain how it goes about building strong relationships with its customers. 10. Using the four Ps, discuss how the Apple iBeacon will create value for customers.

1. Happy Planet (www.happyplanet.com), a Vancouver-based organic juice producer, is an emerging player in the organic beverage market. It supplies all of Canada and some of the United States with organic juice. Visit its website and describe how the company delivers value above and beyond that provided by traditional grocery retailers. Describe the ways in which the company communicates this value through its website. 2. Visit the websites for KIND (www.kindsnacks.com), Kashi (www.kashi.c om), and Snickers and Mars (www.snickersandmarsproteinbars.com) bars. What value do these manufacturers provide customers? How are their value propositions different?

KIND BARS FOR A KINDER WORLD Among the many energy and snack bars, KIND (www.kindsnacks.com) stands out for its largely successful efforts to apply nearly every aspect of good marketing presented in this chapter. Its products offer substantial value by satisfying modern consumers’ needs and wants through an exchange. Its promotions are unique and compelling, and it has established its place on store shelves and through mobile channels. Furthermore, the company embraces a conscious marketing perspective, while also using its customer data to develop new innovations and promotions. Consider, to start, how KIND provides product solutions to satisfy customers. Central to its corporate ethic, KIND asserts that people should not be forced to eat any ingredient that they cannot pronounce. It excludes artificial sweeteners and preservatives, so for modern consumers who embrace a healthy lifestyle, it markets a product that they can trust to contain only “natural” ingredients.36 As it learned more about what consumers want, it expanded its product offerings. Beyond its initial snack bars, KIND now markets fruit snacks and protein bars. For these selections, its marketing remains consistent, promising more natural alternatives to conventional versions of these items.37 The fruit snacks, which are vastly popular among children, contain no added sugars, preservatives, or genetically engineered ingredients, for example. To introduce such products to the market, KIND embraces clever promotional tools. To tout its fruit snacks, it installed a three-storey-high mountain made up of 20,647 kg (45,485 pounds) of sugar in Times Square, to represent the added sugar that U.S. children consume every five minutes. Statues of children made out of sugar were also featured. Each statue used 29 kg of sugar, the average amount that an eight-year-old child consumes each year.38 Page 23

To tout its healthy fruit snacks, KIND installed a three-storey-high mountain made up of 20,647 kg of sugar in Times Square. It represented the added sugar that U.S. children consume every five minutes. © Brazil Photo Press/Getty Images

To get people to try its new protein bar, KIND took a different tack from its competitors. Its extensive analysis of market data showed that when people consider buying a protein bar or think about switching brands, they often search for phrases like “best-tasting protein bar” or “protein bars that aren’t gross.”39 So it developed a product based primarily on nuts, which it argues will always taste better than synthetic or processed food blends. Then it undertook a promotion designed primarily to get people to try its new product. It offered the first 10,000 visitor requests to its website a free KIND protein bar—as well as a bar from a competing company of their choice.40 Consumers received both a KIND Bar and, for example, a Clif Bar. KIND encouraged them to evaluate both options and post their reviews. The online channel represents just one of the places that KIND has leveraged to market its protein bars. Soon after its online promotion, it hosted taste-test events in several cities, where it handed out samples of both its own and its competitors’ offerings. It described the promotion not as a way to sell more products, but rather as a route to help consumers learn about a better-tasting bar. Interest in consumers’ best outcomes is prominent throughout KIND’s marketing, which consciously embraces the company’s goal and responsibility to 41

“make the world a little kinder.”41 It defines kindness as more active than simply being nice. To manifest this initiative, it supports various causes. The KIND Foundation has granted awards worth approximately $1.1 million to seven people who have acted in ways to improve their communities. The company’s CEO wrote a book, Do the KIND Thing, with all proceeds from the sales of that text donated to kindness initiatives.42 The company also prints and issues #kindawesome cards, which it asks its employees to hand out to random people found engaging in kind action. The recipients receive special codes on the cards that give them discounts on KIND products. These are not the only tactics KIND uses, though. First-time visitors to its website can click a button, which offers them a discount on their first purchase. In exchange for the price cut, they simply need to fill in their e-mail address. That allows KIND to gather information, which can be used to track its sales and consumer preferences better, and to develop additional new products to meet those consumers’ needs and wants. KIND exemplifies nearly all the elements of marketing that this chapter describes. It is achieving success in a competitive market that continues to grow, and does so as each brand seeks to establish a unique position.

Questions 1. Describe the target market for KIND bars. In your discussion, explain: What types of people does KIND sell to? How does KIND appeal to those different groups of people? 2. Outline KIND's 4Ps. 3. Does KIND act in a socially responsible manner? Explain your answer.

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Chapter 2

© Steven Senne/AP Images

Developing Marketing Strategies and a Marketing Plan LEARNING OBJECTIVES

After studying this chapter you should be able to LO1 LO2 LO3 LO4 LO5 LO6

Define a marketing strategy Describe the elements of a marketing plan Analyze a marketing situation using a SWOT analysis Explain how a firm chooses what consumer group(s) to pursue with its marketing efforts Outline the implementation of the marketing mix as a means to increase customer value Describe how firms grow their businesses

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PepsiCo is the corporate name of the company that produces and sells popular food and beverage brands such as Gatorade, FritoLay, Tropicana, Quaker, and Mountain Dew. The company began by selling carbonated beverages, but today it earns most of its revenues and enjoys most of its growth in snacks and food—not drink—categories. For example, PepsiCo finds opportunity in the growing groups of consumers who search for healthy options, even when they are consuming guilt-inducing snacks. It offers many “guilt-free” products, spanning baked potato chips and lower-sodium chips and tortillas. And in the U.S., it offers Off the Eaten Path snacks made from green peas and pinto beans.1 The acquisition of Bare Foods further diversifies its portfolio, adding baked fruit and vegetable snacks.2 Going beyond product innovations, the company also pursues value through novel packaging, such as smaller packages to help consumers limit their calorie or sodium consumption.3 In these efforts, it seeks to provide unique and appealing “platforms” for snackers interested in tasty treats, from salty chips to hearty crackers, from spicy Cheetos to oat bites or Mermaid Confetti granola bars.4

Such versatility and diversity represent key strengths of the broad corporate brand. There are approximately 3,000 different flavour profiles among its intellectual property, which it refers to as its “flavour bank.” These valuable resources enable PepsiCo to introduce unique, distinctive flavours for its Lay’s potato chips, from Everything Bagel with Cream Cheese in the U.S. market to Salmon Teriyaki in Asian markets. To enhance the benefits of such resources, it also leverages these strengths in marketing efforts that get people talking. While no longer running in Canada, Lay's in the U.S. still uses its crowdsourced “Do Us a Flavor” contest to encourage fans to pick their favourite flavours among the unusual options.5 Lay’s Canada introduced limited specialty flavours, including grilled cheese, pizza, and taco in its StrEATS of the World campaign.6 Of course, it is not the only company seeking to appeal to such consumers. Carbonated beverages remain an important part of the company’s product portfolio, and in these segments, Coca-Cola and Dr Pepper Snapple are actively in pursuit of more market share. All three corporations have increased their juice and sports drink offerings, especially as sales of carbonated beverages continue their downward trend. Consumers still want fizz, just in a healthier form. With sales of seltzer up 42 percent over the past five years, PepsiCo launched its sparkling water brand, Bubly. Six months later, it bought seltzer-maker Soda Stream.7 Such threats are an inherent aspect of the highly competitive food and beverage market, where companies also confront rising costs.8 Overall, modern consumer goods and grocery retailing scenarios are challenging. As PepsiCo’s chair and chief executive officer Indra Nooyi recently acknowledged, “Over my several decades in business I have never seen this combination of sustained headwinds across most economies, combined with high volatility across global financial markets.”9 PepsiCo also has struggled with some formulations, such as the use

of aspartame in Diet Pepsi. Studies suggesting its harmful effects led consumers to call for its removal from the recipe. But when PepsiCo did so, fans also complained about the taste of the reformulated version. In response, it now maintains several diet colas, in an attempt to appeal to multiple audiences.10 Another weakness stems from its long-standing image as a company that produces less-than-healthy snack options. As it has tried to expand its organic offerings, it has met with some resistance. Although sales in this sector finally are starting to increase, it has had to adjust its growth projections downward when those sales did not expand fast enough to keep shareholders happy.11 All these factors are reinforced and intensified by PepsiCo’s international presence in more than 200 countries. In these various national markets, it leverages its massive flavour bank to appeal to consumers who might prefer Yorkshire Pudding or Tikka Masala, rather than salt and vinegar, when they chow down on potato chips. It also enjoys the power of recognizable brand names and the ability to deliver its products throughout the world. However, even as the company has noted productivity gains in many international markets, it also has admitted that unfavourable currency exchanges and wider macroeconomic factors have led to reduced profits in international markets.12 In the face of these challenges and promises, PepsiCo maintains a highly positive outlook. Its guiding philosophy, whether it is developing new products or expanding into new markets, looks for the bright side while attempting to mitigate any dark sides. As the company’s principal scientist Elizabeth Roark explained, in reference to healthy snack innovations, “We’re really looking to not only decrease the negatives but also increase the positives and transform our portfolio in a positive direction.13 In this chapter, we start by discussing marketing strategy, which outlines the specific actions a firm intends to implement to appeal to potential customers.

Then we discuss how to create a marketing plan, which provides a blueprint for implementing the strategy. The chapter concludes with a discussion of strategies firms use to grow. Appendix 2A explains how to write a marketing plan and provides an annotated example.

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LO1

WHAT IS A MARKETING STRATEGY?

A marketing strategy identifies (1) a firm’s target market(s), (2) a related marketing mix—the four Ps, and (3) the bases upon which the firm plans to build a sustainable competitive advantage. A sustainable competitive advantage is an advantage over the competition that is not easily copied and thus can be maintained over a long period of time. A competitive advantage acts like a wall, or barrier, that the firm has built around its position in a market. This wall makes it hard for competitors to contact customers inside. Of course, if the marketer has built a wall around an attractive target market, competitors will attempt to break it down. For Pepsi, this wall involves the bricks of a strong brand and a loyal customer base, which were built on the foundation of its strong innovative capabilities. Customers around the world know Pepsi and consider it a primary “go-to” brand if they want a refreshing drink. This positioning reflects Pepsi’s careful targeting and marketing mix implementation. In terms of the four Ps (as we described them in Chapter 1), Pepsi already has achieved product excellence with its signature colas, Pepsi and Diet Pepsi. It is constantly adding new products to its product line, like Bubly and 7UP Lemon Lemon. Furthermore, the Pepsi brand is owned by a parent company, PepsiCo, which owns many of the top snack brands such as Lay's and Quaker; other cola lines; and additional beverage products such as Mountain Dew, and Naked—among dozens of others.14 To market its products, it relies on an extensive distribution network that places its familiar and appealing brands in stores in more than 200 countries.15 Its pricing is competitive and strategic. For example, customers can readily access a quick drink from a Pepsi soda fountain at a higher price by volume, or they can pay a little less per litre and buy larger, two-litre bottles to store and consume at home. Central to its promotion efforts are Pepsi’s celebrity endorsements. It partners with some of the world’s biggest musicians, including 16

Katy Perry, Beyoncé, and Elton John,16 and sponsors major sports events and leagues, such as the Super Bowl, as well as the NBA and WNBA, NHL, and NFL.17 And, to enable up-and-coming artists to more easily reach their fans, Pepsi sponsors its “Sound Drop” music platform that partners with MTV, Shazam, and iHeartMedia.18 As you will read in the chapter end case, Starbucks and Tim Hortons® have also built solid foundations that appeal to different target markets. And so, they implement their marketing mixes—the four Ps—in different ways, with very different marketing strategies. Although both stores’ customers seek a good cup of coffee and a tasty pastry, Starbucks attempts to reach customers who want a coffee-drinking experience that includes a warm, social atmosphere and personable baristas to make their esoteric drinks. And people are willing to pay relatively high prices for this. Tim Hortons® customers, on the other hand, aren’t particularly interested in having an experience. They just want a goodtasting cup of coffee at a fair price, and to get in and out of the store quickly. There are four overarching strategies that focus on aspects of the marketing mix to create and deliver value and to develop sustainable competitive advantages, as we depict in Exhibit 2.1:19 Customer excellence: Focuses on retaining loyal customers and excellent customer service. Operational excellence: Achieved through efficient operations and excellent supply chain and human resource management. Product excellence: Having products with high perceived value and effective branding and positioning. Locational excellence: Having a good physical location and Internet presence. Page 27

Exhibit 2.1

Macro Strategies for Developing Customer Value

Customer Excellence Customer excellence is achieved when a firm develops value-based strategies for retaining loyal customers and provides outstanding customer service.

Retaining Loyal Customers Sometimes, the methods a firm uses to maintain a sustainable competitive advantage help attract and maintain loyal customers. For instance, having a strong brand, unique merchandise, and superior customer service all help solidify a loyal customer base. However, having loyal customers is, in and of itself, an important method of sustaining an advantage over competitors. Loyalty is more than simply preferring to purchase from one firm instead of another;20 it means that customers are reluctant to patronize competitive firms. Loyal customers drink Pepsi, even if Coke goes on sale. More and more firms realize the value of achieving customer excellence through focusing their strategy on retaining their loyal customers. PepsiCo doesn’t think in terms of selling a single $8 case of Mountain Dew; instead, it focuses on satisfying the customers who buy a variety of products to keep in their homes all the time, including Mountain Dew for the kids, Diet Pepsi for the adults, and

Pepsi for guests. It also considers whether those consumers might want some salty snacks to go with their beverages and how it can help them combine those desires through the purchase of multiple PepsiCo products. Even if we just consider cola purchases, it is reasonable to imagine that a household of cola consumers might buy 35 cases of carbonated beverages every year for something like 20 years. In this scenario, the consumer is not an $8 customer who bought a single case; by combining all purchases for the family over the years, we determine that this household represents a $5,000 customer! Viewing customers with a lifetime value perspective, rather than on a transaction-by-transaction basis, is key to modern customer retention programs.21 We will examine how the lifetime value of a customer is calculated in Appendix 7A. Page 28

Marketers use several methods to build customer loyalty. One method of achieving customer loyalty is to create an emotional attachment through loyalty programs. Loyalty programs, which constitute part of an overall customer relationship management (CRM) program, prevail in many industries, from airlines to hotels to movie theatres to retail stores. Canadian households belong to 8.2 loyalty programs on average.22 Although the benefits of loyalty programs to consumers are limited since only a small percentage of customers save enough points to claim their rewards, loyalty programs are a boon to marketers. With such programs, companies can combine membership data with customer purchase data to develop a deeper understanding of the customer. Companies often use this data to tailor their offerings to better meet the needs of their loyal customers. For instance, by analyzing their databases, financial institutions, such as Bank of Montreal, develop profiles of customers who have defected in the past and use that information to identify customers who may defect in the future. Once it identifies these customers, the firm can implement special retention programs to keep them.

Providing Outstanding Customer Service Marketers may also build sustainable competitive advantage by offering excellent customer service,23 though consistently offering excellent service can prove difficult. Customer service is provided by employees, and invariably,

humans are less consistent than machines. On every visit, for example, Starbucks must attempt to ensure that every single barista greets customers in a friendly way and makes drinks consistently. Firms that offer good customer service must instill its importance in their employees over a long period of time so that it becomes part of the organizational culture. Although it may take considerable time and effort to build a reputation for customer service, once a firm has earned a good service reputation, it can sustain this advantage for a long time because a competitor is hard pressed to develop a comparable reputation. Disney offers excellent examples of both of these types of customer excellence. First, Disney’s MyMagic+ system enables visitors to swipe their MagicBand wristbands to make purchases, open their hotel room door, get dinner reservations, or check in for rides, throughout the park and its grounds. The system also enables Disney to collect a remarkable amount of information about what each guest is doing, at virtually every moment of his or her visit to its theme parks.24

Disney’s MyMagic+ system enables users to swipe their MagicBand wristbands to get on rides, make purchases, and open their hotel room door. © parrysuwanitch/123RF

Second, its customer service is virtually unparalleled. Visitors to Disney parks are greeted by friendly staff who have been extensively trained to find ways to provide better service. The training includes information about how to recognize

the signs that a visitor is lost, so the Disney employee can offer help locating a destination. It also highlights the need to communicate frequently and collaboratively about every aspect of the park, so a custodian at one end of the Magic Kingdom likely knows what time a restaurant on the other side opens.25

Operational Excellence Firms achieve operational excellence, the second way to achieve a sustainable competitive advantage, through their efficient operations, excellent supply chain management, and strong relationships with their suppliers. Page 29

Amazon’s Prime service offers two-day shipping so customers can get their orders quickly. Shutterstock/Jonathan Weiss

All marketers strive for efficient operations to get their customers the merchandise they want, when they want it, in the required quantities, and at a lower delivered cost than that of their competitors. By so doing, they ensure good value to their customers, earn profitability for themselves, and satisfy their customers’ needs. In addition, efficient operations enable firms to provide their consumers with lower-priced merchandise. Even if their prices are not lower than those of the competition, they may use the additional margin they earn to attract customers away from competitors by offering even better service, merchandise assortments, or visual presentations.

Firms achieve efficiencies by developing sophisticated distribution and information systems as well as strong relationships with vendors. Like customer relationships, vendor relations must be developed over the long term and generally cannot be easily undermined by a competitor.26 Furthermore, firms with strong relationships may gain exclusive rights to: sell merchandise in a particular region obtain special terms of purchase that are not available to competitors receive popular merchandise that may be in short supply The supply chain for Amazon is innovative. Through its high-tech distribution centres, it can get products to customers quickly. Perhaps you have taken advantage of Amazon’s Prime shipping program, offering free two-day shipping on all orders for $79 a year. You may even have paid for overnight delivery with Amazon, or if you live in one of the cities that offer it, you may have paid for same-day shipping. Attractive shipping options like these make it tough for other online retailers to compete. Operational excellence is required for Amazon to execute this program effectively. Not only does it need to have the technology to coordinate the personal buyers, but it needs to have an effective human resource hiring program that selects and trains employees capable of going the extra mile to please its customers.

Product Excellence Product excellence, the third way to achieve a sustainable competitive advantage, occurs by having products with high perceived value and effective branding and positioning. Some firms have difficulty developing a competitive advantage through their merchandise and service offerings, especially if competitors can deliver similar products or services easily. Entrepreneurial Marketing 2.1 notes how one company's focus on premium ingredients and organic certification helped it stand out. However, others have been able to maintain their sustainable competitive advantage by investing in their brand itself; positioning their product or service by using a clear, distinctive brand image; and constantly reinforcing that image through their merchandise, service, and promotion. For instance, RBC Financial Group, Shoppers Drug ®

Mart, Bell, Tim Hortons®, Molson, and Loblaw are all leaders in their respective industries, at least in part because they have strong brands and a clear position in the marketplace.27 Page 30

Entrepreneurial Marketing 2.1 Brewing Up a Business: Tofino Kombucha* What started as an experiment soon turned into a hobby, and eventually a business for Kelsey Hendricks. Her move to Tofino after high school was designed to earn money so she could go to Whistler to ski. Then she discovered surfing, got hooked, and stayed put. After working as a server, she started online studies toward her Chartered Professional Accountant (CPA) designation. This led to roles in the District of Tofino finance department and Live to Surf, a local surf shop.

Tofino Kombucha offers three flavours: Ginger Lemon, Jasmine Hibiscus, and Apricot Rose. Photo by Sean Fenzl. Courtesy of Tofino Kombucha Inc.

While on maternity leave, she experimented with brewing kombucha, a fermented beverage made with tea, sugar, and a kombucha starter culture called a SCOBY. Fermentation creates a product that is reputed to help

your digestion and overall immune system. Some enthusiasts even refer to it as the “tea of immortality.” The hobby grew into Tofino Kombucha, a company with a mission to be “your gateway to better nutrition and better health.” As the company grew, Hendricks put her accounting studies aside to focus on her business skills. Although she stumbled into the business of brewing kombucha, her marketing strategy involved doing things right from the very beginning. She decided to use only premium ingredients and no artificial flavours or colours. She offers three flavours of kombucha: Ginger Lemon, Jasmine Hibiscus, and Apricot Rose. Hendricks also pursued organic certification, which helped Tofino Kombucha grow its sales and expand to other cities in the area. Initially, she set her sights on Victoria for her next target market. Partnering with two distributors and a major grocery chain wholesaler allowed Hendricks to rapidly expand to all of Vancouver Island and the British Columbia lower mainland.** Of course, kombucha has become a popular trend not only on Vancouver Island, the home of Tofino Kombucha, but also around the world. Nielsen reported that sales of kombucha were up 43 percent in 2018. Projections for the global kombucha market indicate sales of $4.46 billion USD by 2024. Even PepsiCo got into the market, first by investing in KeVita, an organic kombucha company in California, and then by buying the company outright. With explosive growth, KeVita is ranked number two in the kombucha market. As a relatively young company, Hendricks won’t be competing on that scale just yet. However, she is brewing up new flavours, all part of her marketing strategy for future growth.

Top global brands—such as Apple, Google, Microsoft, Coca-Cola, Amazon, Samsung, Toyota, Facebook, Mercedes, and IBM—lead, at least in part, because they have strong brands and a clear position in the marketplace.28

IBM is listed as one of Interbrand’s top global brands. Shutterstock/drserg

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Locational Excellence Location is particularly important for retailers and service providers. Many say that the three most important things in retailing are location, location, location. Most people will not walk or drive very far when looking to buy a cup of coffee. A competitive advantage based on location is sustainable because it is not easily duplicated. McDonald’s is well known for doing extensive location analysis. It looks for sites with maximum market reach, preferably at the corner of two intersections, since convenience to customers is a major component in the potential success of new franchises. Tim Hortons® and Starbucks have developed a strong competitive advantage with their location selection. They have such a high density of stores in some markets that it is very difficult for a competitor to enter the market and find good locations. Of course, when McDonald’s entered the fancy-coffee drink battle, it did not need to worry too much about finding new locations; its stores already appeared nearly everywhere!

Multiple Sources of Advantage In most cases, however, a single strategy, such as low prices or excellent service,

is not sufficient to build a sustainable competitive advantage. Firms require multiple approaches to build a wall around their position that stands as high as possible. For example, WestJet has achieved success by providing customers with good value that meets their expectations, offering good customer service, maintaining good customer relations, and offering great prices. The company has consistently positioned itself as a carrier that provides good service at a good value—customers get to their destination on time for a reasonable price. At the same time, its customers don’t have extraordinary expectations and don’t expect food service, seat assignments, or flights out of certain airports.29 By fulfilling all of these strategies, WestJet has developed a huge cadre of loyal customers and has built a very formidable barrier around its position as the value player in the Canadian airline industry.

WestJet Airlines provides good service at a good price—a good value—and has fun doing it! Roberto Machado Noa/LightRocket via Getty Images

LO2

THE MARKETING PLAN

Effective marketing doesn’t just happen. Firms such as Tim Hortons®, The Bay, and PepsiCo carefully plan their marketing strategies to react to changes in the environment, the competition, and their customers by creating a marketing plan. A marketing plan is a written document composed of an analysis of the current marketing situation, opportunities and threats for the firm, marketing objectives and strategy specified in terms of the four Ps, action programs, and projected or pro forma income (and other financial) statements.30 The three major phases of the marketing plan are planning, implementation, and control.31 Although most people do not have a written plan that outlines what they are planning to accomplish in the next year, and how they expect to do it, firms do need such a document. It is important that everyone involved in implementing the plan knows what the overall objectives for the firm are and how they will be met. Other stakeholders, such as investors and potential investors, also want to know what the firm plans to do. A written marketing plan also provides a reference point for evaluating whether or not the firm met its objectives. Page 32

A marketing plan entails five steps, depicted in Exhibit 2.2. The first two steps are in the planning phase. In Step 1, marketing executives and other top managers define the mission and objectives of the business. In Step 2, they evaluate the situation by assessing how various players, both inside and outside the organization, affect the firm’s potential for success. There are two steps in the implementation phase. In Step 3, marketing managers identify and evaluate different opportunities by engaging in a process known as segmentation, targeting, and positioning (STP). Then, in Step 4, they implement the marketing mix by using the four Ps. Finally, Step 5, the control phase, entails evaluating the performance of the marketing strategy by using marketing metrics and taking any necessary corrective actions.

Exhibit 2.2 Developing a Marketing Plan

As indicated in Exhibit 2.2, it is not always necessary to go through the entire process for every evaluation (Step 5). For instance, a firm could evaluate its performance in Step 5, and then go directly to Step 2 to conduct a situation analysis without redefining its overall mission. We will first discuss each step involved in developing a marketing plan. Then we consider ways of analyzing a marketing situation, as well as identifying and evaluating marketing opportunities. We also examine some specific strategies marketers use to grow a business. Finally, we consider how the implementation of the marketing mix increases customer value. A marketing plan outline and a sample marketing plan are provided in Appendix 2A, following this chapter. Page 33

Step 1: Define the Business Mission and Objectives The mission statement, a broad description of a firm’s objectives and the scope of activities it plans to undertake,32 attempts to answer two main questions:

What type of business are we? and What do we need to do to accomplish our goals and objectives? These fundamental business issues must be answered at the highest corporate levels before marketing executives can get involved. Most firms want to maximize shareholders’ wealth by increasing the value of the firm’s stock and paying dividends.33 However, owners of small, privately held firms frequently have other objectives, such as achieving a specific level of income and avoiding risks, while not-for-profit organizations set non-monetary objectives. (See Exhibit 2.3 for several mission statement examples.)

Exhibit 2.3 Mission Statements PepsiCo’s mission is “to provide consumers around the world with delicious, affordable, convenient and complementary foods and beverages from wholesome breakfasts to healthy and fun daytime snacks and beverages to evening treats."** Coca-Cola’s mission is “To refresh the world… To inspire moments of optimism and happiness… To create value and make a difference.”† The Heart and Stroke Foundation's mission is to “Promote health. Save lives. Enhance recovery."‡ Tim Hortons® states, “We work hard to deliver the highestquality products and services, and strive to be a leader in everything we do. It’s that simple."††

Non-profit organizations, such as the Heart and Stroke Foundation, specify nonmonetary objectives such as improving the health of Canadians. The Tim Hortons® mission is very focused: delivering superior-quality products and services to customers and being the quality leader in what it does.34 PepsiCo’s and Coca-Cola’s mission statements are sufficiently broad to encompass the

diversity and global nature of their businesses. For all these organizations, marketing holds the primary responsibility of enhancing the value of the company’s products for its customers and other constituents, whether or not the company pursues profit. Another key goal or objective often embedded in a mission statement is how the firm is building a sustainable competitive advantage.

PepsiCo’s mission statement emphasizes the global nature of its products, whereas Coke’s evokes emotions like happiness. (Left): ©Bloomberg/Getty Images; (Right): Source: The Coca-Cola Company

LO3 Step 2: Conduct a Situation Analysis After developing its mission, a firm next must perform a situation analysis, using a SWOT analysis that assesses both the internal environment with regard to its strengths and weaknesses (internal analysis) and the external environment in terms of its opportunities and threats (external analysis). Situation analysis also includes an examination of market trends, customer analysis, and competitive analysis. Additionally, the firms should assess the opportunities and uncertainties of the marketplace due to changes in cultural, demographic, social, technological, economic, and political forces (CDSTEP). These factors are discussed in Chapter 3. With this information, firms can anticipate and interpret change, and then allocate appropriate resources.

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A SWOT analysis is designed to help the firm determine areas in which it is strong and can compete effectively, and areas where it is weak and vulnerable to competitive attacks. It also enables the firm to understand where it has sustainable competitive advantage or unique advantages that cannot be easily copied by competitors and how it can leverage those advantages in response to new opportunities arising from changes in its external environment. By understanding its competitive strengths and weaknesses, the firm will be better positioned to address weaknesses and deal with threats arising from its external business environment. A SWOT analysis requires the firm to undertake a critical assessment of its resources, capabilities, organization, strategies, and performance in relation to competitors. Similarly, the firm must conduct a careful analysis of changes in the environment and understand how they affect its business, whether they represent threats or opportunities. Strengths and weaknesses are within the control of the firm, and it can take actions to alleviate weaknesses and consolidate its strengths. Opportunities and threats are outside the control of the firm; therefore, the firm can decide only how it wants to respond. Exhibit 2.4 lists several general elements that are usually examined when conducting a SWOT analysis. The relevance of specific elements will depend on the nature of the firm. This list is for illustration purposes and is by no means exhaustive. Page 35

Exhibit 2.4

Environment

Internal

Examples of Elements Considered in a SWOT Analysis Evaluation Positive

Negative

Strengths

Weaknesses

Superior resources and capabilities Superior management, marketing, technical talent Strong brand Superior product offerings Extensive marketing reach Wide distribution networks (national/global) Strong financial resources Excellent geographic location Proprietary technologies/intellectual property Strong base of loyal customers

External

Opportunities CDSTEP changes that offer opportunities for the firm to serve new markets with existing

Little or no brand recognition Lack of financial resources Lack of other resources and capabilities Lack of marketing, management, and technical talent Limited market reach or distribution network No proprietary technology Poor location Limited customer base or loyalty Lack of credibility Threats Political or regulatory changes (e.g., new laws

products and/or pursue completely new market opportunities Existing firms exit the market because of financial or other difficulties (i.e., reduced competition) Acquiring another firm and gaining market access, new customers, new technology and expertise, and financial resources

affecting business or products) New entrants into the industry or market New technology that could render existing technology or business practices obsolete Natural or human-made disasters Recession or economic downturn that affects consumers’ purchasing power and confidence Changes in sociocultural or demographic trends

Consider how PepsiCo might conduct a SWOT analysis as outlined in Exhibit 2.5. We focus on PepsiCo here, but we also recognize that its marketing managers might find it helpful to perform parallel analyses for competitors, such as Coca-Cola. A company’s strengths ( Exhibit 2.5, upper left) refer to the positive internal attributes of the firm. In this example, the strengths we might identify include PepsiCo’s diversified product portfolio and celebrity endorsements. Pepsi has signed some of the world’s most recognized musicians and athletes as spokespersons, from Beyoncé to Michael Jordan and David Beckham. Building on this forte, it launched its own music program, Out of the Blue, that debuted during a Grammy Awards ceremony. The program aimed to connect fans with their favourite artists by giving away extravagant trips to major music festivals, concerts, and other fabulous experiences. Another strength comes from its efforts to benefit society, such as the PepsiCo Foundation’s Global Citizenship Initiatives, which encourage healthy lifestyles, clean water, and waste reduction, among other positive goals.35

One of PepsiCo's strengths is its portfolio of celebrity endorsers such as Beyoncé (left) and David Beckham (right). (Left): Wenn US/Alamy Stock Photo; (Right): ©Clive Brunskill/Getty Images

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Exhibit 2.5 SWOT Analysis for PepsiCo Versus Coca-Cola

Environment

PepsiCo

Evaluation

Internal

Positive

Negative

Strengths Brand product portfolio Strong celebrity endorsers

Weaknesses Relies heavily on Walmart Relatively lower brand awareness

Complementary products Dedication to charitable and social projects

Public scrutiny over practices

Large marketing budget External

Opportunities Health food segments Expansion due to acquisitions Ready-to-drink tea and coffee market growth Bottled water

Coca-Cola

Internal

Strengths High market

Threats Water scarcity Fluctuations in exchange rates Health concerns may reduce product demand Weaknesses Low

share Strong brand Customer loyalty Strong global presence

diversification Few healthy beverages

Supply chain External

Opportunities Emerging countries Diversifying products Bottled water

Threats Water scarcity Potential market saturation Changes to labelling regulations Increasing competition

Every firm has its weaknesses, and PepsiCo is no exception. Weaknesses ( Exhibit 2.5, upper right) are negative attributes of the firm. PepsiCo has much lower global brand awareness and market share than does its main rival, Coca-Cola.36 Also, PepsiCo’s Aquafina water brand relies on a public water source. It has faced public criticism and negative press that jeopardizes its market position and had to acknowledge that Aquafina is simply tap water in a bottle.37

One of PepsiCo’s Global Citizenship Initiatives is its S.M.A.R.T. program that identifies which Pepsi/Frito-Lay products are healthier. S.M.A.R.T. stands for five steps that encourage active living and better food choices: Start with a healthy breakfast; Move more; Add more fruits, vegetables, and whole grains; Remember to hydrate; and Try lower-calorie or lowerfat foods. ©Kayte Deioma/Zumapress/Newscom

Opportunities ( Exhibit 2.5, lower left) pertain to positive aspects of the external environment. Among PepsiCo’s opportunities is the rising demand for healthy food and drink options, as we indicated in the opening vignette. That is, the increasing interest in healthier options gives PepsiCo new opportunities to expand its product lines, introduce innovative new colas that appeal to people’s preferences for premium options, and offer healthier options as well. For example, even with the public sourcing controversy, PepsiCo’s bottled water brand, Aquafina, and its other health options have seen significant growth.38 Another notable opportunity for PepsiCo is the growth in global markets for snacks and beverages. In particular, it has invested strongly in Brazil, India, and China, as well as in sub-Saharan Africa.39 If these efforts are successful, PepsiCo can enjoy substantial growth while also reducing its nearly exclusive reliance on the U.S. market. Page 37

Finally, threats ( Exhibit 2.5, lower right) represent the negative aspects of the company’s external environment. Water scarcity is a significant concern because the production of cola demands substantial amounts of water.40 In addition, increased attention to labelling and nutrition facts could threaten to undermine PepsiCo’s appeal.41 Finally, competition in the snack-food market continues to increase, not just among the existing members of the market, but also by new entrants that are coming up with innovative, alternative snacks to appeal to consumers’ specific preferences.42 These are just some of the threats that PepsiCo is facing.

LO4 Step 3: Identify and Evaluate Opportunities by Using STP (Segmentation, Targeting, and Positioning) After completing the situation analysis, the next step is to identify and evaluate opportunities for increasing sales and profits by using STP (segmentation, targeting, and positioning). With STP, the firm must first understand customer needs and wants through market research, then divide the market or customers into distinct subgroups or segments, determine which of those segments it should pursue or target, and finally decide how it should position its products and services to best meet the needs of those chosen targets. The criteria to evaluate target segments are discussed in detail in Chapter 6.

Segmentation Many types of customers appear in any market, and most firms cannot satisfy everyone’s needs. For instance, among Internet users, some users do research online, some shop, some look for entertainment, and many do all three. Each of these groups might be a market segment consisting of consumers who respond similarly to a firm’s marketing efforts. The process of dividing the market into distinct groups of customers where each individual group has similar needs, wants, or characteristics—who therefore might appreciate products or services

geared especially for them in similar ways—is called market segmentation. Let’s look at Hertz, the car rental company. The example in Exhibit 2.6 reveals that one of the Hertz segments is the Convertible Collection, which includes the Chevrolet Camaro and Mercedes Benz SLC, targeting single people wanting to have a bit of fun. Its Sedan Collection, featuring the Cadillac and a variety of Mercedes models, targets business customers and families who prefer a luxurious ride. With its Green Collection of cars, such as the Toyota Prius and Toyota Camry, Hertz appeals to environmentally conscious customers. It also offers commercial vans for service customers.43 Note that Hertz uses a variety of demographic factors—gender, age, income, interests—to identify customers who might want the Convertible, Sedan, and Green Collections. But it also applies psychographic or behavioural factors, such as a need to move possessions across town, to identify likely consumers of its commercial vans. Firms may also segment consumers based on benefits sought or geographic factors, which will be discussed in Chapter 6.

Exhibit 2.6 Hertz Market Segmentation

Segments

Cars

Segment 1

Segment 2

Segment 3

Segment 4

Single thrill seekers and gear heads on vacation

Business customers and families who prefer a luxurious ride

Environmentally conscious customers

Families

Convertible Collection

Sedan Collection

Green Collection

SUV/ crossover/4×4

Chevrolet

Mercedes

Toyota Prius

Toyota RAV4

Offered

Camaro Mercedes Benz SLC

Cadillac

Toyota Camry

Ford Flex

Page 38

Targeting After a firm has identified the various market segments it might pursue, it evaluates each segment’s attractiveness and decides which to pursue by using a process known as target marketing or targeting. For example, Hertz realizes that its primary appeal for the SUV Collection centres on young families, so the bulk of its marketing efforts for this business are directed toward that group. Similarly, soft-drink manufacturers also divide their markets into submarkets or segments. Coca-Cola, for instance, makes several different types of Coke, including regular, Coke Life, and Cherry Coke. Among its diet colas, it targets Coke Zero to men and Diet Coke to women because men prefer not to be associated with diets. It also markets Sprite to those who don’t like dark colas, Fruitopia and Minute Maid to more health-conscious consumers, and Dasani bottled water to purists.

Hertz targets several markets. Its “Convertible Collection” (left) appeals to single people and couples wanting to have fun; its “Sedan Collection” (right) appeals to its business customers and families who prefer a luxurious ride. Source: The Hertz Corporation

Page 39

Positioning Finally, when the firm decides which segments to pursue, it must determine how it wants to be positioned within those segments. Market positioning involves the process of defining the marketing mix variables so that target customers have a clear, distinct, desirable understanding of what the product does or represents in comparison with competing products. Hertz positions itself as a quality car (and truck) rental company that is the first choice for each of its target segments. In its marketing communications, it stresses that customers will get peace of mind when they rent from Hertz, the market leader in the car rental business, and will be able to enjoy their journey (e.g., leisure consumers) and reduce travel time (e.g., business consumers). To segment the coffee drinker market, Starbucks uses a variety of methods,

including geography (e.g., college campuses versus shopping/business districts) and benefits (e.g., drinkers of caffeinated versus decaffeinated products). After determining which of those segments represent effective targets, Starbucks positions itself as a firm that develops a variety of products that match the wants and needs of the different market segments—espresso drinks, coffees, teas, bottled drinks, pastries, and cooler foods. Even its cups are part of its positioning; although, not all of its efforts regarding cups are viewed positively, as discussed in Ethical & Societal Dilemma 2.1.

Ethical & Societal Dilemma 2.1

‡‡

Tempest in a Festive Cup

Every November since 1997, Starbucks has introduced special holiday cups. Their festive designs are a tangible reminder of the upcoming holiday season. In recent years, controversy has followed the cups. For example, one year, the plain red holiday cup was denounced with some consumers saying that Starbucks had abandoned Christmas traditions, a decidedly un-Christian move. At the same time, at least a few Indian consumers thought the plain red cup was a celebration of Diwali. Knowing consumers practise many religions, Starbucks has never tried to associate its cup with religious symbols. The next year, a green cup was used, which some customers associated with a political agenda. A doodle on a cup two years later, depicting two people holding hands, was (mis)interpreted as a same-sex couple. So, in a bid to avoid controversy, Starbucks returned to its usual Christmassy theme with four unique designs in 2018.

Starbucks introduces new holiday cup designs every year. Zhang Peng/LightRocket via Getty Images

Along with the four holiday cups, Starbucks also introduced a plain red, reusable cup, available for free one day only to customers who purchased holiday drinks. Supplies were limited and stores quickly ran out. Consumers could later buy the reusable cup for $2.50. Still, this was not the source of controversy. Instead, it revolved around the fact that the holiday cups cannot be recycled. While the plastic in the cup’s polyethylene liner keeps beverages hot and leak-proof, it is extremely difficult to recycle. While, technically, they could be sent to special recycling facilities, one report notes that 99.75 percent of these cups end up in the garbage. The festive cups do cheer consumers, but the fact that they last far longer in landfill sites illustrates just how difficult it can be to avoid societal dilemmas.

Page 40

After identifying its target segments, a firm must evaluate each of its strategic opportunities. A method of examining which segments to pursue is described in the Growth Strategies section later in the chapter. Firms are typically most successful when they focus on opportunities that build on their strengths relative to those of their competition. In Step 4 of the marketing plan, the firm implements its marketing mix and allocates resources to different products and

services.

LO5 Step 4: Implement Marketing Mix and Allocate Resources When the firm has identified and evaluated different growth opportunities by performing an STP analysis, the real action begins. The company has decided what to do, how to do it, and how many resources the firm should allocate to it. In the fourth step of the planning process, marketers implement the marketing mix—product, price, promotion, and place—for each product and service on the basis of what the company believes its target markets will value ( Exhibit 2.7). At the same time, it makes important decisions about how it will allocate its scarce resources to its various products and services. Each element of the four Ps must be fully integrated to achieve a coherent strategy.

Exhibit 2.7 Developing the Marketing Mix

Product and Value Creation Products, which include services, constitute the first of the four Ps. Because the

key to the success of any marketing program is the creation of value, firms attempt to develop products and services that customers perceive as valuable enough to buy. Dyson fans and space heaters draw in and redirect surrounding air without potentially dangerous or fast-spinning blades or visible heating elements. Although more expensive than conventional fans and space heaters, these sculpturally beautiful appliances are perceived by consumers to be a valuable alternative to products that haven’t significantly changed since the early 1900s. You’ll learn more about product and branding decisions in Chapters 8 and 9.

Dyson creates value with its innovative products. Courtesy of Dyson Canada Ltd.

Price and Value for Money The second element of the marketing mix is price. As part of the exchange process, a firm provides a product or a service, or some combination thereof, and in return it receives money. Value-based marketing requires that firms charge a price that customers perceive as giving them good value for the products and services they receive. It is important for a firm to have a clear

focus in terms of what products to sell, where to buy them, and what methods to use in selling them. Pricing is the only activity that actually brings in money by generating revenues. If a price is set too high, it will not generate much volume. If a price is set too low, it may result in lower-than-necessary margins and profits. Therefore, marketers should base price on the value that the customer perceives. Dyson fans retail for $299 or more, while conventional fans retail for around $25. Its Supersonic hair dryer sells for $499 compared to some that retail around $30. Customers thus can decide just what they want from their fan or blow dryer and choose the one at the price they prefer. Pricing decisions and strategies are discussed in detail in Chapter 11. Page 41

Place and Value Delivery For the third P, place, the firm must be able to make the product or service readily accessible when and where the customer wants it. Consider Lee Valley Tools, a small Ottawa-based company and one of the world’s leading Internet and retail suppliers of innovative woodworking and gardening tools. The company was founded more than 40 years ago as a catalogue mail-order supplier of woodworking and gardening tools by entrepreneur Leonard Lee. Over the years, Lee has opened 20 stores across Canada and launched a fully functional ecommerce website, www.leevalley.com. To make its products and services accessible to all of its customers, Lee Valley has integrated its stores and catalogue operations with its online presence and used place to create value in its delivery process. Through its website, Lee Valley is able to reach a wider market segment more efficiently and cost-effectively. Thus, Lee Valley turned the integration of its different channels into a seamless customer experience, a key value driver for the company.44 Chapters 12 and 13 deal with in-depth place, or distribution, decisions.

Customers purchase Lee Valley woodworking and gardening tools by catalogue, by phone, online, or in store. Used with permission of Lee Valley Tools Ltd.

Promotion and Value Communication The fourth P of the marketing mix is promotion. Marketers communicate the value of their offering, or the value proposition, to their customers through a variety of media, including TV, radio, magazines, buses, trains, blimps, sales promotion, publicity, the sales force, and the Internet. It is now possible for firms in out-of-the-way locations to expand their market area to the whole world. For example, Canadians living in such places as South Africa, Australia, and New Zealand can order their favourite sporting good products through the Mountain Equipment Co-Op website, www.mec.ca. Daily deal websites such as Groupon offer another way to get the word out. Many smaller companies find that these sites give them greater name recognition than they ever could have achieved on their own. Retailers add value to their offerings through their efficient and effective communications strategies, which will be discussed in more detail in Chapters 14, and 15.

As Sustainable Marketing 2.1 shows, some marketers are greening their marketing practices to promote that they are socially responsible in their business practices. Page 42

Sustainable Marketing 2.1

§

Demonstrating a Commitment to Sustainability

The idea of sustainable development, or sustainability, has become popular with environmentalists, non-profit organizations, politicians, business executives, the media, and consumers. As a result, more companies are actively communicating their sustainability programs as part of their promotional efforts. Certainly there are benefits to companies that embrace sustainability measures. But what exactly does sustainability mean? As it turns out, it means different things to different people. A global survey of 1,749 business executives by McKinsey & Company reported that 55 percent consider sustainability to be about managing environmental issues such as greenhouse-gas emissions, energy efficiency, waste management, green-product development, and water conservation. Further, 48 percent say that sustainability is about governance issues such as complying with regulations, maintaining ethical practices, and meeting accepted industry standards; and 41 percent say that it includes the management of social issues such as working conditions and labour standards. No matter how you define it, organizations that practise sustainability must strive to conduct their business in such a way as to minimize harm to the environment, follow good governance practices, and comply with social standards. For Tim Hortons®, sustainability is about managing “the personal impact we have in all we do.” It’s a three-tiered approach that

focuses on individuals, communities, and the planet. From reducing sodium content in muffins to raising money to send children to camp, from implementing energy saving measures in over 200 restaurants to diverting waste from landfill, the company is committed to making a true difference. The Tim Hortons® coffee partnership helps improve lives by providing technical training to small-scale farmers to increase crop yields and manage the land in an environmentally responsible way. Over 20,000 people in Brazil, Colombia, Guatemala, and Honduras have benefited from this partnership. As consumers have become more aware of the environmental impact of the products and services they use, many companies have started to use green marketing claims as evidence of their commitment to sustainable development. Many consumers buy products labelled as “eco-friendly,” “biodegradable,” or “green” without giving much thought to what the terms mean. Some consumers wonder if they are being “greenwashed.” Their skepticism may be warranted, as there are no laws in Canada specifically governing green claims. To counter such skepticism, Tim Hortons® produces an annual Sustainability and Responsibility Report to publicly demonstrate its commitment to sustainability. Many other companies featured in this textbook publish similar reports.

Marketers must consider the most efficient and effective methods to communicate with their customers. This goes back to understanding customers, the value created, and the message being communicated. Lee Valley uses its website not only to let customers order tools but also to promote upcoming training seminars that are held in its physical stores. These seminars teach customers about the use and care of the tools and demonstrate new, innovative tools being developed. The website also contains a variety of technical articles on woodworking and gardening that help customers learn more and enjoy their favourite activities. The regular e-newsletter, which customers sign up for,

provides technical information, trade-show dates, company news, special event dates, and other topics of interest to woodworkers and gardeners. Customers can even send letters about their experiences with specific tools, which are posted publicly on the company’s website. Lee Valley is building loyal customer relationships one customer at a time.

Step 5: Evaluate Performance by Using Marketing Metrics The final step in the planning process includes evaluating the results of the strategy and implementation program by using marketing metrics. A metric is a measuring system that quantifies a trend, dynamic, or characteristic. Metrics are used to explain why things happened and to project the future. They make it possible to compare results across regions, business units, product lines, and time periods. The firm can determine why it achieved or did not achieve its performance goals with the help of these metrics. Understanding the causes of the performance—regardless of whether that performance exceeded, met, or fell below the firm’s goals—enables firms to make appropriate adjustments. Typically, managers begin by reviewing the implementation programs, and their analysis may indicate that the strategy (or even the mission statement) needs to be reconsidered. Problems can arise both when firms successfully implement poor strategies and when they poorly implement good strategies. Page 43

Who Is Accountable for Performance? At each level of an organization, the business unit and its manager should be held accountable only for the revenues, expenses, and profits that they can control. Expenses that affect several levels of the organization, such as the labour and capital expenses associated with operating a corporate headquarters, shouldn’t be arbitrarily assigned to lower levels. In the case of a store, for example, it may be appropriate to evaluate performance objectives based on sales, sales associate productivity, and energy costs. If the corporate office

lowers prices to get rid of merchandise and therefore profits suffer, then it’s not fair to assess a store manager’s performance based on the resulting decline in store profit. Performance evaluations are used to pinpoint problem areas. Reasons that performance may be above or below planned levels must be examined. If a manager’s performance is below planned levels, was it because the sales force didn’t do an adequate job, because the economy took a downward turn, because competition successfully implemented a new strategy, or because the managers involved in setting the objectives aren’t very good at making estimates? The manager should be held accountable only in the case of the inadequate sales force job or setting inappropriate forecasts. When it appears that actual performance is going to be below the plan because of circumstances beyond the manager’s control, the firm can still take action to minimize the harm. For example, the cereal industry has been beset by a wealth of setbacks due to trends in the wider consumer environment. People seek to cut carbohydrates out of their diets, but cereal is mostly carbs. Many consumers are recognizing their allergies to gluten, but many cereals include wheat as a main ingredient. In response, the largest cereal maker, General Mills (GM), has called on its competitors to step up their marketing efforts to save the industry. Leading the way, it increased its advertising budget by 7 percent and initiated promotional discounts on some of its most popular cereal brands, including Cheerios.45 In cases like this, marketing managers must ask themselves several relevant questions: How quickly were plans adjusted? How rapidly and appropriately were pricing and promotional policies modified? In short, did the manager react to salvage an adverse situation, or did those reactions worsen the situation?

Performance Objectives and Metrics Many factors contribute to a firm’s overall performance, which makes it hard to find a single metric to evaluate performance. One approach is to compare a firm’s performance over time or to competing firms, using common financial metrics such as sales and profits. Another method of assessing performance is to view the firm’s products or services as a portfolio. Depending on the firm’s

relative performance, the profits from some products or services are used to fuel growth for others. With its extensive data, Google claims that it can use a combination of metrics to predict the performance of a major motion picture, up to a month prior to the date it opens in theatres. Using search volume for the movie title in combination with several other metrics, such as the season and whether the movie is a sequel, Google promises a 94 percent accurate prediction of box office performance. Other proprietary metrics include the volume of clicks on search ads. If, for example, one movie prompted 20,000 more paid clicks than another film, it is expected to bring in approximately $7.5 million more in revenues during its opening weekend. Beyond the implications for opening weekend, Google asserts that weekday searches in the weeks leading up to the release offer better predictors of continued revenues. That is, if a film fan searches for a movie title on a Tuesday, she or he is more likely to hold off on seeing the movie, rather than rushing out during opening weekend.46 Google’s extensive analytics abilities support its competitive tactics in other markets, too, as Marketing Analytics 2.1 describes. Page 44

Marketing Analytics 2.1

§§

The First Name in Predictive Analytics: Google

In the world of analytics, Google has made a significant name for itself because, from the moment it was established, Google has put predictive analytics at the heart of the company. As the most widely used search engine, Google needs to be able to predict which websites and pages a person is seeking, based on just a few keywords. Google is so successful at this method that few users even bother going to the second page of the results list in a Google search. Google now offers Google Analytics for companies to help improve their online presence by providing insights into customers’

web searching behaviour. In addition, Google has started using its analytics for more than just its search engine. They were critical to the development of Android software, Apple’s biggest competitor in the smartphone domain. Now, with the help of its sophisticated analytics, Google is taking on Apple in another domain as well: cars.

Data analytics have played a big role in developing Google’s Android Auto dashboard interface to help keep drivers safe while using electronic dashboard functions. © David Paul Morris/Bloomberg via Getty Images

In Google’s Android boot camp, the company officially introduced its Android Auto dashboard interface, which will face off against Apple’s CarPlay. Data analytics have played a big role in the development of these systems. Study after study has shown how dangerous it is to drive while using one’s phone. Data even show that driving while using a smartphone is equatable to driving while under the influence of alcohol. These startling results have spurred top phone system manufacturers’ interest in creating dashboard platforms. When Google debuted Android Auto, it was clear that extensive analytics went into the development of every feature. For example, Google developed a driver distraction lab to learn what tasks people do frequently when driving. These data informed which functions would be included and how they would work in the Android Auto system. According to Google’s studies, no action

should take longer than two seconds, so every function of Android Auto must be “glanceable.” It was designed with safety in mind, and so, the interface does not include a “back” button like the smartphone version. Not only are social media apps blocked, but texting is accessible only through voice commands. With these improvements in the connection between phones and cars, data analytics are helping make the world both more convenient and safer.

Financial Performance Metrics Some commonly used metrics to assess performance include revenues, or sales, and profits. For instance, sales are a global measure of a firm’s activity level. A manager could easily increase sales by lowering prices, but the profit realized on that merchandise (gross margin) would suffer as a result. Clearly, an attempt to maximize one metric may lower another. Managers must therefore understand how their actions affect multiple performance metrics. It’s usually unwise to use only one metric because it rarely tells the whole story. In addition to assessing the absolute level of sales and profits, a firm may wish to measure the relative level of sales and profits. For example, a relative metric of sales or profits is its increase or decrease over the prior year. Additionally, a firm may compare its growth in sales or profits relative to other benchmark companies (e.g., Coke may compare itself to Pepsi). Page 45

The metrics used to evaluate a firm vary depending on (1) the level of the organization at which the decision is made and (2) the resources the manager controls. For example, while the top executives of a firm have control over all of the firm’s resources and resulting expenses, a regional sales manager has control over only the sales and expenses generated by his or her salespeople. Let’s look at PepsiCo’s sales revenue and profits (after taxes) and compare them with those of Coca-Cola ( Exhibit 2.8).

Exhibit 2.8 Performance Metrics: PepsiCo Versus CocaCola***

PepsiCo

CocaCola

2017

2018

% Change

Net Sales

$63.5B

$64.6B

2%

Net Profit Net Profit/Net Sales

$10.5B 16.5%

$10.6B 16.4%

1%

Net Sales

$35.4B

$31.8B

-10%

Net Profit Net Profit/Net Sales

$1.18B 3.3%

$6.73B 21.1%

469%

As corporate consciousness of the importance of social responsibility grows, firms are starting to report corporate social responsibility metrics in major areas, such as their impact on the environment, their ability to diversify their workforce, their energy conservation initiatives, and their policies on protecting the human rights of their employees and the employees of their suppliers.

Social Responsibility Performance Metrics As Canadian companies become more convinced of the importance of social responsibility, we will likely see an increasing number of companies reporting corporate social responsibility metrics, such as their impact on the environment, their ability to diversify their workforce, their energy conservation initiatives, and their policies on protecting the human rights of their employees and the employees of their suppliers.

Strategic Planning Is Not Sequential The planning process in Exhibit 2.2 suggests that managers follow a set sequence when they make strategic decisions. Namely, after they’ve defined the business mission, they perform the situation analysis; identify opportunities; evaluate alternatives; set objectives; allocate resources; develop the implementation plan; and, finally, evaluate their performance and make adjustments. But actual planning processes can move back and forth among these steps. For example, a situation analysis may uncover a logical alternative, even though this alternative might not be included in the mission statement, which would mean that the mission statement would need to be revised. Or, the development of the implementation plan might reveal that insufficient resources have been allocated to a particular product for it to achieve its objective. In that case, the firm would need to either change the objective or increase the resources; alternatively, the marketer might consider not investing in the product at all. Now that we have gone through the steps of the strategic marketing planning process, let’s look at some strategies that have been responsible for making many marketing firms successful. First we look at portfolio analysis, and then some product-market growth strategies. Page 46

Portfolio Analysis In portfolio analysis, management evaluates the firm’s various products and businesses—its “portfolio”—and allocates resources according to which products are expected to be the most profitable for the firm in the future. Portfolio analysis is typically performed at the strategic business unit (SBU) or product line level of the firm, though managers can also use it to analyze brands or even individual items. A strategic business unit is a division of the company that can be managed somewhat independently from other divisions since it markets a specific set of products to a clearly defined group of customers. For example, Loblaw Companies Limited consists of its general merchandise, drugstores, President’s Choice brand, and financial products and services 47

operations.47 Each of these is an SBU. A product line, in contrast, is a group of products that consumers may use together or perceive as similar in some way. Loblaw Companies Limited Loblaws

Valu-Mart

Joe Fresh

Maxi

Real Canadian Superstore

Fortinos

Bloorstreet Market

Extra Foods

Zehrs Markets

Provigo

SaveEasy

Joe Fresh

No Frills

Dominion

Wholesale Club

PC Financial

The table above shows some of the business lines of Loblaw Companies Limited.

BOSTON CONSULTING GROUP’S PORTFOLIO ANALYSIS One of the most popular portfolio analysis methods, developed by the Boston Consulting Group (BCG), requires that firms classify all their products into a two-by-two matrix, as depicted in Exhibit 2.9.48 The circles represent brands, and their sizes are in direct proportion to the brands’ annual sales—that is, larger circles correspond to higher levels of sales, and smaller circles indicate lower levels of sales. The horizontal axis represents the relative market share. In general, market share is the percentage of a market accounted for by a specific entity,49 and it is used to establish the product’s strength in a particular market. It is usually discussed in units, revenue, or sales. A special type of market share metric, relative market share, is used in this application because it provides managers with a product’s relative strength, compared to that of the largest firm in the industry.50 The vertical axis is the

market growth rate, or the annual rate of growth of the specific market in which the product competes. Market growth rate thus measures how attractive a particular market is. Each quadrant has been named on the basis of the amount of resources it generates for and requires from the firm. Page 47

Exhibit 2.9

Boston Consulting Group Product Portfolio Analysis

Stars. Stars (upper left quadrant) occur in high-growth markets and are high-market-share products. That is, stars often require a heavy resource investment in things such as promotions and new production facilities to fuel their rapid growth. As their market growth slows, stars will migrate from heavy users of resources to heavy generators of resources and become cash cows. Cash cows. Cash cows (lower left quadrant) are in low-growth markets but are high-market-share products. Because these products have already

received heavy investments to develop their high market share, they have excess resources that can be spun off to those products that need it. For example, in Exhibit 2.9, Brand C can use its excess resources to fund products in the question mark quadrant. Question marks. Question marks (upper right quadrant) appear in highgrowth markets but have relatively low market shares; thus, they are often the most managerially intensive products in that they require significant resources to maintain and potentially increase their market share. Managers must decide whether to infuse question marks with resources generated by the cash cows, so that they can become stars, or withdraw resources and eventually phase out the products. Brand A, for instance, is currently a question mark, but by infusing it with resources, the firm hopes to turn it into a star. Dogs. Dogs (lower right quadrant) are in low-growth markets and have relatively low market shares. Although they may generate enough resources to sustain themselves, dogs are not destined for stardom and should be phased out unless they are needed to complement or boost the sales of another product or for competitive purposes. In this case, the company has decided to stop making Brand B. Now let’s look at Apple and some of its products. The four that we will focus our attention on are: iPod

iPhone

iMac

iPad

Let’s consider each of these products with respect to the BCG. Apple’s iPod enjoyed a staggering absolute market share consistently above 75 percent, its relative market share is also 100 percent. More than 300 million iPods were sold in a little over 10 years. However, the company lumped iPod sales in the “other” category in its 2015 earnings report. It was the first time in 13 years that exact numbers sold and revenues earned were not reported.51 While the iPod has been an important product for Apple, the MP3 market is contracting. The iPod

had been a cash cow for Apple. Although it had been a huge success, it has now been discontinued. Page 48

While Android sales caused sales to slow, the iPhone was still a star with a high growth rate. By the end of 2015, Apple had sold 78 million units in its fourth quarter alone, representing the most profitable quarter ever recorded by any public company.52 However even stars can fade, and the iPhone may be losing its lustre. When Apple reported its second-quarter earnings for 2016, the company disclosed that iPhone sales had fallen by 16 percent over the past year, below 51.2 million units.53 Even after announcing the iPhone 7 and 7 Plus in the fall, Apple reported that its annual revenues declined for the first time in 15 years.54 This pattern has not abated as sales slid to their steepest rate ever in 2019.55 The iPhone remains the most profitable handheld device in history. With its share hovering at 13 percent of the global smartphone market since 2014, some analysts feel Apple has hit its peak.56 Can the iPhone regain its star status? Although popular with graphic designers, the growth rate of the iMac has also declined. Given that it also has a small relative market share in the desktop market, the iMac can be tentatively classified as a dog. Should Apple get rid of the iMac? For at least two reasons, this is probably a bad idea. First, it risks alienating graphic designers and other Apple loyalists who depend on the iMac. Since these customers may also enjoy other Apple products, their dissatisfaction might adversely affect sales of these other products. Second, discontinuing the iMac would leave a gaping hole in its portfolio, and would therefore hurt its brand image as a computer company. Furthermore, Apple is performing better than its competitors in this market, where most PC makers have experienced double-digit declines in recent years.57 Then we have the iPad with an incredible sales growth rate from 2011 to 2012 of 61.6 percent, and sales of approximately 16.1 million units in the first quarter of 2016.58, 59 In 2011, its absolute market share was 59 percent, making it the market leader with a relative market share of 100 60

percent.60 Looking at 2012 as a whole, the iPad captured 57 percent of the tablet market (more than 1 out of every 2 tablets sold was an iPad). But by the end of 2012, its absolute market share had dropped to 51 percent.61 Although Apple no longer reports unit sales, in 2018 the iPad enjoyed the strongest growth in six years.62 Where on the BCG matrix would you classify the iPad? Are its recent sales results enough to make it a star again or is it a question mark? Page 49

As the above examples illustrate, even hugely successful products can have a limited lifespan. Over time, yesterday’s star may become tomorrow’s dog. That’s why companies must continually innovate. As a case in point, Apple’s services revenue continued to rise, hitting a high of $11.5 billion even as its hardware revenues fell.63 As an example, Apple Pay recently became the market leader with 47.3 percent of proximity mobile payment users.64

Like the Dalai Lama, Apple approaches the world by thinking differently. © Gilles Mingasson/Liaison/Hulton Archive/Getty Images

Although quite useful for conceptualizing the resource allocation task, the BCG approach, and others like it, are often difficult to implement in practice. In particular, it is difficult to accurately measure both relative market share and industry growth. Furthermore, other measures could easily serve as substitutes to represent a product’s competitive position and the market’s relative attractiveness. Another issue for marketers is

the potential self-fulfilling prophecy of placing a product into a quadrant. As we have shown in our Apple iPad example, whether it is classified as a star or a question mark has profound implications on how it is treated and supported within the firm. Question marks require more marketing and production support. Because of these limitations, many firms have tempered their use of matrix approaches to achieve a more balanced way of allocating their resources. Instead of assigning allocation decisions to the top levels of the organization, many firms start at lower management levels and employ checks and balances to force managers at each level of the organizational hierarchy to negotiate with those above and below them to reach their final decisions.

LO6

GROWTH STRATEGIES

Firms consider pursuing various market segments as part of their overall growth strategies, which may include the four major strategies shown in Exhibit 2.10.65 The rows distinguish those opportunities a firm possesses in its current markets from those it has in new markets, whereas the columns distinguish between the firm’s current marketing offering and that of a new opportunity. Let’s consider each of them in detail.

Exhibit 2.10 Market/Product and Services Strategies

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Market Penetration A market penetration strategy employs the existing marketing mix and focuses the firm’s efforts on existing customers. Such a growth strategy might be achieved by encouraging current customers to patronize the firm more often or buy more merchandise on each visit. A market penetration strategy generally requires greater marketing efforts, such as increased advertising, additional sales and promotions, or intensified distribution efforts in geographic areas in which the product or service is already sold.

To penetrate its target market, the superhero entertainment giant, Marvel, has expanded its movie offerings. In collaboration with several production companies, as well as talented directors and well-known star actors, Marvel has helped bring the X-Men, Spiderman, Iron Man, and other popular characters to the big screen, where they confront some relevant, modern-day topics such as discrimination, environmental destruction, and international wars—before ultimately kicking tail and saving the city. These films have grossed massive profits.66 Marvel has further increased its market penetration by expanding the distribution of its films. Today, Marvel movies can be seen in theatres, viewed on DVDs, and accessed on streaming services such as Netflix or Disney+.

Market Development A market development strategy employs the existing marketing offering to reach new market segments, whether domestic or international. Marvel pursues such a market development strategy when it enhances the viewing of its movies in global markets. For example, the release of Black Panther proved to be one of the biggest movies of all time, grossing more than $1 billion worldwide, about half of which were international sales.67 These phenomenal results highlight the importance of expanding into new market segments.

Marvel pursues a market development strategy by releasing Black Panther globally. Moviestore collection Ltd/Alamy Stock Photo

Product Development The third growth strategy option, a product development strategy, offers a new product or service to a firm’s current target market. For example, Marvel has launched several successful series on Netflix, including Jessica Jones, The Defenders, Iron Fist, and Luke Cage.68 Unlike traditional network providers, Netflix (and its competitors, such as Hulu or Amazon) allows viewers to binge watch entire series in one sitting. Binge watching has become a phenomenally successful pastime for couch potatoes. Netflix has 139 million subscribers worldwide,69 making it an outstanding new service channel for Marvel character

lovers. By developing series designed for this format, Marvel can connect with its customers in a new and important way. Page 51

Pursuing a product development strategy, Marvel has launched several series on Netflix including The Defenders. ©Netflix/Photofest

Diversification A diversification strategy, the last of the growth strategies from Exhibit 2.10, introduces a new product or service to a market segment that is currently not served. Diversification opportunities may be either related or unrelated. In a related diversification opportunity, the current target market and/or marketing mix shares something in common with the new opportunity. In other words, the firm might be able to purchase from existing vendors, use the same distribution

and/or management information system, or advertise in the same magazines to target markets that are similar to its current consumers. Marvel has pursued related diversification with its home décor, for example. Collectibles and T-shirts have long been a staple of the comic market, but Marvel also has diversified its offerings, expanding to include lamp shades and throw pillows.70 In contrast, in an unrelated diversification, the new business lacks any common elements with the present business. Unrelated diversifications do not capitalize on core strengths associated with markets or with products. Thus, they would be viewed as very risky. For instance, if Marvel ventured into the child daycare service industry, it would be an unrelated diversification because it is so different from its core business and therefore very risky. While all four growth strategies present unique challenges for marketers, a market penetration strategy is the easiest to implement since it focuses on promoting existing products to existing customers. In this case, marketers know both their products and markets. With market development or product development, marketers have experience with one element and must learn the other element. Diversification requires marketers to go outside both their current products and markets, and the risks of making mistakes are substantially greater with this strategy. The particular growth strategy a company chooses depends on its goals and capabilities, among other things. Also, marketers tend to pursue multiple growth strategies simultaneously. Marketers may also develop strategies for downsizing their business operations by either exiting markets or reducing their product portfolios. They may exit markets or abandon products for many reasons; for example, because they have entered new markets where they have little or no experience; diversified into markets or products that do not quite fit with current products, markets, or capabilities; developed products that offer very little value for customers; or encountered declining demand for some products. Page 52

Real Marketer Profile

Angela Simpson I graduated from Wilfrid Laurier’s Bachelor of Business Administration (BBA) program in 2010. With three Co-Op terms behind me, I envisioned my career moving in the direction of brand management within the consumer packaged goods industry. I’d been interested in branding for several years before starting my BBA, and with so many digital channels experiencing growth at this time, I was excited to apply the theories from my business courses to real-world problems using emerging platforms.

Photo by Olga Zwart. Courtesy of Angela Simpson. www.myfreshperspective.com

What I didn’t expect was to become so quickly focused on a specific channel. Since graduating, I’ve developed nearly 10 years (and counting!) of experience in email marketing and automation. Some speculate that email is dead, but I can attest to its ability to contribute strongly to revenue and business growth. This has been consistent across all of the roles I’ve held, starting within the B2B software industry, then moving to an agency environment, and then into B2C retail at lululemon. In my current role at Thrive Market, an online retailer of natural, organic and non-GMO groceries and household products, the same best practices and potential results have held true. Of course, not all emails are created equal. Simply sending another to hit a short-term target isn’t always the best long-term decision. While the return (dollars, traffic, and sales, for example) may be

quickly received, there are costs to consider. Falling open rates, sender reputation, and rising unsubscribe rates are consequences of a poorly managed email strategy. Furthermore, the ‘spray and pray’ approach (in other words, mass emailing an entire subscriber list) isn’t necessarily one that allows marketers to maximize ROI. Yes, it casts the widest net, but that won’t matter if recipients don’t open, or if the message is completely irrelevant or poorly timed. In a society that expects personalization across all brand touchpoints, there are best practices that help increase an email’s likelihood of success, and they’re a blend of art and science. Technically speaking, emails should be coded in a way that looks just as good on a mobile device as it does on a laptop; links should work; and images should be an appropriate file size. On the art side, non-spammy subject lines, clear calls to action, concise messaging, and relevant, timely content are key. Getting this right comes down to knowing exactly who the audience is. What stage of the customer lifecycle are they in? What are their psychographics, demographics, and needs right now? How can the email help to solve a problem? In a very noisy world, the more email marketers are able to personalize content to demonstrate value, the more likely they are to succeed.

LEARNING OBJECTIVES REVIEW Page 53 LO1 Define a marketing strategy A marketing strategy identifies (1) a firm’s target market(s), (2) a related marketing mix (four Ps), and (3) the bases on which the firm plans to build a sustainable competitive advantage. Firms use four macro strategies to build their sustainable competitive advantage. Customer excellence focuses on retaining loyal customers and excellent customer service. Operational excellence is achieved through efficient operations and excellent supply chain and human resource management. Product excellence entails having products with high perceived value and effective branding and positioning. Finally, locational excellence entails having a good physical location and Internet presence. LO2 Describe the elements of a marketing plan A marketing plan is composed of an analysis of the current marketing situation, its objectives, the strategy for the four Ps, and appropriate financial statements. A marketing plan represents the output of a three-phase process: planning, implementation, and control. The planning phase requires that managers first define the firm’s mission and vision, which helps to answer the questions “What business are we in now?” and “What do we intend to be in the future?” In the first phase, planning, managers conduct a situation analysis to evaluate how various players, both inside and outside the organization, affect the firm’s potential for success. In the second phase, implementation, the firm identifies and evaluates different opportunities through a process known as segmentation, targeting, and positioning, and develops the marketing mix, the four Ps. Specifically, managers focus on implementing the marketing mix, allocating resources, designing the marketing organization, and developing schedules and action plans. Finally, in the third phase, control, the firm evaluates its performance to determine what worked, what didn’t, and how performance can be improved in the future.

LO3 Analyze a marketing situation using a SWOT analysis SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT analysis occurs during the second step in the strategic planning process, the situation analysis. By analyzing what the firm is good at (its strengths), where it could improve (its weaknesses), where in the marketplace it might excel (its opportunities), and what is happening in the marketplace that could harm the firm (its threats), managers can assess their firm’s situation accurately and plan its strategy accordingly. LO4 Explain how a firm chooses what consumer group(s) to pursue with its marketing efforts Once a firm identifies different marketing opportunities, it must determine which are the best to pursue. To accomplish this task, marketers go through a segmentation, targeting, and positioning (STP) process. Firms segment various markets by dividing the total market into those groups of customers with different needs, wants, or characteristics who therefore might appreciate products or services geared especially toward them. After identifying the different segments, the firm goes after, or targets, certain groups on the basis of the firm’s perceived ability to satisfy the needs of those groups better and more profitably than competitors. To complete the STP process, firms position their products or services according to the marketing mix variables so that target customers have a clear, distinctive, and desirable understanding of what the product or service does or represents relative to competing products or services. LO5 Outline the implementation of the marketing mix as a means to increase customer value The marketing mix consists of the four Ps—product, price, promotion, and place —and each P contributes to customer value. To provide value, the firm must offer a mix of products and services at prices its target markets will view as indicating good value. Thus, firms make trade-offs between the first two Ps, product and price, to give customers the best value. The third P, promotion, informs customers and helps them form a positive image about the firm and its products and services. The last P, place, adds value by getting the appropriate

products and services to customers when they want them and in the quantities they need. LO6 Describe how firms grow their businesses Firms use four basic growth strategies: market penetration, market development, product development, and diversification. A market penetration strategy directs the firm’s efforts toward existing customers and uses the present marketing mix. In other words, it attempts to get current customers to buy more. In a market development strategy, the firm uses its current marketing mix to appeal to new market segments, as might occur in international expansion. A product development growth strategy involves offering a new product or service to the firm’s current target market. Finally, a diversification strategy takes place when a firm introduces a new product or service to a new customer segment. Sometimes a diversification strategy relates to the firm’s current business, such as when a women’s clothing manufacturer starts making and selling men’s clothes, but a more risky strategy is when a firm diversifies into a completely unrelated business.

control phase customer excellence diversification strategy downsizing implementation phase locational excellence market development strategy market growth rate market penetration strategy market positioning market segment market segmentation marketing strategy mission statement operational excellence planning phase product development strategy product excellence product line relative market share situation analysis (SWOT) STP strategic business unit (SBU) sustainable competitive advantage target marketing/targeting

CONCEPT REVIEW

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1. Briefly describe the activities involved at each of the three phases of the marketing planning process: (1) planning, (2) implementation, and (3) control. 2. What is meant by a mission or vision statement? What purpose does a mission statement serve, and how does it influence marketing planning? 3. What does SWOT mean? List two benefits of SWOT analyses. What do you think the differences are between a SWOT analysis for the entire firm and a SWOT analysis for a product? 4. What type of information is required to conduct a SWOT analysis, and where do marketers typically look for this information? 5. Why are segmentation, targeting, and positioning (STP) crucial for identifying and evaluating market opportunities? How does STP influence the development of the marketing mix—the four Ps? 6. Describe the four growth strategies that firms typically pursue. Use a fast-food restaurant or a grocery chain in Canada (e.g., Loblaw, Safeway, or Food Basics) to illustrate each of the four growth strategies. 7. Of the four growth strategies described in the chapter, which is the most risky? Which is the easiest to implement? Why? 8. Identify and describe the four strategies that firms could use to grow their business. What other strategies could companies use to compete in the market? 9. What are the four components of the BCG matrix? When would stars be preferred over cash cows? 10. Explain why in the BCG matrix all products start out as question marks and end up as either stars, cash cows, or dogs.

1. How have PepsiCo and Coca-Cola created sustainable competitive advantages for themselves? 2. Perform a SWOT analysis for your college or university. 3. How does Coca-Cola segment its market? Describe the primary target markets for Coca-Cola. How does it position its various offerings so that it appeals to these different target markets? 4. Pick your favourite product, service provider, or retailer. How do marketers add value to it through the implementation of the four Ps? 5. Choose three retailers. You believe the first builds customer value through product excellence, the second through operational excellence, and the third through customer excellence. Justify your answer. 6. Dyson successfully sells its fans and heaters for $150 to $400, whereas most conventional fans sell for around $25. Explain the value it creates and how this affects the price it can charge. 7. Select a company with which you are familiar or search online to find a company that has pursued a diversification strategy as one of its growth strategies. How successful was the company’s diversification strategy? What factors do you think account for its success or failure? 8. Imagine that you have just developed and launched a new sports bike for cycling enthusiasts and your business has become an instant success. You would like to capitalize on this success and fame to grow your business. Explain how you would go about expanding your business over the next three years. 9. Using the sports bike scenario from the previous question, describe what kinds of analysis you might conduct before deciding which growth strategies to implement. 10. You and a few of your classmates are planning to open a new spa facility near the campus of your university. Explain how you would segment the market for your services, which segment you would

target, and how you would position your spa to the chosen target market.

MARKETING DIGITALLY

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1. Petro-Canada is considered a progressive company in terms of its values and the mission statement that drives its business. Visit its website (www.petro-canada.ca) and review the portion that discusses the company, its mission, and its values. Discuss aspects of its mission and values that might be considered progressive. Do you believe its progressive attitude creates a special position in the market that contributes to a sustainable competitive advantage? 2. More and more firms seem to be entering the dating service industry. Visit eHarmony (www.eharmony.com) and tour its website to find the types of activities and methods such companies use to help match compatible couples. Analyze the environment that might affect Internet dating services by using a SWOT analysis.

THE COFFEE WARS In the coffee and breakfast market, Starbucks vigorously competes with the likes of Tim Hortons, Second Cup, and McDonald’s. Competition in the coffee market is ongoing, and consumer preferences continually change. McDonald’s introduction of McCafé and higher-quality coffee has eaten into Tim Hortons’ sales, and a poll by Maclean's suggested it even surpassed Tim Hortons as Canada’s favourite coffee chain.71 Independent coffeehouses and smaller regional chains, seen by many as more hip and less commercial, also continually nip at Starbucks’ heels. The “coffee war” between Starbucks and Tim Hortons is well known even though they vary dramatically in size and cater to different target markets. Globally, Starbucks has the highest revenue and highest number of stores, making it the market leader. However, in Canada, it comes in second, as eight out of ten cups of coffee sold come from Tim Hortons.72 The company outpaces Starbucks in revenues and number of locations, with almost 4,000 stores and $8.9 billion in sales compared to Starbucks’ 1,500 stores and $1.8 billion in revenues.73 Within Canada, there are regional differences in the coffee market. On the west coast, Starbucks is the clear winner, while on the east coast, double-doubles and maple-glazed donuts rule.74 However, the future may not be always be as rosy for Tim Hortons. In Leger’s annual survey of corporate reputation, the company dropped to 50th place from fourth the year before, and same-store sales have fallen for eight consecutive quarters.75 Critics chalk it up to increased competition from companies like McDonald’s, along with an acrimonious relationship between Tim Hortons franchisees and Restaurant Brands International (RBI), the parent company. Meanwhile, Starbucks has set its sights on growth. The company’s strategic priorities include accelerated growth in the U.S. and China, expanding its global reach, and sharpening its focus on increased shareholder returns.76 Its

ubiquitous stores are easy to locate and visit. A recent count showed that the chain maintains more than 30,000 stores, spanning 78 countries.77 By making sure its stores, with their familiar siren logo, are easy to find, Starbucks guarantees that most people can readily get their coffee fix. For the vast majority of buyers, an addictive Salted Caramel Mocha, or just a great cup of black coffee, is convenient and very familiar. There are plenty of jokes about how Starbucks manages to charge upwards of $5 for a jolt of caffeine, but a quick glance at its marketing methods and strategies helps explain why it can do so. The products it sells are appealing to customers and fulfill their needs: They taste good, are available readily and conveniently, and offer the benefit of helping them wake up to start their day (or stay awake for a long night of studying). Thus the exchange of money for coffee—or tea or juice or yogurt or a nice pastry—is a good value for consumers, despite the relatively high cost. Page 56

Starbucks also connects with fans through social marketing channels, including its popular My Starbucks Idea site. The site is an innovative approach to developing new products. Customers share ideas about everything “Starbucks,” from store designs to new drink recipes. They can also join one of the many discussions in the customer forums. The site connects customers to its Twitter and Facebook sites, too, and it also links users to its mobile app. It allows consumers to order their preferred beverage in advance and pay for their drinks or other products, then pop into the store to grab their purchases without ever having to wait in line. The competition between coffee brands is well established and likely to continue, especially if Tim Hortons moves toward becoming a more foodcentred business. And competitors such as McDonald’s and Second Cup have entered the breakfast, coffee, and espresso markets, which will necessitate both Starbucks and Tim Hortons to continue coming up with new ways to retain their existing customer base.

Questions

1. Perform a SWOT analysis for Starbucks and Tim Hortons. Based on your analysis, in which company would you invest? Justify your answer. 2. Which growth strategies have been pursued by Starbucks and Tim Hortons in the past? Which strategies do you believe will be most successful for the two firms in the future? Why? 3. Which marketing metrics would be most helpful for an executive in charge of developing new products for a coffee chain?

Appendix 2A: Writing a Marketing Plan

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Have a plan. Follow the plan, and you’ll be surprised how successful you can be. Most people don’t have a plan. That’s why it’s easy to beat most folks. —Paul “Bear” Bryant, football coach, University of Alabama

Why Write a Marketing Plan?1 As a student, you likely plan out much in your life—where to meet for dinner, how much time to spend studying for exams, which courses to take next semester, how to get home for winter break, and so on. Plans enable us to figure out where we want to go and how we might get there. For a firm, the goal is not much different. Any company that wants to succeed (which means any firm whatsoever) needs to plan for a variety of contingencies, and marketing represents one of the most significant. A marketing plan—which we defined in Chapter 2 as a written document composed of an analysis of the current marketing situation, opportunities and threats for the firm, marketing objectives and strategy specified in terms of the four Ps, action programs, and projected or pro forma income (and other financial) statements— enables marketing personnel and the firm as a whole to understand their own actions, the market in which they operate, their future direction, and the means to obtain support for new initiatives.2 Because these elements—internal activities, external environments, goals, and forms of support—differ for every firm, the marketing plan

is different for each firm as well. However, several guidelines apply to marketing plans in general; this appendix summarizes those points and offers an annotated example.

MARKETING PLAN VERSUS BUSINESS PLAN Of course, firms consider more than marketing when they make plans and therefore commonly develop business plans as well. Yet, as this book highlights, marketing constitutes such an important element of business that business plans and marketing plans coincide in many ways.3 Both marketing and business plans generally encompass the following: 1. Executive summary 2. Company overview 3. Objectives/goals, usually according to strategic plan and focus 4. Situation analysis 5. STP analysis (market/product/customer analysis) 6. Marketing strategy 7. Financial projections 8. Implementation plan 9. Evaluation and control metrics However, a business plan also includes details about R&D and operations, and both documents may feature details about other key topics, depending on the focus of the company and the plan.

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STRUCTURE OF A MARKETING PLAN This section briefly describes each of the elements of a marketing plan.4

Executive Summary The executive summary essentially tells the reader why he or she is reading this marketing plan—what changes require consideration, what new products need discussion, and so forth—and suggests possible actions to take in response to the information the plan contains.

Company Overview In this section, the plan provides a brief description of the company, including perhaps its mission statement, background, and competitive advantages.

Objectives/Goals This section offers more specifics about why readers are reading the marketing plan. What does the company want to achieve, both overall and with this particular marketing plan?

Situation Analysis Recall from Chapter 2 that a situation analysis generally relies on SWOT considerations; therefore, this section describes the strengths, weaknesses, opportunities, and threats facing the company.

STP Analysis The analysis proceeds by assessing the market in which the company functions,

the products it currently offers or plans to offer in the future, and the characteristics of current or potential customers.

Marketing Strategy The marketing strategy may be very specific, especially if the plan pertains to, for example, a stable product in a familiar market, or it may be somewhat open to varied possibilities, such as when the firm plans to enter a new market with an innovative product.

Financial Projections On the basis of the knowledge already obtained, the marketing plan should provide possible developments and returns on the marketing investments outlined in the marketing strategy. Page 59

Implementation Plan This portion of the marketing plan includes the timing of promotional activities, when monitoring will take place, and how expansions likely will proceed.

Evaluation and Control Metrics The firm must have a means of assessing the marketing plan’s recommendations; the marketing plan therefore must indicate the methods for undertaking this assessment, whether quantitatively or qualitatively.

Appendix The final section(s) offer(s) additional information that might be of benefit, such as a list of key personnel, data limitations that may influence the findings, and suggestions of the plan, relevant legislation, and so forth.

INFORMATION SOURCES5 When writing a marketing plan, you likely can turn to a variety of your firm’s inhouse information sources, including annual reports, previous marketing plans, published mission statements, and so on. In addition, various sources offer suggestions and examples that may provide you with direction and ideas. Exhibits 7.5 and 7.6 also list many sources that you may find very helpful. Knowthis.com—“a knowledge source for marketing” (www.knowthis.com/how -to-write-a-marketing-plan/marketing-plan-intro) Encyclopedia of American Industries—introduces industry structure; arranged by SIC and NAICS codes Standard & Poor’s NetAdvantage—surveys of more than 50 different industries, with financial data about companies in each industry Investext Plus—brokerage house reports IBISWorld—market research on thousands of industries; classified by NAICS code Statistics Canada surveys on virtually all aspects of business, the economy, social statistics, and population data—a vast variety of statistics on a range of topics Statistics Canada Census—detailed statistical data gathered every 10 years on all aspects of the Canadian population LifeStyle Market Analyst—lifestyle information about geographic areas, lifestyle interest groups, and age and income groups Mediamark Reporter—information about demographics, lifestyles, product and brand usage, and advertising media preferences Arbitron/Scarborough—local market consumer information for various media in 75 local markets for consumer retail shopping behaviour, product consumption, media usage, lifestyle behaviour, and demographics Simmons Study of Media and Markets—products and consumer characteristics; various media audiences and their characteristics Rand McNally Commercial Atlas and Marketing Guide—maps and tables showing demographic, industrial, transportation, railroad, airline, and

hospital data Annual & 10-K reports from Thomson ONE Banker, Edgar, and LexisNexis— business descriptions, product listings, distribution channels, possible impact of regulations and lawsuits, and discussions of strategic issues MarketResearch.com Academic—market research reports on a variety of consumer products Mintel Reports Database—market research reports focusing on consumer products, lifestyles, retailing, and international travel industry

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LINGUISTIC AND VISUAL SUGGESTIONS Again, recall that all marketing plans differ, because all firms differ. However, just as rules exist that dictate what makes for good writing, some rules or guidelines apply to all well written marketing plans. Maintain a professional attitude in the writing and presentation. Keep descriptions and summaries concise. Get to the point. Use standard, edited English. Proofread the entire plan multiple times to catch grammatical, spelling, or other such errors that could dampen the professionalism of the writing. Adopt a businesslike tone; avoid flowery or jargon-filled writing. Employ direct (rather than passive) and present (rather than past) tense whenever possible (e.g., “We plan to achieve 30 percent growth in two years” rather than “The plan was that 30 percent growth would be achieved by the firm within two years”). Be positive. Avoid meaningless superlatives (e.g., “Our goal is tremendous growth”). Be specific; use quantitative information whenever possible. Insert graphics to convey important concepts succinctly, including photos, graphs, illustrations, and charts. However, avoid using so many visual elements that they clutter the plan. Lay out the plan clearly and logically. Organize sections logically, using multiple levels of headings, distinguished clearly by font differences (e.g., bold for first-level heads, italics for secondlevel heads). Consider the use of bullet points or numbered lists to emphasize important points.

Exploit modern technology (e.g., graphics software, page-layout software, laser printers) to ensure that the plan looks professional. Adopt an appropriate font to make the text easy to read and visually appealing—avoid using anything smaller than 10-point font at a minimum. Avoid unusual or decorative fonts; stick with a common serif type to make the text easy to read. Consider binding the report with a clear cover and an attractive title page. Generally aim for a plan that consists of 15–30 pages.

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PeopleAhead MARKETING PLAN ILLUSTRATION6 PeopleAhead Marketing Plan: Condensed

1. Executive SummaryA-1 PeopleAhead focuses on career advancement done right. Instead of making job search a one-time event, PeopleAhead provides a platform for people to find, advance, and develop their careers by sharing career goals, discussing professional development plans, and socializing with other professionals.A-2 PeopleAhead culminates the career advancement experience with its proprietary TrueMatch® technology, which identifies synergies between the companies hiring talent (employers) and PeopleAhead members (job candidates) who wish to be hired. By anonymously presenting only prequalified career opportunities to members, who confirm their interest and recommend others, PeopleAhead transforms the ineffective online hiring process into a highly efficient career-matching system. PeopleAhead

was founded by Carlos Larracilla and Tom Chevalier to improve people’s lives by helping them achieve their career aspirations. The vision for PeopleAhead was conceived in January 2006, with a notion that personality alignment is critical to matching the right people with the right career opportunities. Since then, the idea has grown and morphed into a company that matches the right person with the right career opportunity by aligning personality, competencies, experience, and interests. Tom and CarlosA-3 combine human resources, system development, and sales experience to deliver a groundbreaking, TrueMatch®-branded talent matching network that makes it easier for people to achieve their career aspirations and improves the way companies identify individuals who will be able to contribute to their long-term success. The organizational chart of PeopleAhead is available in Appendix A. 2. Strategic Objectives 2.1. Mission PeopleAhead’s mission is to help individuals with career advancement and improve the human capital in companies. The site will act as a networking platform for professionals and career matching as opposed to job and resumé-posting searches.A-4 Page 62

2.2. Goals Use brand-matching technology: TrueMatch®. Build critical mass of users. Drive traffic to the website through marketing blitzes. Utilize word-of-mouth advertising from satisfied users. 2.3. Business Summary Business Customers: This group provides PeopleAhead’s revenues. Customers purchase contact information about the Top Ten PROfiles gleaned from the individual member base that have been sorted and ranked by the TrueMatch® technology. PeopleAhead will focus on small and medium businesses (see Market Segmentation sectionA-5),

because these entities are underserved by large competitors in the online recruitment market, and because research shows that this demographic has a less efficient recruitment process that would benefit most readily from PeopleAhead’s services. Within this segment, customers include HR managers who are responsible for the sourcing of candidates, functional area managers who require new talent for their team, and executives whose business objectives rely on human capital and efficiency of operations. Individual Members: This group does not pay for services but is the main source of data points for PeopleAhead’s TrueMatch® system. PeopleAhead will focus on building a base of individual members who range from recent graduates to individuals with 5–7 years of continuous employment. Ideal members are those who are currently employed or will be graduating within nine months and are “poised” to make a career change. These individuals can utilize the services to the fullest extent and are valuable candidates for business customers.A-6 2.4. Competitive Advantage TrueMatch® offers a branded technology, marketed to both business customers and individual candidates for its “black box” value proposition, which establishes PeopleAhead as the category leader for recruitment-matching software. This technology provides a point of differentiation from competitors, which may have technically similar matching software but constantly need to reinforce their marketing messages with explanations of their value proposition. For individual candidates, PeopleAhead will be the favoured career advancement platform online, where individuals enthusiastically create a history and have connections (invited friends, coworkers, and mentorsA7) in place that will make PeopleAhead a staple among their favourite websites. PeopleAhead delivers TrueMatch® career opportunities, professional development plans that let people establish a professional record, and valuable career advancement tools, including automatic position feedback, “recommend-a-friend,” and team-based career networking.

For business customers, PeopleAhead makes online sourcing and qualification of candidates quick and efficient by prequalifying potential candidates, seeking recommendations for hard-to-find individuals, and delivering only the Top 10 most highly qualified candidates who have preconfirmed interest in the available position. PeopleAhead will be the most effective candidate–company matching platform available in the market, delivering prequalified, preconfirmed candidates.A-8 3. Situation Analysis—Online Recruitment Online recruitment is the system whereby companies use the web to locate and qualify prospective candidates for available positions. The methods employed by online recruitment service providers to serve this market range from resumé aggregation to assessment test application to linking strategies. However, the common underlying objective is to locate candidates who would not be found by traditional recruitment methods and use computing power to qualify candidates quickly and with more accuracy than would be possible manually. 3.1. Industry Analysis Large online recruitment websites make this a tedious process by requiring companies to search through many resumés manually to find the “right” candidate. Other sites solicit recommendations for positions. However, resumés are often “enhanced,” such that almost all candidates appear qualified, and information found in the resumé or provided through a recommendation is simply insufficient to make an educated hiring decision. Companies need more information and intelligent tools that make this screening process more accurate. Page 63

3.1.1. Market Size The market size for both member segments in 2005 was as follows:A-9

The most critical issue in examining market size is the relationship between the number of companies and the number of workers employed, because sales are based on the number of positions (profiles purchased), not the number of companies that use the service. The following figure shows the number of people employed by each enterprise market segment as of January 2006, according to the U.S. Department of Labor. This segment information will be useful in defining PeopleAhead’s target market.

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3.1.2. Market Growth PeopleAhead will operate in the online recruitment market. The growth of this industry is subject to two primary constraints: U.S. economic health and online recruitment advertisement adoption rates. Understanding these constraints will help to identify PeopleAhead’s opportunity. General indicators suggest the U.S. economy (GDP) will grow at an average annual rate of 4 percent for the next decade.7 Online recruitment advertising is expected to grow by 35 percent per year to reach $7.6 billion by 2010.8 Not only is the market expanding, but it is exhibiting rapid adoption by new entities, as the following graph shows.A-10 9

3.1.3. Market Needs The right person for the right position: The right employee for one company or position is not the same for all others. Companies must locate intelligent individuals with relevant experience, and prefer people who are aligned with the position requirements in terms of personality, competencies, and fit with the company culture. Prescreening qualification tools: Increasing the number of candidates through online recruitment can be advantageous, but it can also be a hindrance. When sourcing candidates, recruiters need tools that help them qualify applicants. Time savings: Companies need to complete the online sourcing and qualification of candidates quickly. Leaving positions unfilled can cause critical performance gaps to emerge within the company. Page 65

3.1.4. Market TrendsA-11 The methods by which online recruitment service providers deliver candidates has been undergoing a migration from resumé aggregation and search services such as Monster and CareerBuilder to new Web 2.0 methodologies that include passive recruitment, “meta tagging,” and social networking. The underlying objective of these Web 2.0 services is to allow individuals to remain on a few trusted websites while enabling companies to access those individuals for financial purposes. In parallel, the focus is moving from aggregation of unique visitors toward engaging existing users more intensively. Internet users are growing familiar with sites that encourage socializing, collaborating, and distributing private information online to help to improve network benefits, and need to be engaged to maintain contact. 3.2. SWOT Analysis Positive

Negative

Internal

Strengths Industry best practices: The networking model used by PeopleAhead draws on the industry accepted “best practices” contact protocols drawn from multiple industries, including online feedback, recruitment, and social networking and offline professional networking. TrueMatch® software aligns business objectives with appropriate candidates. Team expertise: The combined talents of the founders include human resources, system development, sales, and marketing. Web development expertise: PeopleAhead has partnered with an award-winning European software development provider. This company provides quality usually reserved for highbudget projects, at terms that are favourable for a start-up company.

Weaknesses Absence of industry “influentials”: As a start-up, PeopleAhead does not currently have resources to attract influential industry managers. Inability to guarantee critical mass: As is true of many Internet companies, the business must solve the “chicken and egg” puzzle to build critical mass. Verifying efficiency of matching capabilities: In theory, the system has an absolute guarantee of effectiveness; computations make decisions rather than humans. However, the matching capabilities must be verified as accurate to gain widespread acceptance. Broad target market:

Because PeopleAhead is targeting a wide range of businesses, the product being developed has not been “customized” ideally for each segment. External

Opportunities Service gap: Recruiters are not pleased with current online recruitment vendors. Industry gap: Job turnover is every 3.5 years per person. Demand for productive candidates. Online recruitment advertising: Growing by 35% per year, to reach $7.6 billion by 2010.A-12 10 Fragmented business models: Online recruitment is fragmented by recruitment methodology: active (people who need jobs), passive (people who are not looking but would move if enticed), poised (people unsatisfied with jobs they have), and network (finding people of

Threats Convergence: existing competitors may form strategic alliances and establish powerful positions before PeopleAhead can establish itself. Inability to protect model: Very little intellectual property created by online websites is protected by law. Although PeopleAhead will pursue aggressive IP protection strategies, the model could be copied or mimicked by competitors. Inadequate differentiation:

interest based on who or what they know).

Inability to explain our differentiation would relegate PeopleAhead to (unfair) comparisons with competitors. Without differentiation, PeopleAhead will not be able to create scale through network effects.

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3.3. Competition Most online recruitment websites compete in the active recruitment market, including Monster, CareerBuilder, and Yahoo/HotJobs. The pervasive segment includes job seekers who actively look for jobs, post their resumés, and search for jobs on company websites. Most active recruiters offer free services to users and charge companies on a fee basis. Companies can post jobs and search for candidate resumés in the database (average fee for local searches is $500 and nationwide is $1000). In this first-generation online recruitment business model, competitors face the challenge to make the process more user-friendly and reduce the effort required to make these sites deliver results.A-13 Monster: Monster.com is the sixteenth most visited website in the United States, with more than 43 million professionals in its viewer base. Monster earns revenue from job postings, access to its resumé database, and advertisements on websites of partner companies.A-14 Careerbuilder: Careerbuilder.com has experienced 75 percent growth for the past five years. This job post/resumé search company uses its media ownership to attract “passive” candidates from partner websites. It achieves growth through affiliate partnerships that host job searches on

affiliated web pages, such as Google, MSN, AOL, USA Today, Earthlink, BellSouth, and CNN. Job posting is the primary activity, sold together with or separately from resumé searches. Passive Recruitment: The second generation of online recruitment locates candidates who are not necessarily looking for jobs but who could be convinced to move to a new position if the right opportunity was presented. The most recognized competitors in this category include Jobster, LinkedIn, and H3 (Appendix B).A-15 3.4. Company AnalysisA-16 PeopleAhead’s mission is simple: improve people’s lives through career advancement. PeopleAhead recognizes that career advancement means many things to many people and provides a fresh perspective on career networking that is flexible yet powerful: Users are not alone: Finding a job is not easy. Why search solo? PeopleAhead unites groups of friends, coworkers, and mentors to create natural, team-based career discovery. Job posting is not natural: People spend countless hours searching job listings and posting resumés, only to be overlooked because their writing style or resumé format does not match an overburdened recruiter’s preference. Good people make great companies, not resumés. PeopleAhead’s TrueMatch® technology matches the right people with the right position. No posting, no applying—just good, quality matches. Professionals being professionals: There is a place online for social networking, pet networking, and music networking. So why is there no outlet for career networking online—the activity that consumes the majority of our professional lives? PeopleAhead is a place where professionals share their experiences, achievements, and objectives with other professionals that care and can be found by employers who value their professionalism. 3.5. Customer AnalysisA-17 PeopleAhead’s R&D efforts show that the impetus to improve recruitment effectivity is pervasive and that unmet needs revolve around a few core

issues: the ability to find qualified talent, establishing a fit between the candidate and the company culture, verifying the candidate’s career progression, and working quickly and cost-effectively. The following customer characteristics represent ideal attributes that align with PeopleAhead’s service offering. This information might be used in conjunction with the Marketing Strategy. 3.5.1. Business Customer Industry: Because companies that value human capital are more likely to take a chance on a startup that promotes professional development, the broadly defined professional services industry, including insurance, banking, and consulting, is the primary focus. Functional area: PeopleAhead’s system identifies “people” people, so positions that require human interaction are more aligned with system capabilities than those with stringent skill requirements, sets such as programming or accounting. Size: Large businesses (>1000 employees) have high-volume requirements and demand vendors with proven track records; small businesses (60%)

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8.Lego, “More Children Than Ever Experienced LEGO® Play in 2015 as a Result of 19% Sales Growth,” http://www.lego.com/en-us/aboutus/news-room/2016/march/2015-annual-result;Jena McGregor, “For Lego CEO, Rebuilding Was No Children’s Game,” Waterloo Region Record, December 13, 2016, http://www.therecord.com/news-story/7016449-for-lego-ceo-rebuilding-wasno-children-s-game/ (accessed February 7, 2017). 9.P&G, “Latest Sustainability Stories,” http://us.pg.com/sustainability/latest_sustainability_stories/ (accessed June 13, 2016).

10.P&G, “2015 Sustainability Report Executive Summary,” http://cdn.pg.com//media/PGCOMUS/Documents/PDF/Sustanability_PDF/sustainability_reports/2015SustainabilityReportExecutiveS la=en-US&v=1-201512231810 (accessed June 13, 2016). 11.P&G, “Latest Sustainability Stories,” http://us.pg.com/sustainability/latest_sustainability_stories/ (accessed June 13, 2016). 12.P&G, “Purclean Fact Sheet,” http://cdn.pg.com//media/PGCOM/Documents/Innovations/PDF/6224PGInnovationFSTidePurCleancontact%20pdf.pdf? v=1-201603011053 (accessed June 13, 2016). 13.Dale Buss, “Tide Ups Pods and Boosts Purclean as Sustainable Laundry Brand,” Brand Channel, http://www.brandchannel.com/2016/06/10/tide-purclean-061016/, June 10, 2016(accessed June 13, 2016). 19. Elaine Watson, “What’s the Size of the US Gluten-Free Prize? $490m, $5bn, or $10bn?”Food Navigator USA, February 17, 2014,http://www.foodnavigator-usa.com(accessed June 14, 2016). 30. Ellen Byron, “The Cleanest House of All,”The Wall Street Journal,March 20, 2013,http://online.wsj.com(accessed June 14, 2016). 31. Carol Matlack, “Electrolux’s Holy Trinity for Hit Products,”Bloomberg Businessweek,October 31, 2013,http://www.businessweek.com(accessed June 14, 2016). 33. Gabriel Beltrone, Adweek,January 21, 2014,http://www.adweek.com(accessed June 14, 2016). 34. Matlack, “Electrolux’s Holy Trinity for Hit Products.” 35.“Blendtec’s Will it Blend,” Blendtec, www.youtube.com/user/Blendtec, (accessed July 23, 2019). 38.Stefan Stremersch and Walter Van Dyck, “Marketing of the Life Sciences: A New Framework and Research Agenda for a Nascent Field,”Journal of Marketing73 (July 2009), pp. 4–30; Brady Huggett, John Hodgson, and Riku Lähteenmäki, “Public Biotech 2010—The Numbers,”Nature Biotechnology29 (2011), pp. 585–91,http://www.nature.com. 39.Jack Adams, “US Search Engine Market Share Figures Steady in February,”Clickthrough,March 21, 2014,http://www.clickthrough-marketing.com; Steve Lohr, “Can Microsoft Make You ‘Bing’?”The New York Times, July 30, 2011,http://www.nytimes.com; Dina Bass and Jack Clark,

“How Microsoft Plans to Beat Google and Facebook to the Next Tech Breakthrough,”Bloomberg,January 25, 2016,http://www.bloomberg.com/features/2016-microsoftresearch/; NetMarketShare, “Desktop Search Engine Market Share,” May 2016, https://www.netmarketshare.com/search-engine-market-share.aspx; Statista, “Share of Search Queries Handled by Leading U.S. Search Engine Providers as of April 2016,” http://www.statista.com/statistics/267161/market-share-of-search-engines-in-the-united-states/ (accessed June 9, 2016). 40. Jeff Bellairs, “Innovation and Collaboration Swiftly Launch Green Giant Snack Chips,”Taste of General Mills, June 19, 2013,http://www.blog.generalmills.com(accessed June 14, 2016). 41. Josephy Flaherty, “How Home Depot Copied Apple to Build an Ingenious New Bucket,”Wired,December 31, 2013,http://www.wired.com(accessed June 14, 2016). 69.Earls, “About,” https://earls.ca/about (accessed June 13, 2016). Earls, “Conscious Sourcing,” http://conscious-sourcing.earls.ca/ (accessed June 13, 2016). Carrie Tait, “Competing ethical meat standards leave Alberta beef farmers in crossfire,” The Globe and Mail, April 28, 2016, http://www.theglobeandmail.com/news/national/competing-ethical-meatstandards-leave-alberta-beef-farmers-in-crossfire/article29796009/ (accessed June 12, 2016). 71.Jamie Dirom, “Earls Backtracks on Move Away From Canadian beef, Vows to Put It Back on the Menu,” PostMedia, May 4, 2016, http://business.financialpost.com/news/agriculture/earlsbacktracks-on-move-away-from-canadian-beef-vows-to-put-it-back-on-the-menu (accessed June 13, 2016). 49. Frederic Lardinois, Tech Crunch,May 7, 2013,http://www.techcrunch.com(accessed June 14, 2016). 54. Michael Cieply, “New Challenge for Filmmakers: Adding Dimension to 3-D Movies,”The New York Times, August 11, 2013,http://www.nytimes.com(accessed June 14, 2016). 65.Dale Buss, “Tide Ups Pods and Boosts Purclean as Sustainable Laundry Brand,” Brand Channel, June 10, 2016 (accessed June 15, 2016). 81.Natalie Zmuda and Jennifer Rooney, “Hallmark Breaks Out of Special Occasion Mold,”Advertising Age,July 6, 2011,http://adage.com. Chris Morris, "Vinyl Records are at a 28-Year High," Fortune, April 16, 2016,http://fortune.com/2016/04/16/vinyl-sales-record-store-day/ (accessed June 15, 2016). 70. J Derek Antonio, “Canada: Nielsen Year End Music Report 2018,” Nielsen, January 30, 2019, https://popmusiccanada.ca/blogs/news/canada-nielsen-year-end-music-report-2018 (accessed July 23, 2019). 72. Josh O’Kane, “Vinyl Revival: Canadian Company Reinvents the Record Pressing Plant,” The Globe and Mail, February 4, 2016, http://www.theglobeandmail.com/report-on-business/small-

business/startups/canadian-firm-comes-to-the-rescue-of-vinyl-lovers-by-building-new-pressingmachines/article28507701/ (accessed June 15, 2016). 87.David Pogue, “Google Glass and the Future of Technology,”The New York Times,September 13, 2012 ,http://pogue.blogs.nytimes.com (accessed June 15, 2016). 88.Google Glass, http://www.google.com/glass/start/how-to-get-one/w zmzHq 89.David Zax, “Google Glass’s Unexpected Lessons in Product Launching,”Fast Company,February 3, 2014, http://www.fastcompany.com (accessed June 15, 2016). 90.Ibid. 91.Claire Cain Miller, “Google Glass to Be Covered by Vision Care Insurer VSP,”The New York Times,January 28, 2014,http://www.nytimes.com (accessed June 15, 2016). 92.Ben Sisario, “Google Glass Will Expand Its Features Into Music,”The New York Times,November 12, 2013, http://www.nytimes.com (accessed June 15, 2016). 93. Tony Danova, “BI Intelligence Forecast: Google Glass Will Become a Mainstream Product and Sell Millions by 2016,”Business Insider,December 31, 2013,http://www.businessinsider.com (accessed June 15, 2016). 94.Kevin C. Tofel, “Why Google Glass Costs $1500 Now and Will Likely Be Around $299 Later,”Gigaom,August 8, 2013,http://gigaom.com; Liz Gannes, “Google Glass Could Be $3Billion-a-Year Business, Says Analyst,” All Things Digital,September 4, 2013,http://allthingsd.com (accessed June 15, 2016). 95.Google Glass, https://www.google.ca/glass/start/ (accessed June 15, 2016). 96.Ian Altman, “Why Google Glass Failed and Why Apple Watch Could Too,” Forbes, April 28, 2015, http://www.forbes.com/sites/ianaltman/2015/04/28/why-google-glass-failed-and-why-applewatch-could-too/2/#3bb9eddb5103 (accessed June 15, 2016). 97.Bob Doyle, “5 Reasons Why Google Glass Was a Miserable Failure,” February 28, 2016, http://www.business2community.com/tech-gadgets/5-reasons-google-glass-miserable-failure01462398#qygGm3uscVi3reMD.97 (accessed June 15, 2016). 98. Brooke Crothers, “The Google Glass Epic Fail: What Happened?” Fox News,http://bgr.com/2015/06/27/google-glass-epic-fail-what-happened/ (accessed June 15, 2016). 99.Amir Efrati and Geoffrey A. Fowler, “Google Glass Is Watching—Now What?”The Wall Street Journal,May 17, 2013,http://online.wsj.com (accessed June 15, 2016). 100.Nick Bilton, “Google Offers a Guide to Not Being a ‘Creepy’ Google Glass Owner,”The New York Times, February 19, 2014,http://bits.blogs.nytimes.com (accessed June 15, 2016).

42.Canada Newswire, “For Over 30 Years, Loblaw’s No Name Products Have Shown Canadians They Don’t Have to Trade Quality for Price,” January 13, 2016, http://www.newswire.ca/newsreleases/for-over-30-years-loblaws-no-namer-products-have-shown-canadians-they-dont-have-totrade-quality-for-price-536984231.html (accessed June 16, 2016). †All information presented in Entrepreneurial Marketing 8.1 comes from personal interviews with Bryan Fedorak, co-founder of Bartesian and “About,” Bartesian, www.bartesian.com/product (accessed July 22, 2019). 6. Canada Goose, “Canada Goose Reports Results for Fiscal Year 2019,” May 29, 2019, https://investor.canadagoose.com/English/news-results-and-presentations/press-release/pressrelease-details/2019/Canada-Goose-Reports-Results-for-Fiscal-Year-2019/default.aspx/ (accessed July 25, 2019). 6.Francine Kopun, “Moose Knuckles CEO Confirms Not All Parkas Made in Canada,”The Toronto Star, April 26, 2016, www.thestar.com/business/2016/04/27/moose-knuckles-rapped-over-made-incanada-claims.html (accessed June 20, 2016). 10. Adrienne Pasquarelli, “Canada Goose Wants Shoppers to Know It's More Than Just Parkas,” Advertising Age, April 20, 2016, http://adage.com/article/cmo-strategy/canada-gooseparkas/303629 (accessed June 20, 2016). 11. Kim Bhasin, “Can Canada Goose Come In From the Cold?” Bloomberg, June 6, 2016, http://www.bloomberg.com/news/articles/2016-06-06/can-canada-goose-come-in-from-the-cold? (accessed June 20, 2016). 12. Harmeet Singh, “Canada Goose Set to Open Flagships,” Strategy Online, May 26, 2016, http://strategyonline.ca/2016/05/26/canada-goose-set-to-open-flagships (accessed June 20, 2016). 5. “Cannes 2016: Canada Goose, Leo, Grey and Critical Mass Pick Up Lions,” Strategy Online, June 21, 2016, http://strategyonline.ca/2016/06/21/cannes-2016-canada-goose-leo-grey-andcritical-mass-pick-up-lions (accessed June 21, 2016).

25.Mike O’ Brien, “What Makes Ben & Jerry’s So Good at Social?” ClickZ, June 7, 2016, https://www.clickz.com/2016/06/07/what-makes-ben-jerrys-so-good-at-social?; Meira Bernstein, “How Ben and Jerry’s Celebrates Community and Creates Loyal Fans,” Global Strategy Group, www.globalstrategygroup.com/2013/07/how-ben-and-jerrys-celebrates-community-and-createsloyal-fans/; Tom Szaky, “Social Media an Invaluable Tool for Helping Conscious Consumers Live Even More Consciously,” Sustainable Brands, http://www.sustainablebrands.com/news_and_views/behavior_change/tom_szaky/social_media_invaluable_tool_he (accessed June 22, 2016). Austin Carr, “Deep Inside Taco Bell's Doritos Locos Tacos,”Fast Company,May 1, 2013,http://www.fastcompany.com(accessed June 22, 2016). 18.Austin Carr, Fast Company,May 1, 2013,http://www.fastcompany.com/3008346/deep-insidetaco-bells-doritos-locos-taco(accessed June 22, 2016).

19.Ellen Byron, “Tide Turns ‘Basic’ for P&G in Slump,”The Wall Street Journal,August 6, 2009; Barry Silverstein, “P&G Scrubs Out Tide Basic,”BrandChannel,June 6, 2010,http://www.brandchannel.com. 20.Natalie Zmuda, “Under Armour Unveils Anthem to Kick Off Its Biggest Global Ad Push,”Advertising Age, February 12, 2013, http://adage.com/article/see-the-spot/armour-unveilsbiggest-global-advertising-campaign/239769/(accessed June 22, 2016). 30. Rob Walker, “How RadioShack Plans to Rescue Itself From Irrelevance,”Yahoo Tech,February 12, 2014,https://www.yahoo.com/tech/how-radioshack-plans-to-rescue-itself-from-irrelevance76424164006.html (accessed June 22, 2016). **Tiffany Hsu, “Coca-Cola Anti-Obesity Promises Include No Advertising to Kids,”Los Angeles Times,May 8, 2013,http://articles.latimes.com; Mike Esterl and Paul Ziobro, “Coke to Limit Ads to Kids, Push Diet Drinks,” The Wall Street Journal,http://online.wsj.com; Henriette Jacobsen, “Denmark Scraps Its Infamous Fat Tax After Only One Year,” EurActiv.com, February 21, 2016, www.euractiv.com/section/agriculture-food/news/denmark-scraps-its-infamous-fat-tax-after-onlyone-year/; Ivana Kottasova, “UK to Charge Soda Tax on Sugary Drinks,” CNN Money, April 4, 2016, http://money.cnn.com/2016/03/16/news/sugar-levy-uk-budget/; “Philadelphia Becomes First Major US City With a Soda Tax,” The Guardian, June 16, 2016, www.theguardian.com/usnews/2016/jun/16/philadelphia-passes-soda-tax-first-city-sugar; Patrick Luciani, “Soda Tax Would Leave Canadians Poorer, but NoHealthier,” The Financial Post, May 11, 2016, http://business.financialpost.com/fp-comment/patrick-luciani-soda-tax-would-leave-canadianspoorer-but-no-healthier (accessed June 21, 2016);Harmeet Singh, “Canadians Concerned About Sugar’s Impact on Health,” StrategyOnline, February 15, 2017, http://strategyonline.ca/2017/02/15/canadians-concerned-about-sugars-impact-on-health; Amanda Jones, J. Lennert Veerman & David Hammon, “THE HEALTH AND ECONOMIC IMPACT OF A TAX ON SUGARY DRINKS IN CANADA,” January 2017, www.heartandstroke.ca/-/media/pdffiles/canada/media-centre/the-health-and-economic-impact-of-a-sugary-drink-tax-in-canadasummary.ashx?la=en&hash=69765598FF624EE7D8586EBAD7BCF96835F3FA10; Peter Zimonjic, Katie Simpson, “No tax on sugary drinks in federal Liberal platform, says health minister,” May 28, 2019,www.cbc.ca/news/politics/sugary-drinks-tax-a-no-go-1.5153015;Nielsen, “Hitting the Sweet Spot,” July 18, 2019,www.nielsen.com/apac/en/insights/article/2019/hitting-thesweet-spot(accessed July 25, 2019). 35.Katherine Rosman, “Grumpy Cat Has an Agent, and Now a Movie Deal,” The Wall Street Journal,May 31, 2013,http://www.wsj.com/articles/SB10001424127887324412604578513352795950958(accessed June 22, 2016). 39. Robert Klara, “For Some Retail Brands, Lifetime Guarantees Never Went Out of Fashion,”Adweek,March 17, 2014,http://www.adweek.com/news/advertising-branding/some-retailbrands-lifetime-guarantees-never-went-out-fashion-156314(accessed June 22, 2016). 57. David Friend, “Tim Hortons® Pulling Cold Stone Creamery Ice Cream From Canadian Stores,” The Canadian Press,February 20, 2014, http://www.ctvnews.ca/business/tim-hortons-pulling-coldstone-creamery-ice-cream-from-canadian-stores-1.1695303 (accessed June 22, 2016). 62.“Microsoft, Waste Management, The Coca-Cola Company and More at Sustainability in

Packaging 2014,” Sustainability in Packaging,January 6, 2014, http://www.smitherspira.com/news/2014/january/companies-at-sustainability-in-packaging-2014 (accessed June 23, 2016). 70. Kate Little, “Chobani Yogurt Is Latest Victim in Shrinking Grocery Case,”CNBC,January 4, 2014,http://www.cnbc.com/2014/01/04/chobani-yogurt-is-latest-victim-in-shrinking-grocerycase.html (accessed June 23, 2016). 65.Susan Berfield, “Brand Oprah Has Some Marketing Lessons,”Bloomberg Businessweek,May 19, 2011, http://www.bloomberg.com/news/articles/2011-05-19/brand-oprah-has-some-marketinglessons (accessed June 23, 2016). 73.Tierney Sneed, “‘Lindsay’ Just as Much About Oprah’s Recovery as Lindsay Lohan’s,”U.S. News & World Report,March 5, 2014,http://www.usnews.com/news/articles/2014/03/05/lindsayjust-as-much-about-oprahs-recovery-as-lindsay-lohans (accessed June 23, 2016). 66.Ibid. 67.Luisa Kroll and Kerry Dolan, “The World's Billionaires,”Forbes, March 1, 2016,https://www.forbes.com/billionaires/; “America's Richest Self-Made Women,” Forbes, https://www.forbes.com/self-made-women/list/(accessed February 9, 2017). 68.Sara Krulwich, “Oprah Winfrey,”The New York Times,May 25, 2011,http://topics.nytimes.com. 69.“The Dr. Oz Show,” Oprah Radio, June 3, 2011,http://www.oprah.com; “The Dr. Laura Berman Show,” Oprah Radio, June 1, 2011,http://www.oprah.com. 70.“eCirc for Consumer Magazines,”Alliance for Audited Media,http://abcas3.auditedmedia.com/ecirc/magtitlesearch.asp (accessed June 23, 2016). 71.Alessandra Stanley, “Among the Lectures, a Bit of Shtick,”The New York Times,October 14, 2011, http://www.nytimes.com/2011/10/15/arts/television/the-rosie-show-and-oprahs-lifeclass-onown.html (accessed June 23, 2016). 72.Oprah's Lifeclass,Oprah.com,http://www.oprah.com (accessed June 23, 2016). 63. Sheila Shayon, “Unilever Makes Progress on Sustainable Living Plan,” Brand Channel, November 24, 2015,http://www.brandchannel.com/2015/11/24/unilever-sustainability-112415; Sheila Shayon, “Unilever Urges Consumers to Rethink Recycling and Fight ‘Bottle Bias’,” Brand Channel, April 20, 2016,http://www.brandchannel.com/2016/04/20/unilever-recycling-042016; Unilever, “Our Sustainability Journey: How Far Have We Come?” May 12, 2016, https://www.unilever.com/sustainable-living/sustainable-living-news/news/Our-sustainabilityjourney-how-far-have-we-come.html (accessed June 23, 2016). 19. Megan Griffith-Greene, “Self-Checkouts: Who Really Benefits From the Technology?” CBC News, January 28, 2016, http://www.cbc.ca/news/business/marketplace-are-you-being-served1.3422736 (accessed June 29, 2016).

20. Cineplex, “2016 First Quarter,” March 31, 2016, http://irfiles.cineplex.com/reportsandfilings/annuallyquarterlyreports/2016/CineplexQ1Report2016FINAL.pdf (accessed June 29, 2016). 34.Skytrax, “The World’s Best Low-Cost Airlines in 2015,” http://www.worldairlineawards.com/Awards/worlds_best_lowcost_airlines.html (accessed June 29, 2016). 31. WestJet, “2018 Annual Report,”https://www.westjet.com/assets/wjweb/documents/en/investorMedia/WestJet-2018-Annual-Report.pdf(accessed July 30, 2019). 3.Bruce Davis, “GoTire Evaluating Options for U.S. Launch,” July 22, 2015, http://www.tirebusiness.com/article/20150722/NEWS/150729960/go-tire-evaluating-options-for-us-launch (accessed June 29, 2016). 16. Choice Hotels, “Special Guest Policies,”http://www.choicehotels.com. 17. Andrew Adam Newman, “A Gym for People Who Don’t Like Gyms,”The New York Times,January 2, 2013,http://www.nytimes.com. **Velofix,“About Us,” www.velofix.com/; “ Velofix Announces 50th Franchise Sold,” June 8, 2016, www.velofix.com/velofix-announces-50th-franchise-sold/;Bob Vrbanac, “Shifting Into High Gear,” The Waterloo Chronicle, May 11, 2016, www.waterloochronicle.ca/news-story/6548796shifting-into-high-gear/; BDC, “Franchising Accelerates Growth for Bike Repair Firm,” www.bdc.ca/en/articles-tools/business-strategy-planning/manage-growth/pages/one-companygrowth-story.aspx; Mary Teresa Bitti, “How a $300,000 Dragons’ DenDeal Is Setting Velofix on the Road to Growth,” The Financial Post, November 30, 2014, http://business.financialpost.com/entrepreneur/deal-with-dragon-sets-mobile-repair-shop-on-roadto-growth-2; Velofix, “velofix Announces Growth Financing from MacKinnon, Bennett & Company ,” May 17, 2019,www.velofix.com/company/news-events/velofix-announces-growthfinancing-from-mackinnon-bennett-company/ (accessed July 30, 2019). 27. Michael Hinshaw, “The Real Value in Voice of the Customer: The Customer Experience,”CMO, March 29, 2016, http://www.cmo.com/opinion/articles/2016/3/29/the-realvalue-in-voice-of-the-customer-the-customer-experience.html (accessed June 29, 2016). 28. Janelle Barlow, “A Complaint Is a Gift, Using Customer Feedback as a Strategic Tool,” http://www.tmius.com/(accessed June 29, 2016). Zipcar, "avis budget group to acquire zipcar for $12.25 per share in cash," Jan. 2, 2013, http://www.zipcar.com/press/releases/avis-budget-group-acquires-zipcar (accessed June 30, 2016). Marguerite Darlington, “The History and Future of Mobile's Role in Fashion,”FashionablyMarketing.me,November 22, 2011. 39.J.D. Power, “Travelocity.com Ranks Highest in Overall Satisfaction Among Online Travel Agencies,” April 30, 2014, http://www.jdpower.com/press-releases/2014-online-travel-agencysatisfaction-report(accessed June 30, 2016).

38. “About Travelocity,” Travelocity, https://www.travelocity.ca/p/about (accessed March 1, 2017). 41. Brodie Thomas, “McDonald’s Rolls Out Touchscreen Order Kiosks in Calgary,” Calgary Metro, November 26, 2015,http://www.metronews.ca/news/calgary/2015/11/26/mcdonalds-rollsout-touchscreen-order-kiosks-in-calgary.html (accessed June 30, 2016). 5. Calgary Poop Troop, “Common Questions,” http://calgarypooptroop.com/questions; Poop Patrol, “FAQ,” http://www.poop-patrol.com/faq.html;(http://www.cbc.ca/news/canada/novascotia/halifax-dog-poop-cleaning-companies-taking-care-of-business-1.3048401;Scoopy Doo, “How Does It Work?”http://www.scoopydoo.ca/how-does-it-work.html; Scoopy Doo, “The Poop Patrol,” http://scoopydoodoo.com/about-us/ (accessed July 1, 2016). 35.Kirsten Acuna, “Google Says It Can Predict Which Films Will Be Huge Box Office Hits,”Business Insider,June 6, 2013. 5.Mae Anderson, “Procter & Gamble to Introduce Lower-Priced Tide Called ‘Tide Simply Clean and Fresh’ in 2014,” Canadian Business, http://www.canadianbusiness.com/business-news/proctergamble-to-introduce-lower-priced-tide-called-tide-simply-clean-and-fresh-in-2014/ (accessed July 3, 2016). 4.P&G, “Tide,” http://www.tide.com/en-CA/product/tide-simply-clean-fresh.jspx (accessed July 3, 2016). 3.Ng, “At P&G, New Tide Comes In.” 2.Dale Buss, “P&G Looks to Wring More Value Out of Tide Brand With Lower-Priced Detergent,”BrandChannel, September 4, 2013,http://brandchannel.com/2013/09/04/pg-looks-towring-more-value-out-of-tide-brand-with-lower-priced-detergent/ (accessed July 3, 2016). 1.Serena Ng, “At P&G, New Tide Comes In, Old Price Goes Up,”The Wall Street Journal,February 10, 2014, http://www.wsj.com/articles/SB10001424052702304450904579368852980301572 (accessed July 3, 2016). 20.Richard Blackwell and David Parkinson, “Why Tourism Is a Bright Spot,” The Globe and Mail, February 13, 2016, p . B6. 19. Marina Strauss, “McDonald’s Canada Opens First Cafe to Take on Tim Hortons®, Starbucks,” The Globe and Mail, December 9, 2015, http://www.theglobeandmail.com/report-onbusiness/mcdonalds-canada-opens-first-mccafe-standalone-in-toronto/article27653086/; Brenda Bouw, “McDonald’s Gets Social Over Coffee Grams,” Marketing Magazine, February 29, 2016,http://www.marketingmag.ca/consumer/mcdonalds-gets-social-over-coffee-grams-169176 (accessed March 2, 2017). 29.Marina Strauss, “Sears Canada to Adjust Prices Daily in Bid to Return to Profit,”The Globe and Mail, June 9, 2016, p . B3. 30. “Competition Bureau Investigates HBC, Sears for Deceptive Mattress Marketing,”CBC News, http://www.cbc.ca/news/business/competition-bureau-investigates-hbc-sears-for-deceptive-

mattress-marketing-1.2967460; Solomon Israel, “Hudson's Bay Co. Misled Consumers on Mattress Prices, Says Competition Bureau,”CBC News, http://www.cbc.ca/news/business/competitionbureau-hudsons-bay-mattress-1.3994068 (accessed March 2, 2017). 31. Comeptition Bureau, “Price-Related Representations,” http://www.competitionbureau.gc.ca/eic/site/cb-bc.nsf/eng/00522.html#false (accessed July 3, 2016). 42.Steve Lohr, “Drafting Antitrust Case, F.T.C. Raises Pressure on Google,”The New York Times,October 12, 2012,http://www.nytimes.com; Claire Cain Miller, “Europeans Reach Deal With Google on Searches,”The New York Times,April 14, 2013,http://www.nytimes.com. 43.Ryan McQueeney, “Google's Antitrust Case in Europe, Explained,” August 28, 2015, http://www.nasdaq.com/article/googles-antitrust-case-in-europe-explained-cm514694 (accessed July 3, 2016). 35. Tom Bawden, “Bloody Nose for OFT in Row Over Tobacco Price-Fixing,”The Independent (London),December 13, 2011,http://www.independent.co.uk; “The Marlboro Cartel,”http://www.smokingate.com. 49.Jeff Gray, “Chocolate Bar Price-Fixing Case Against Mars Dropped by Prosecutors,” The Globe and Mail, September 10, 2015, http://www.theglobeandmail.com/report-on-business/industrynews/the-law-page/chocolate-price-fixing-charges-dropped-against-mars-others/article26308396/ (accessed July 3, 2016). 36. This case was written by Jeanne L. Munger (University of Southern Maine) in conjunction with the textbook authors Dhruv Grewal and Michael Levy, as a basis for class discussion rather than to illustrate effective or ineffective marketing practices. 37. Planet Fitness, “Planet Fitness Continues Successful Growth With Puerto Rico Expansion,” November 9, 2013, http://www.planetfitness.com/news/planet-fitness-continues-successful-growthpuerto-rico-expansion (accessed July 3, 2016). 38. Planet Fitness, “Welcome to Planet Fitness,” http://www.planetfitness.com/ (accessed July 3, 2016). 41. Planet Fitness, “Memberships,” https://www.planetfitness.ca/gym-memberships (accessed July 26, 2019). Andrew Adam Newman, “A Gym for People Who Don't Like Gyms,”The New York Times,January 3, 2013 (accessed July 3, 2016). 39. Andrew Adam Newman, “A Gym for People Who Don't Like Gyms,”The New York Times,January 3, 2013 (accessed July 3, 2016). 40. Judith Ohikuare, “The Secret of Planet Fitness’s Success,”Inc.,February 2013,http://www.inc.com/magazine/201302/judith-ohikuare/the-secret-of-planet-fitnessssuccess.html (accessed July 3, 2016).

42. Beth Kowitt, “The Southwest Airlines of the Gym Business,”Fortune,November 21, 2013, http://fortune.com/2013/11/21/the-southwest-airlines-of-the-gym-business/ (accessed July 3, 2016). 44. Newman, “A Gym for People.” 46. Anthony Dominic, “Planet Fitness Opens 230 New Clubs, Reports 33 Percent Growth in 2018 Revenue,” Club Industry, February 28, 2019, https://www.clubindustry.com/news/planet-fitnessopens-230-new-clubs-reports-33-percent-growth-2018-revenue (accessed August 2, 2019). *Clare O’Connor, “Two 24-Year-Old Women Raise $1.7M for Tech to Streamline Construction Projects,” April 22, 2016, http://nytlive.nytimes.com/womenintheworld/2016/04/22/meet-the-24year-old-women-streamlining-the-construction-industry/ (accessed July 4, 2016). Peter Nowak, “How BridgIt’s app keeps big construction projects on time and budget,” Canadian Business, July 15, 2015, http://www.canadianbusiness.com/innovation/waterloo-startups-2015bridgit/(accessed July 4, 2016). †Lauren Lake, Keynote Speech at WIMin Ideathon, University of Waterloo, March 5, 2016. ††Deidre Kelly, “Graduates’ App for Tracking Construction Defects Takes Off,” The Globe and Mail, December 24, 2014, www.theglobeandmail.com/report-on-business/small-business/sbgrowth/the-challenge/graduates-app-for-tracking-construction-defects-takes-off/article22164725/; Andrea Bellemare and Danielle Kappele, “Kitchener Construction Tech Firm Bridgit Raises $2.2 Million in Seed Funding,” CBC News, www.cbc.ca/news/canada/kitchener-waterloo/kitchenerconstruction-tech-firm-bridgit-raises-2-2-million-in-seed-funding-1.3544552 (accessed July 4, 2016). 18.Clare O’Connor, “Two 24-Year-Old Women Raise $1.7M For Tech To Streamline Construction Projects,” April 22, 2016, http://nytlive.nytimes.com/womenintheworld/2016/04/22/meet-the-24year-old-women-streamlining-the-construction-industry/ (accessed July 4, 2016). **Peter Nowak, “How BridgIt’s App Keeps Big Construction Projects on Time and Budget,” Canadian Business, July 15, 2015, www.canadianbusiness.com/innovation/waterloo-startups-2015bridgit/ (accessed July 4, 2016). 22.Barbara Shecter, “Canadian Banks Got Slightly Better Deal on Apple Pay: Source,” The Financial Post, May 10, 2016, http://business.financialpost.com/news/fp-street/canadian-banksgot-slightly-better-deal-on-apple-pay-source (accessed July 4, 2016). David Berman, “The price of Apple Pay: A hard bargain for Canada's banks,” The Globe and Mail, May 10, 2016, http://www.theglobeandmail.com/report-on-business/big-banks-pay-a-steep-priceto-bring-apple-pay-to-canada/article29961276/ (accessed July 4, 2016). 23.David Berman, “The Price of Apple Pay: A Hard Bargain for Canada’s Banks,” The Globe and Mail, May 10, 2016, http://www.theglobeandmail.com/report-on-business/big-banks-pay-a-steepprice-to-bring-apple-pay-to-canada/article29961276/ (accessed July 4, 2016).

24.Shane Dingman, “Five Things to Know About Using Apple Pay in Canada,” The Globe and Mail, May 10, 2016, http://www.theglobeandmail.com/technology/tech-news/five-things-to-knowabout-using-apple-pay-in-canada/article29953516/; Apple Pay, http://www.apple.com/ca/applepay/ (accessed July 4, 2016). 8. Taylor Martin, “How to Share Spotify Premium With Your Family,”Cnet, June 6, 2016, http://www.cnet.com/how-to/how-to-share-spotify-premium-with-your-family/ (accessed July 4, 2016). 9. Rick Stella and Brandon Widder, “Spotify vs. Apple Music: Who Wins the Ultimate Streaming Showdown?”Digital Trends, March 7, 2016,http://www.digitaltrends.com/music/apple-music-vsspotify/ (accessed July 4, 2016). 45. Mallory Schlossberg,“The Fastest-Growing Gym in America has $10 Memberships and Gives Out Free Pizza, Bagels, and Candy, ” Business Insider, December 12, 2015,http://www.businessinsider.com/planet-fitnesss-business-profile-2015-10;Planet Fitness, “About Planet Fitness,” https://www.planetfitness.com/about-planet-fitness; “Planet Fitness to Open its Doors to Teens For Free All Summer Long,” Cision, https://www.newswire.ca/newsreleases/planet-fitness-to-open-its-doors-to-teens-for-free-all-summer-long-846961822.html (accessed August 2, 2019). 45. G. P. Kiesmüller and R. A. C. M. Broekmeulen, “The Benefit of VMI Strategies in a Stochastic Multi-Product Serial Two Echelon System,”Computers and Operations Research37, no. 2 (2010), pp. 406–16; Dong-Ping Song and John Dinwoodie, “Quantifying the Effectiveness of VMI and Integrated Inventory Management in a Supply Chain With Uncertain Lead-Times and Uncertain Demands,”Production Planning & Control19, no. 6 (2008), pp. 590–600; S. P. Nachiappan, A. Gunasekaran, and N. Jawahar, “Knowledge Management System for Operating Parameters in TwoEchelon VMI Supply Chains,”International Journal of Production Research45, no. 11 (2007), pp. 2479–505; Andres Angulo, Heather Nachtmann, and Matthew A. Waller, “Supply Chain Information Sharing in a Vendor Managed Inventory Partnership,”Journal of Business Logistics25 (2004), pp. 101–20. 17. “Martin’s Family Fruit Farm Apple Chips Now Available at Starbucks,” 570NEWS, January 13, 2015, http://www.570news.com/2015/01/13/martins-family-fruit-farm-apple-chips-now-availableat-starbucks/ (July 5, 2016). 1.Greg Besinger, “Amazon Wants to Ship Your Package Before You Buy It,”The Wall Street Journal,January 17, 2014,http://blogs.wsj.com/digits/2014/01/17/amazon-wants-to-ship-yourpackage-before-you-buy-it/ (accessed July 5, 2016). 22. Rachel Sam, “Warby Parker: No Blind Spots for the Company That’s Revolutionizing Eyewear,” Harvard Business School Open Knowledge, December 7, 2015, https://rctom.hbs.org/submission/warby-parker-no-blind-spots-for-the-company-thatsrevolutionizing-eyewear/ (accessed July 6, 2016). 18.Kyle Stock and Venessa Wong, “Chipotle: The Definitive Oral History,” http://www.bloomberg.com/graphics/2015-chipotle-oral-history/ (accessed June 3, 2016).

19.Ibid. 20.Millennial Marketing, “Millennial Target: Chipotle Has Fresh Appeal,” http://www.millennialmarketing.com/2009/09/millennial-target-chipotle-has-fresh-appeal/ (accessed June 3, 2016). 21.Fundable, “Chipotle Startup Story,” https://www.fundable.com/learn/startup-stories/chipotle (accessed June 3, 2016). 22.Chipotle, “2015 Annual Report,” http://ir.chipotle.com/phoenix.zhtml?c=194775&p=irolreportsAnnual (accessed June 3, 2016). 23.Sarah Whitten, “CDC Declares Chipotle-Linked E. coli Outbreak Over,” http://www.cnbc.com/2016/02/01/cdc-declares-chipotle-linked-e-coli-outbreak-over.html (accessed June 3, 2016). 24.Ibid. 25.Susan Berfield, “Inside Chipotle’s Contamination Crisis,” http://www.bloomberg.com/features/2015-chipotle-food-safety-crisis/ (accessed June 3, 2016). 26.Bloomberg, “Chipotle Sales Plunged 36% in January,” http://www.bloomberg.com/news/videos/2016-02-03/chipotle-sales-plunged-36-in-january (accessed June 3, 2016). 27.Chipotle, “Chipotle Commits to Become Industry Leader in Food Safety,” http://ir.chipotle.com/phoenix.zhtml?c=194775&p=irol-newsArticle&ID=2120228 (accessed July 6, 2016). 28.Mark Miller, “Burritos With Benefits: Chipotle Seeks Growth With Limited Loyalty Program,” http://www.brandchannel.com/2016/06/28/chipotle-chiptopia-loyalty-program-062816/ (accessed July 6, 2016). 30.Sabrina Maddeaux,“Vision Quest,” The Globe and Mail, June 25, 2016, p . 5. 36.Sabrina Maddeaux,“Vision Quest,” The Globe and Mail, June 25, 2016, p . 5. 39. Sabrina Maddeaux,“Vision Quest,” The Globe and Mail, June 25, 2016, p . 5.

Hannah Ritchie, “Two Birds Apparel Bring Sustainable Fashion Home to Canada,” Sustainable Brands, Jan. 28, 2015, http://www.sustainablebrands.com/news_and_views/startups/hannah_ritchie/two_birds_apparel_bring_sustainable_ (accessed July 7, 2016).

“Style Q&A: Daniel and Tiffany Andrew of Two Birds Apparel inspired by nature,” Vancouver Sun, January 8, 2014, http://www.vancouversun.com/life/Style+Daniel+Tiffany+Andrew+Birds+Apparel+inspired+nature/9368318/story.

(accessed July 7, 2016). Jessica McIlroy, “Two Birds Apparel,” The Inseam, January 27, 2014, http://www.vancouverisawesome.com/2014/01/27/the-inseam-vol-85-two-birds-apparel/ (accessed July 6, 2016). TurnAround Couriers, “Our Story,” http://www.turnaroundcouriers.com/about/ (accessed July 6, 2016). Ibid. “Two Birds Apparel” “Style Q&A: Daniel and Tiffany Andrew of Two Birds Apparel inspired by nature” 34. Nurun, “Building a Better Shopping Experience,”http://www.nurun.com/en/our-thinking/futureof-retail/building-a-better-shopping-experience/ (accessed July 25, 2016). 35. Aimee Picchi, “How ‘Smart Mirrors’ Are Boosting Clothing Sales,” MoneyWatch, May 13, 2015,http://www.cbsnews.com/news/how-smart-mirrors-are-boosting-clothing-sales/ (accessed July 25, 2016). 38. Christopher Reynolds, “Sport Chek Blends Physical and Digital With New Square One Store,” The Toronto Star, November 19, 2015,https://www.thestar.com/business/2015/11/19/sport-chekblends-physical-and-digital-with-new-square-one-store.html (accessed July 25, 2016). 51. Forrester, “ Forrester Analytics: Online Retail Forecast, 2018 To 2023 (Canada),” June 28, 2018,https://www.forrester.com/report/Forrester+Analytics+Online+Retail+Forecast+2018+To+2023+Canada//E-RES143847; Lily Varon, "Driving eCommerce growth in Canada: Key Metrics, Insights & Recommendations," Retail Council of Canada, June 22, 2018, https://portal.retailcouncil.org/_entity/annotation/b54d9b78-2dd9-e811-a97e000d3af3d307/7b138792-1090-45b6-9241-8f8d96d8c372?t=1540917066471; J. Clement, “Retail e-commerce revenue in Canada from 2017 to 2023 (in million U.S. dollars),” Statista, Jan. 16, 2019, https://www.statista.com/statistics/289741/canada-retail-e-commerce-sales/ (accessed August 12, 2019). 6. Mediacorp Canada, “Canadian Tire Corporation Limited,” https://content.eluta.ca/top-employercanadian-tire; Statista, “Revenue of Canadian Tire Corporation in Canada from 2012 to 2018 (in billion Canadian dollars),” https://www.statista.com/statistics/448346/revenue-of-canadian-tirecanada/ (accessed August 12, 2019). Canadian Tire Outlines Strategy for Growth Focused on Core Business, http://www.newswire.ca/en/releases/archive/April2010/07/c8276.html (accessed July 28, 2016). [1] “Canadian Tire Corporation, Limited,” http://www.referenceforbusiness.com/history/CaCh/Canadian-Tire-Corporation-Limited.html (accessed July 28, 2016). Canadian Tire Outlines Strategy for Growth Focused on Core Business, http://www.newswire.ca/en/releases/archive/April2010/07/c8276.html (accessed July 28, 2016).

8.“Canadian Tire Corporation, Limited,” http://www.referenceforbusiness.com/history/CaCh/Canadian-Tire-Corporation-Limited.html (accessed July 28, 2016). 9. “Canadian Tire Corporation, Limited.” 11. Josh Kolm, “Canadian Tire Navigates a Reinvention,” Strategy Online, July 8, 2015, http://strategyonline.ca/2015/07/08/canadian-tire-navigates-a-reinvention (accessed March 12, 2017). 12. Canadian Tire, “Awards & Recognition,” http://corp.canadiantire.ca/EN/ABOUTUS/Pages/AwardsRecognition.aspx (accessed July 28, 2016). Marina Strauss, “Canadian Tire's innovative digital move raises sales,” The Globe and Mail, May 12, 2016, http://www.theglobeandmail.com/report-on-business/canadian-tire-goes-back-to-the-future-withinnovative-new-print-catalogue/article29999871/ (accessed July 28, 2016). 8.Marina Strauss, “Canadian Tire’s Innovative Digital Move Raises Sales,” The Globe and Mail, May 12, 2016, http://www.theglobeandmail.com/report-on-business/canadian-tire-goes-back-to-the-future-withinnovative-new-print-catalogue/article29999871/ (accessed July 28, 2016). 9.Ibid. 17.Melissa Mancini, “Bargains at Winners Not Always What They Appear,” CBC News, January 8, 2016, http://www.cbc.ca/news/business/winners-compare-at-prices-1.3393883. 18.Ibid. 19.Marketplace Blog, January 8, 2016, http://www.cbc.ca/marketplace/blog/company-responsewinners (accessed July 29, 2016). 20.Ibid. 21. “TJ Maxx Sued Over ‘Compare At’ Prices,” ABC News, July 23, 2015, http://abcnews.go.com/Business/tj-maxx-sued-compare-prices/story?id=32636566 (accessed July 29, 2016). ***“Consolidated Financial Statements,” MOUNTAIN EQUIPMENT CO-OPERATIVE, June 7, 2019, http://meccms.wpengine.com/wp-content/uploads/2017/06/2019-02-24-MountainEquipment-Co-Op-FS-AR_digital-signatures.pdf; MEC, “Our Roots,” www.mec.ca/en/explore/ourroots; MEC, “2018-19 Scorecard,” www.mec.ca/en/explore/performance-summary; Justin Dallaire, “MEC tops the 2019 Gustavson Brand Trust Index,” Strategy, May 1, 2019, http://strategyonline.ca/2019/05/01/mec-tops-the-2019-gustavson-brand-trust-index (accessed August 10, 2019). Rebecca Harris, “Amazeballs Creator Heads to Dragons’ Den,” Marketing Magazine, March 15,

2016, http://www.marketingmag.ca/brands/amazeballs-creator-heads-to-dragons-den-170193; Kelly McCarthy, “Almonte entrepreneur unveils Amazeballs drink chiller,” Inside Ottawa Valley, July 29, 2015, http://www.insideottawavalley.com/news-story/5766414-almonte-entrepreneurunveils-amazeballs-drink-chiller/; “They’re Amazaeballs,” https://www.indiegogo.com/projects/amazeballs--3#/; Dan Fallak, “How I monetized the word Amazeballs,” July 7, 2015, https://medium.com/@danfallak/how-i-monetized-the-wordamazeballs-a0b8a9e470b0#.o0z908e0y (accessed July 31, 2016). ivermai W _ # Rebecca Harris, “Shoes.Com Steps into Bricks-and-Mortar Retail,” Marketing Magazine, Dec. 1, 2015, http://www.marketingmag.ca/brands/shoes-com-steps-into-bricks-and-mortar-retail-162750 (accessed July 31, 2016). 53. Sherice Jacobs, “3 Ways Live Chat Software Can Improve Your Conversion Rates,”The Daily Egg,July 23, 2013,http://blog.crazyegg.com(accessed July 31, 2016). 56. Christian Homburg, Josef Vollmayr, and Alexander Hahn, “Firm Value Creation Through Major Channel Expansions: Evidence From an Event Study in the United States, Germany, and China,”Journal of Marketing, 2014,http://dx.doi.org/10.1509/jm.12.0179. 58. Hongshuang (Alice) Li and P. K. Kannan, “Attributing Conversions in a Multichannel Online Marketing Environment: An Empirical Model and a Field Experiment,”Journal of Marketing Research51 (February 2014), pp. 40–56. 48.Accenture Consulting, “Retail Customers Are Shouting—Are You Adapting?” February 1, 2016, https://www.accenture.com/t20160201T094645__w__/us-en/_acnmedia/PDF-7/AccentureAdaptive-Retail-Research-Executive-Summary-V2.pdf%20-%20zoom=50; Rebecca Harris, “Retailers Failing to Deliver on Mobile Services (Study),” Marketing Magazine, February 16, 2016, http://www.marketingmag.ca/media/retailers-failing-to-deliver-on-mobile-services-study168125 (accessed July 31, 2016). 49.“Michael Kors Is Turning Instagram Into a Customer-Loyalty Vehicle,” Glossy, http://www.glossy.co/instagram-effect/beyond-social-shopping-retailers-are-building-socialloyalty-programs (accessed July 31, 2016). “Michael Kors is turning Instagram into a customer-loyalty vehicle,” Glossy, http://www.glossy.co/instagram-effect/beyond-social-shopping-retailers-are-building-socialloyalty-programs (accessed July 31, 2016). 50.Rebecca Harris, “Roots Launches Virtual Showroom,” Marketing Magazine, July 12, 2016, http://www.marketingmag.ca/brands/roots-launches-virtual-showroom-179185 (accessed July 31, 2016). 51.Andrew Jung, “Instagram’s Answer to Social Media Advertising: Like2Buy,” B2C, January 12, 2015, http://www.business2community.com/instagram/instagrams-answer-social-mediaadvertising-like2buy-01122471#OJUPZRFkMsDt6bf6.99 (accessed July 31, 2016). 52.Rebecca Harris, “American Express Data Shows Where Retailers Are Investing,” Marketing Magazine, May 31, 2016, http://www.marketingmag.ca/consumer/american-express-data-shows-

where-retailers-are-investing-175605 (accessed July 31, 2016). 60. Rebecca Harris, “Aldo Ups Its Fashion Game for Fall,” July 26, 2016, Marketing Magazine, http://www.marketingmag.ca/brands/aldo-ups-its-fashion-game-for-fall-180123; Aldo, “Story & Milestones,” http://www.aldogroup.com/story-and-milestones.html (accessed August 11, 2019). 61. Marina Strauss, “Aldo’s Reboot,” The Globe and Mail, March 14, 2016, http://www.theglobeandmail.com/report-on-business/aldos-reboot-a-shoe-giants-bold-nextsteps/article29191757/ (accessed August 1, 2016). 62. Aldo, ‘Giving Back,” https://responsibility.aldogroup.com/indicators/people/community_engagement/giving_back (accessed August 11, 2019). 63. “Aldo’s Reboot,”; Craig Patterson, “Unprecedented Footwear Retail Competition in Canada,” Retail Insider, June 5, 2018, https://www.retail-insider.com/retail-insider/2018/6/unprecedentedfootwear-retail-competition-in-canada; Euromonitor, “Footwear in Canada,” March 2019, https://www.euromonitor.com/footwear-in-canada/report (accessed August 11, 2019). 64. Susan Krashinsky, “Aldo Seizes ‘Put Up or Shut Up’ Moment for Shoes,” The Globe and Mail, February 27, 2014, http://www.theglobeandmail.com/report-on-business/industrynews/marketing/aldo-seizes-put-up-or-shut-up-moment-for-shoes/article17139623/ (accessed August 1, 2016). 65. “Aldo’s Reboot.” 66. Salesforce, “Aldo Steps Into the Future of Retail With Salesforce,” http://www.salesforce.com/ca/customers/stories/aldo.jsp (accessed August 1, 2016). 67. Jennie Bell, “5 Things You Should Know About Aldo Group,” Footwear News, August 10, 2015, http://footwearnews.com/2015/business/retail/aldo-group-shoes-stores-growth-initiatives50729/; Bryan Pearson, “We Have A Bot For That: How Aldo, Frank + Oak Put The Shopper Experience In Context,” Forbes, May 25, 2016, http://www.forbes.com/sites/bryanpearson/2016/05/25/we-have-a-bot-for-that-how-aldo-frank-oakput-the-shopper-experience-in-context/#1838280b72ea (accessed August 1, 2016), and with direct input from the marketing department at ALDO Group (May 3, 2017). 68. Aldo, “Timeline,” http://www.aldogroup.com/timeline.html (accessed August 1, 2016). 69. “Aldo’s Reboot.” 69.Rebecca Harris, “How Aldo Got Engaged With Brides,” Marketing Magazine, July 12, 2016, http://www.marketingmag.ca/brands/how-aldo-got-engaged-with-brides-179210 (accessed August 1, 2016). 71. Ibid. 1.Chris Powell, “Lauren Richards Puts Her ‘Ladyballs’ on the Line,” Marketing Magazine,

February 26, 2016, http://www.marketingmag.ca/media/lauren-richards-puts-her-ladyballs-on-theline-169069 (accessed August 2, 2016). 2.David Brown, “Cannes 2016: Ladyballs Wins PRS Lion,” Marketing Magazine, June 21, 2016, http://www.marketingmag.ca/cannes/cannes-2016-ladyballs-wins-pr-lion-177512 (accessed August 2, 2016). 3.“Lauren Richards Puts Her ‘Ladyballs’ on the Line.” 4.Sonya Fatah, “Grabbing Life by the Lady Balls,” Strategy Online, December 1, 2015, http://strategyonline.ca/2015/12/01/shes-got-some-lady-balls-2/ (accessed August 2, 2016). 5.Russ Martin, “Cannes 2016: ‘Ladyballs’ Wins Silver, Shortlisted in Glass,” Marketing Magazine, June 19, 2016, http://www.marketingmag.ca/cannes/cannes-2016-ladyballs-wins-silver-shortlistedin-glass-177036 (accessed August 2, 2016). 6.Patricia Kozicka, “‘Got Ladyballs?’ Ovarian Cancer Campaign a Bit Too ‘Ballsy’ for Some,” Global News, January 6, 2016, http://globalnews.ca/news/2437188/got-ladyballs-ovarian-cancercampaign-a-bit-too-ballsy-for-some/ (accessed August 2, 2016). Eric Rankin and Yvette Brend, “Ad gimmick turns into 'complete disaster' for Surrey car dealer,” CBC News, March 30, 2016, http://www.cbc.ca/news/canada/british-columbia/canada-auto-rebate-flyer-haley-chrysler-dodgejeep-car-sales-tax-time-cra-revenue-1.3512588 (accessed August 3, 2016). 9.Brendan Greeley, “World Cup Shootout: Can Nike Beat Adidas at Soccer?”Bloomberg Businessweek,May 15, 2014,http://www.businessweek.com. 10. Adidas, “Neo,”http://www.adidas.com/us/content/selenagomez. 11.Tim Peterson, “Netflix’s Subscriber Numbers Beat Estimates as It Spends More on Marketing,” Advertising Age, January 20, 2015, http://adage.com/article/digital/netflix-s-marketing-costs-grow-subscriber-numbers/296670/ (accessed August 3, 2016). 17.P&G, “Financial Highlights,” 2018 Annual Report and Proxy, http://www.pginvestor.com/Financial-Highlights/Index?KeyGenPage=209707; M. Shahbandeh, “Advertising Expenditures of Procter & Gamble Worldwide From 2011 to 2018 (in Million U.S. Dollars),” Statista, August 31, 2018, https://www.statista.com/statistics/262022/advertising-expenditure-of-procter-und-gambleworldwide/ (accessed August 2, 2019). 20.Susan Krashinsky, “Award-Winning Ads Showcase Canadian Agencies’ High-Profile Work,” The Globe and Mail, February 18, 2016, http://www.theglobeandmail.com/report-on-business/industry-news/marketing/cassies-awardwinners-showcase-ad-appeal-both-personal-and-political/article28805764/ (accessed August 2, 2016).

††Top Drawer, “Sustainability,” www.topdrawercreative.com/who_sustainability.php#greenbuilding (accessed August 3, 2016). ‡‡Howard Chang, “Corporate Social Responsibility—Marketing Hype or Real Change?” October 27, 2011, www.topdrawercreative.com/blog/corporate-social-responsibility-marketing-hype-orreal-change/ (accessed August 3, 2016). §Michelle Dipardo, “Top Drawer Creative Sets Up Shop for a Good Cause,” Marketing Magazine, January 7, 2015, www.marketingmag.ca/advertising/top-drawer-creative-sets-up-shop-for-a-goodcause-134241 (accessed August 3, 2016). 26.Ibid. §§ "Sustainability." 16. Schonfeld and Associates, Inc., “2015 Ad-to-Sales Ratios,” http://www.outburstadvertising.com/resources/adtosales.pdf (accessed August 4, 2016). **§Kashmir Hill, “How Target Figured Out a Teen Girl Was Pregnant Before Her Father Did,” Forbes, February 16, 2012, www.forbes.com/sites/kashmirhill/2012/02/16/how-target-figured-outa-teen-girl-was-pregnant-before-her-father-did/2/#1c06695c71cc (accessed August 3, 2016). Yves Faguy, “Privacy in the Age of Big Data,” National, November 11, 2014, (http://www.nationalmagazine.ca/Articles/November-2014-Web/Privacy-in-the-age-of-BigData.aspx (accessed August 3, 2016). †*Yves Faguy, “Privacy in the Age of Big Data,” National, November 11, 2014, www.nationalmagazine.ca/Articles/November-2014-Web/Privacy-in-the-age-of-Big-Data.aspx (accessed August 3, 2016). † ‡Office of the Privacy Commissioner of Canada, “Legal information Related to PIPEDA,” www.priv.gc.ca/leg_c/p_principle_e.asp (accessed August 3, 2016). †§Susan Krashinsky, “Google Broke Canada’s Privacy Laws With Targeted Health Ads, Watchdog Says,” January 15, 2014, www.theglobeandmail.com/technology/tech-news/google-broke-canadasprivacy-laws-with-targeted-ads-regulator-says/article16343346/ (accessed August 3, 2016). ‡*Susan Krashinsky, “Advertisers to Open Up on Web-Usage Data Collection, Targeted Advertising,” The Globe and Mail, September 17, 2013, www.theglobeandmail.com/report-onbusiness/industry-news/marketing/advertisers-to-open-up-on-web-use-data-collection-targetedadvertising/article14390838/#dashboard/follows/ (accessed August 3, 2016). † † † Arlene Dickinson, Persuasion (Harper Collins Publishers, 2011), p . 12.

‡ ‡ ‡ Sarah Hamspon, “Arlene Dickinson Proves ‘Emotion’ Doesn’t Have to Be a Dirty Word,” The Globe and Mail, September 26, 2011, www.theglobeandmail.com/life/relationships/arlenedickinson-proves-emotion-doesnt-have-to-be-a-dirty-word/article1361388 (accessed August 5, 2016). §§§ “We’ll Move Mountains for You,” Venture Communications, www.openminds.ca (accessed August 1, 2013). *†Carmel Kilkenny, “Arlene Dickinson Honoured With Doctorate at John Molson School of Business,” www.rcinet.ca/en/2016/06/08/arlene-dickinson-honoured-with-doctorate-at-johnmolson-school-of-business/(accessed August 5, 2016). *§"Persuasion Book Launch for Arlene Dickinson (Sept. 2011),” http://youinc.com/video/persuasion-book-launch-for-arlene-dickinson-sept-2011 (accessed August 6, 2013). **†"Arlene Dickinson: What Was Your Worst Marketing Blunder and What Did You Learn from It?” Financial Post, July 29, 2013, http://business.financialpost.com/2013/07/29/arlene-dickinsonwhat-was-your-worst-marketing-blunder-and-what-did-you-learn-from-it (accessed August 5, 2016). **‡Peter Kuitenbrouwer, “Life After the Den: Arlene Dickinson Heads Home to Calgary With a Dragon’s Legacy,” Financial Post, May 15, 2015, http://business.financialpost.com/entrepreneur/life-after-the-den-arlene-dickinson-heads-home-tocalgary-with-a-dragons-legacy (accessed August 4, 2016). 61.Blue Carreon, “The 2014 Oscars Best Dressed List,”Forbes,March 2, 2014,http://www.forbes.com/sites/bluecarreon/2014/03/02/the-2014-oscars-best-dressedlist/#69d8462936ed (accessed August 4, 2016). 66.Instagram, “joeybats19” https://www.instagram.com/joeybats19/?hl=en; Facebook, “José Bautista,” https://www.facebook.com/JoeyBats19/; Twitter, “José Bautista @joeybats,” https://twitter.com/joeybats19?lang=en (accessed August 5, 2016). 67.Canada Newswire, “Spoon Flip! José Bautista Coming to Cinnamon Toast Crunch and Golden Grahams Crunch Cereal Boxes,” May 2, 2016, http://www.newswire.ca/news-releases/spoon-flipjose-bautista-coming-to-cinnamon-toast-crunch-and-golden-grahams-crunch-cereal-boxes577832961.html (accessed August 5, 2016). 68.Rita Demontis, “Jays’ Bautista Teams Up With Cereal Giant to Help Kids,” Toronto Sun, May 2, 2016, http://www.torontosun.com/2016/05/02/jays-bautista-teams-up-with-cereal-giant-to-helpkids (accessed August 5, 2016). 69.Susan Krashinsky, “Can José Bautista Flip Consumers Back on to Cereal?” The Globe and Mail, May 2, 2016, http://www.theglobeandmail.com/report-on-business/industry-news/marketing/canjose-bautista-flip-consumers-back-on-to-cereal/article29827597/ (accessed August 5, 2016).

70.Ibid. 71.“Spoon Flip! José Bautista Coming to Cinnamon Toast Crunch and Golden Grahams Crunch Cereal Boxes.” 72.“Can José Bautista Flip Consumers Back on to Cereal?” 75.Nathan Velayudhan, “Volvo Trucks Videos—From Hamsters to Van Damme,”Auto Express,November 18, 2013,http://www.autoexpress.co.uk (accessed August 5, 2016). 76.Ibid. 77.Ibid. 78.Dale Buss, “Unapologetically, Volvo Aims Its New Campaign at True Believers,”Forbes,April 15, 2013, http://www.forbes.com (accessed August 5, 2016). 79.Alexandra Bruell, “Volvo Consolidates Global Media With Mindshare,”Advertising Age,February 24, 2014, http://adage.com (accessed August 5, 2016). 80.Ibid. 81.Ibid. ‡†CRTC, “Frequently Asked Questions About Canada’s Anti-Spam Legislation,” http://crtc.gc.ca/eng/com500/faq500.htm (accessed August 5, 2016). ‡§“Rogers to Pay $200,000 Fine Under CRTC's Anti Spam Law,” Canadian Press, November 23, 2015, www.marketingmag.ca/media/rogers-to-pay-200000-fine-under-crtcs-anti-spam-law-162131 (accessed August 8, 2016). 2.Josh Kolm, “Meet the New Brewmaster?” Strategy Magazine, April/May 2016, http://strategyonline.ca/2016/04/18/meet-the-new-brewmaster (accessed August 9, 2016). 3.Josh Kolm, “What’s Next for Molson’s Rooftop Rink?” Strategy Online, January 19, 2016, http://strategyonline.ca/2016/01/19/whats-next-for-molsons-rooftop-rink/ (accessed August 9, 2016). 4.Josh Kolm, “Molson Canadian’s Latest Grand Hockey Gesture,” Strategy Online, January 8, 2016, http://strategyonline.ca/2016/01/08/molson-canadians-latest-grand-hockey-gesture/ (accessed August 9, 2016). 5.Russ Martin, “How Molson Pulled Off Its Rooftop Rink,” Marketing Magazine, January 19, 2016, http://www.marketingmag.ca/brands/how-molson-pulled-off-its-rooftop-rink-166089 (accessed August 9, 2016).

6. Dan Rosen, “Molson Canadian Builds Rooftop Rink in Toronto,” NHL.com, January 18, 2016, https://www.nhl.com/news/molson-canadian-builds-rooftop-rink-in-toronto/c-798365 (accessed August 9, 2016). 1.Russ Martin, “Look at This: Molson Makes Good on Its Promise,” Marketing Magazine, January 6, 2016, http://www.marketingmag.ca/brands/look-at-this-molson-makes-good-on-its-promise164913 (accessed August 9, 2016). 30.Abe Sauer, “Announcing the 2016 Brandcameo Product Placement Awards,”Brand Channel, February 24, 2016,http://brandchannel.com/2016/02/24/2016-brandcameo-product-placementawards-022416/ (accessed August 10, 2016). 28.Abe Sauer, “Announcing the 2016 Brandcameo Product Placement Awards,” Brand Channel, February 24, 2016,http://brandchannel.com/2016/02/24/2016-brandcameo-product-placementawards-022416/ (accessed August 10, 2016). 33. Laura Hensley, “‘The Sophie Effect’: Gregoire Trudeau Putting Canada’s Fashion Industry on the Map,” The National Post, May 27, 2016,http://news.nationalpost.com/arts/weekend-post/thesophie-effect-how-canadas-first-lady-is-helping-the-local-fashion-industry-blossom; Deidre Kelly, “The Sophie Grégoire Trudeau Coat: A Canadian Fashion Success Story,” The Globe and Mail, July 14, 2016, http://www.theglobeandmail.com/report-on-business/economy/growth/the-sophiegregoire-trudeau-coat-a-canadian-fashion-success-story/article30900639/ (accessed August 10, 2016). 36. Matt Semansky, “Print Advertising Window Closing for Tobacco Companies,” Marketing Magazine, June 24, 2009, http://www.tvb.ca/pages/TCEPSA.htm (accessed August 10, 2016). 43. Pete Evans, “Moose Knuckles Coat Maker Accused of Faking ‘Made in Canada’ Claims,” CBC News, April 27, 2016, http://www.cbc.ca/news/business/moose-knuckles-1.3555250 (accessed August 10, 2016). 38.Chris Powell, “Reebok-CCM Ordered to Back Off Helmet Safety Claims,” Marketing Magazine, January 8, 2016, http://www.marketingmag.ca/brands/reebok-ccm-ordered-to-back-offhelmet-safety-claims-165150 (accessed August 10, 2016). 39.Ibid. 40.Competition Bureau, “Reebok‑CCM Ceases Certain Resistance Hockey Helmet Performance Claims,” December 21, 2015, http://www.competitionbureau.gc.ca/eic/site/cbbc.nsf/eng/04015.html (accessed August 10, 2016). 41.Susan Krashinsky, “Reebok-CCM to Cease Helmet Safety Claims After Competition Bureau Probe,” The Globe and Mail, December 21, 2015, http://www.theglobeandmail.com/report-on-business/industry-news/the-law-page/reebok-reachesagreement-with-competition-bureau-over-helmet-safety-claims/article27893245/ (accessed August 10, 2016). 42.“Reebok-CCM Ordered to Back Off Helmet Safety Claims.”

43.Competition Bureau, “Bauer Ceases Certain RE-AKT Hockey Helmet Performance Claims,” November 13, 2014, http://www.competitionbureau.gc.ca/eic/site/cb-bc.nsf/eng/03839.html (accessed August 11, 2016). 44. CDCA, “Coupon Redemption in Canada; Some Interesting Data,” http://www.canadiandealsassociation.com/coupon-redemption-in-canada-some-interesting-data/ (accessed August 11, 2016). 45.Dana Ciak, “Interview With Wishabi,” University of Waterloo, https://uwaterloo.ca/alumni/interview-wishabi (accessed August 9, 2016). 46.Murad Hemmadi, “Flipp CEO Wehuns Tan on the Personalized Future of Coupons,” Canadian Business, July 11, 2016, http://www.canadianbusiness.com/innovation/change-agent/flipp-ceowehuns-tan-on-the-personalized-future-of-coupons/ (accessed August 9, 2016). 47.Shane Dingman, “Digital Flyer Company Flipp Raises $61-million,” The Globe and Mail, April 14, 2016, http://www.theglobeandmail.com/technology/digital-flyer-company-flipp-raises-61million/article29637850/ (accessed August 8, 2016). 49.“Toronto's Flipp Lands $61 Million Investment From General Atlantic,” Techvibes, https://techvibes.com/2016/04/14/flipp-2016-04-14 (accessed August 8, 2016). 50.“Flipp and General Atlantic Announce Strategic Partnership,” Canadian Newswire, April 14, 2016, http://www.newswire.ca/news-releases/flipp-and-general-atlantic-announce-strategicpartnership-575688471.html (accessed August 8, 2016). Erin Bury, “Checkout 51 Makes Coupon Clipping Easy,” Financial Post, December 24, 2102, http://business.financialpost.com/2012/12/24/checkout-51-makes-coupon-clipping-easy (accessed August 11, 2016). 53.Current subscribers provided by Dai Williams, Content Strategist + Community Lead, Checkout 51, March 2, 2017; Rob Engen, “Flipp vs. Checkout 51: Grocery App Comparison,” boomer and echo, March 31, 2016, http://boomerandecho.com/flipp-vs-checkout-51-grocery-app-comparison/; Jennifer Horn, “Checkout51 Grows Staff, User Base,” Strategy Online, http://strategyonline.ca/2014/04/16/checkout51-grows-staff-user-base (accessed August 11, 2016). 9.Daniel McGinn, “The Buzz Machine,” The Boston Globe, May 11, 2015, https://www.bostonglobe.com/2015/05/11/keurig/LM4WD6w2xEg1Wgvsqmwt7O/story.html (accessed August 10, 2016). 10.Luiz Ann Javier and Marvin G. Perez, “Coffee Farmers Are Hurt by Single-Serving Pods Revolution in U.S.,” Bloomberg, April 15, 2015, http://www.bloomberg.com/news/articles/201504-15/the-coffee-revolution-is-just-too-efficient-for-hurting-farmers (accessed August 10, 2016). 11.Robert Ferdman, “The World’s Growing Love Affair With the Most Wasteful Form of Coffee There Is,” Quartz, March 30, 2014, http://qz.com/193138/the-worlds-growing-love-affair-with-themost-wasteful-form-of-coffee-there-is/ (accessed August 10, 2016).

12.“The Truth About Single-Serve Coffee Will Make You Cringe,” RealCup, June 6, 2016, http://realcup.com/en-ca/truth-single-serve-coffee-will-make-cringe/ (accessed August 11, 2016). 13.Mark Burgess, “Something to Make You Cringe (Because You Like It),” Strategy, June 28, 2016, http://strategyonline.ca/2016/06/28/something-to-make-you-cringe-because-you-like-it/ (accessed August 10, 2016). 14.“The First Recyclable K-Cup Pod Is Here,” Keurig Green Mountain, June 7, 2016, http://www.keuriggreenmountain.com/en/OurStories/SustainabilityStories/FirstRecyclableKCupPod.aspx (accessed August 11, 2016). 52.This box is based on information taken from a personal telephone interview by Stacey Biggar with Pema Hegan, September 21, 2013. 49. Chris Powell, “Campbell’s Opens Pop-Up Restaurant in Toronto,” Canadian Grocer, February 2, 2016, http://www.canadiangrocer.com/top-stories/campbells-opens-pop-up-restaurant-in-toronto61553 (accessed August 11, 2016). 70. Dale Buss, “‘Priceless’ Evolution: 5 Questions With MasterCard CMO Raja Rajamannar,” Brand Channel, January 4, 2016, http://www.brandchannel.com/2016/01/04/5-questionsmastercard-010416/ (accessed August 11, 2016). 74. Shorty Awards, “Priceless Surprises,” http://shortyawards.com/7th/pricelesssurprises (accessed August 11, 2016). 75. Ibid. 76. Mike Fletcher, “MasterCard Brings Priceless Campaign Into Digital Age,” M&M Global, September 30, 2015, http://mandmglobal.com/mastercard-brings-priceless-campaign-into-thedigital-age/ (accessed August 11, 2016). 86.MasterCard Press Releases, “Dine Out With MasterCard and Support a Priceless Cause: Fighting Cancer,” http://newsroom.mastercard.com/canada/press-releases/dine-out-withmastercard-and-support-a-priceless-cause-fighting-cancer/ (accessed August 11, 2016). 87.Priceless Causes, “Dine Out With Your MasterCard and Help Raise Money for Stand Up to Cancer,” https://www.priceless.com/standup (accessed August 11, 2016). 88.“MasterCard Brings Priceless Campaign Into Digital Age.” 89. Ibid. 90.MasterCard 2015 Annual Report, p . 11, http://www.ezodproxy.com/mastercard/2016/ar/HTML1/mastercard-ar2015_0017.htm (accessed August 11, 2016). 50. Danny Kucharsky, “Lindt Brings Its Iconic Gold Bunny to Life,” Marketing Magazine, March

17, 2016, http://www.marketingmag.ca/media/lindt-brings-its-iconic-gold-bunny-to-life-170350; “Lindt Gold Bunny Presents The Bell that Rang in Easter,” Lindt, http://goldbunnystory.com/ (accessed August 20, 2019). 61.Rebecca Harris, “Adidas Kicks Off All-Star Weekend With a Pop-Up Shop,” Marketing Magazine, February 11, 2016, http://www.marketingmag.ca/brands/adidas-kicks-off-all-starweekend-with-a-pop-up-shop-167944 (accessed August 11, 2016). 57. “CES by the Numbers,” Consumer Technology Association, https://www.ces.tech/AboutCES/CES-by-the-Numbers.aspx / (accessed August 20, 2019). 58. CES, “CES Implements New Bag Restrictions, Enhanced Security Measures for CES 2016,” https://www.ces.tech/News/Press-Releases/CES-Press-Release.aspx?NodeID=108c88bf-5d38-4f2ca172-e6fd6d0ffa8a “About CES,” Consumer Technology Association, https://www.ces.tech/AboutCES.aspx (accessed August 20, 2019). 59. Government of Canada, “Six Companies Pay $1.23 Million for Making Telemarketing Calls to Canadians,” June 29, 2016, http://news.gc.ca/web/article-en.do?nid=1091989(accessed August 11, 2016). Adam Ostrow, “Inside Gatorade's Social Media Control Center,”Mashable.com,June 15, 2010, http://mashable.com/2010/06/15/gatorade-social-media-mission-control/ (accessed August 12, 2016). Ekaterina Walter, “How Top Brands Like Gatorade and the Super Bowl Use Social-Media Command Centers,”Fast Company,June 22, 2012. PepsiCo, “Gatorade Mission Control,” YouTube,https://www.youtube.com. Sarah McNew, “Social Media Breakdown: A Look at Gatorade's Social Media Marketing Efforts,”Social Toaster,May 6, 2013,http://www.socialtoaster.com/blog-entry/social-mediabreakdown-look-gatorades-social-media-marketing-efforts (accessed August 12, 2016). “Gatorade's Social Media Command Center?”Hive Health Media,May 17, 2013, http://www.hivehealthmedia.com/gatorades-social-media-command-center/ (accessed August 12, 2016). Netbase, “Gatorade Generates the Buzz, Pocari Sweat Heats Up in Love; NetBase Brand Passion Index Measures Social Data on Sports Drinks,”Press Release, http://www.netbase.com/pressrelease/gatorade-generates-the-buzz-pocari-sweat-heats-up-in-love-netbase-brand-passion-indexmeasures-social-data-on-sports-drinks/ (accessed August 12, 2016). 13.Stuart Elliot, “Live Commercials Coming to ‘Late Night,’”The New York Times,September 18, 2013; Jeanine Poggi, “Lexus to Air Live Ads, Fueled by Social Suggestions, During NBC’s ‘Late Night,’”Advertising Age, September 18, 2013; Chris Perry, “How Social Media Propelled Fallon’s Tonight Show Takeover,”Forbes, April 6, 2013; Twitter, “Jimmy Fallon,” https://twitter.com/jimmyfallon; YouTube, “The Tonight Show Starring Jimmy Fallon,”https://www.youtube.com/user/latenight (accessed August 12, 2016).

4. Tim Nudd, “American Apparel, Gap Blasted for Hurricane Sandy Ad Fails,”Adweek,October 30, 2012. 8. “Most Internet Users in Canada Dedicated to Using Facebook Daily,” eMarketer.com, June 22, 2016, http://www.emarketer.com/Article/Most-Internet-Users-Canada-Dedicated-Using-FacebookDaily/1014121 (accessed August 13, 2016). 34.Joe Hindy, “The Latest Social Share Numbers Are In and Google+ Isn’t Doing So Well,”AndroidAuthority.com, July 19, 2013,http://www.androidauthority.com. 35.Violet Blue, “Forced Google Plus Integration on YouTube Backfires, Petition Hits 112,000,”ZDNet.com, November 14, 2013,http://www.zdnet.com. 46.Jeff Beer, “Jumping Out of a Plane Without a Parachute on Live TV Is One Helluva Gum Ad,” Fast Company & Inc, July 29, 2016, http://www.fastcocreate.com/3062307/jumping-out-of-aplane-without-a-parachute-on-live-tv-is-one-helluva-gum-ad (accessed August 13, 2016). 47.Diana Bradley, “How Gum Brand Stride Got Behind Luke Aikins’ Record-Setting Parachuteless Jump,” PR Week, August 1, 2016, http://www.prweek.com/article/1404245/gum-brand-stridebehind-luke-aikins-record-setting-parachute-less-jump#H7L1kKesDx9Jplzh.99 (accessed August 13, 2016). 48.Ibid. 49.Nathalie Tadena, “Mondelēz Makes Moves to Look More Like a Media Company,” The Wall Street Journal, May 31, 2016, http://www.wsj.com/articles/mondelez-makes-moves-to-look-morelike-a-media-company-1464692402 (accessed August 13, 2016). 50.“How Gum Brand Stride Got Behind Luke Aikins’ Record-Setting Parachute-less Jump.” 51.“Daredevil Survives 25,000-Foot Jump Without Chute Over Simi Valley,” The Associated Press, July 30, 2016, http://www.vcstar.com/news/local/simi-valley/sky-diver-prepares-for-simivalley-free-fall-38bc558f-3861-5f8c-e053-0100007f02a8-388755401.html (accessed August 13, 2016). 25.J. Clement, “Number of monthly active Instagram users from January 2013 to June 2018 (in millions),” Statista, August 2019, https://www.statista.com/statistics/253577/number-of-monthlyactive-instagram-users/; Maryam Mohsin, “10 Instagram Stats Every Marketer Should Know in 2019 [Infographic],” Oberlo, March 29, 2019, https://www.oberlo.com/blog/instagram-stats-everymarketer-should-know (accessed August 15, 2019). 26. Somini Sengupta, Nicole Perlroth, and Jenna Wortham, “Behind Instagram’s Success, Networking the Old Way,”The New York Times,April 13, 2012,http://www.nytimes.com/2012/04/14/technology/instagram-founders-were-helped-by-bayarea-connections.html?pagewanted=all&_r=2& (accessed August 14, 2016). 27. Shayndi Raice and Spencer E. Ante, “Insta-Rich: $1 Billion for Instagram,”The Wall Street Journal,April 10,

2012,http://online.wsj.com/article/SB10001424052702303815404577333840377381670.html (accessed August 14, 2016). 28. Finlo Rohrer, “Vine: Six Things People Have Learned About Six-Second Video in a Week,”BBC News Magazine,January 31, 2013,http://www.bbc.co.uk/news/magazine-21267741 (accessed August 14, 2016). 32. “Word Press Statistics,” DMR,http://expandedramblings.com/index.php/wordpress-statistics/; J. Clement, “Cumulative total of Tumblr blogs from May 2011 to July 2019 (in millions),” Statista, July 9, 2019, https://www.statista.com/statistics/256235/total-cumulative-number-of-tumblr-blogs/ (accessed August 15, 2019). Dave Bolton, " Smartphones Are Now The Dominant Driver Of Social Media," arc, July 15, 2105, https://arc.applause.com/2015/07/16/social-media-consumption-on-smartphones-2015/ (accessed August 14, 2016). “Worldwide mobile app revenues in 2015, 2015 and 2020 (in billion U.S. dollars),” Statista, http://www.statista.com/statistics/269025/worldwide-mobile-app-revenue-forecast/; “Mobile App Revenue Outlook Remains Healthy Despite Slowing Download Volumes and Smartphone Growth, According to IDC,” IDC, May 9, 2016, https://www.idc.com/getdoc.jsp? containerId=prUS41240816 (accessed August 14, 2016). “Vision Statement: How People Really Use Mobile,”Harvard Business Review,January–February 2013, https://hbr.org/2013/01/how-people-really-use-mobile (accessed August 14, 2016). “Worldwide mobile app revenues in 2015, 2015 and 2020 (in billion U.S. dollars),” Statista, http://www.statista.com/statistics/269025/worldwide-mobile-app-revenue-forecast/; “Mobile App Revenue Outlook Remains Healthy Despite Slowing Download Volumes and Smartphone Growth, According to IDC,” IDC, May 9, 2016, https://www.idc.com/getdoc.jsp? containerId=prUS41240816 (accessed August 14, 2016). “Seven Shades of Mobile,”AOL, BBDO, and InsightsNow! Report,November 12, 2012, http://www.behaviorlens.com. “Vision Statement: How People Really Use Mobile.” Ibid. David Barboza, “A Popular Chinese Social Networking App Blazes Its Own Path,”The New York Times,January 20, 2014. “Vision Statement: How People Really Use Mobile.” “Vision Statement: How People Really Use Mobile.” “Vision Statement: How People Really Use Mobile.”

“Vision Statement: How People Really Use Mobile.” Casey Newton, “Facebook is shutting down its Paper newsreading app on July 29th,” The Verge, June 30, 2016, http://www.theverge.com/2016/6/30/12062124/facebook-paper-shutdown (accessed August 14, 2016). “Vision Statement: How People Really Use Mobile.” 62.Dave Bolton, “Smartphones Are Now the Dominant Driver of Social Media,” arc, July 16, 2015, https://arc.applause.com/2015/07/16/social-media-consumption-on-smartphones-2015/ (accessed August 14, 2016). 63.Mira Shenker, “Mobile Ad Spending Outpacing Digital: Report,”Marketing Magazine, March 24, 2014,http://www.marketingmag.ca/news/marketer-news/mobile-ad-spending-outpacing-digitalreport-105047(accessed August 14, 2016). 64.“Worldwide Mobile App Revenues in 2015, 2015 and 2020 (in Billion U.S. Dollars),” Statista, http://www.statista.com/statistics/269025/worldwide-mobile-app-revenue-forecast/; “Mobile App Revenue Outlook Remains Healthy Despite Slowing Download Volumes and Smartphone Growth, According to IDC,” IDC, May 9, 2016, https://www.idc.com/getdoc.jsp? containerId=prUS41240816 (accessed August 14, 2016). 65.“Seven Shades of Mobile,”AOL, BBDO, and InsightsNow! Report,November 12, 2012, http://www.behaviorlens.com. 41. “Vision Statement: How People Really Use Mobile,”Harvard Business Review,January– February 2013, https://hbr.org/2013/01/how-people-really-use-mobile (accessed August 14, 2016). 43. Ibid. 44. David Barboza, “A Popular Chinese Social Networking App Blazes Its Own Path,”The New York Times, January 20, 2014. 45. “Vision Statement: How People Really Use Mobile.” 46. Ibid. 48. Ibid. 73. Casey Newton, “Facebook Is Shutting Down Its Paper Newsreading App on July 29,” The Verge, June 30, 2016, http://www.theverge.com/2016/6/30/12062124/facebook-paper-shutdown (accessed August 14, 2016). 47. Ibid. 49. “Vision Statement: How People Really Use Mobile.”

37. Ashley Feinberg, “I Just Spent $236 on Candy Crush, Help,”Gizmodo,August 7, 2013,http://www.gizmodo.com. Stuart Dredge, “Candy Crush Saga: ‘70% of People on the Last Level Haven't Paid Anything,’ ”The Guardian,September 10, 2013,http://www.theguardian.com; “Candy Crush Saga Most Popular Game App on the Planet,”Metro,January 30, 2014,http://www.metro.co.uk. 38. Natalie Clayton, “Candy Crush games bringing in almost $4 million a day,” PocketGamer.biz, August 31, 2019, https://www.pocketgamer.biz/news/68913/candy-crush-games-bringing-inalmost-4-million-a-day-in-2018/ (accessed August 15, 2019). 39. Josh Wolonick, “Here's How Big the In-App Purchases Market Is for Apple and Google,”Minyanville,January 16, 2014,http://www.minyanville.com. Red Bull Stratos, “Scientific Data Review,”http://www.redbullstratos.com (accessed August 14, 2016). 102.Red Bull Stratos, “Scientific Data Review,”http://www.redbullstratos.com (accessed August 14, 2016). 103.Rick Mulready, “The Secret to Red Bull's Media Success Is There Is No Secret,” November 6, 2013, http://rickmulready.com (accessed August 14, 2016). 104.SocialBakers, “Red Bull Stratos on Social Media,”http://www.socialbakers.com (accessed August 14, 2016). 105.Ibid. 106.Jack Bell, “Red Bulls’ Henry Strikes a Pose, and Starts a Trend,”The New York Times,September 21, 2013. 107.New York Red Bulls, MLS, http://www.newyorkredbulls.com/ (accessed August 14, 2016). 108.Clint Boulton, “Red Bull Eyes ‘SoLoMo’ Software to Grow Business,”The Wall Street Journal,April 30, 2012. 109.Wall Street Journal Live,“Lunch Break: Interview With John Jurgensen,” December 20, 2013, http://online.wsj.com. 110.David Moth, “How Red Bull Uses Facebook, Twitter, Pinterest, and Google+,”eConsultancy.com,February 21, 2013, https://econsultancy.com/blog/62178-how-redbull-uses-facebook-twitter-pinterest-and-google/ (accessed August 14, 2016). 86.“Algonquin College,” Salesforce.com, https://www.salesforce.com/ca/customers/stories/algonquin.jsp (accessed August 14, 2016). 87.Ibid.

92.“Lay’s Do Us a Flavour Campaign Returns, With a New Spin,” Food Canada, February 25, 2016, http://www.foodincanada.com/food-in-canada/lays-contest-returns-with-a-new-spin-133339/ (accessed August 14, 2016). 9. Susan Krashinsky, “Facebook Ups Efforts to Protect Ad Space,”The Globe and Mail, August 10, 2016, page B3; Melody McKinnon, “2018 Social Media Use in Canada,” Canadians Internet, July 17, 2018, https://canadiansinternet.com/2018-social-media-use-canada/ (accessed August 16, 2019). 35. “Twitter’s Share of US Social Network Users Is Dropping,” eMarketer.com, August 15, 2016, www.emarketer.com/Article/Twitters-Share-of-US-Social-Network-Users-Dropping/1014343? ecid=NL1003; Paige Cooper, “28 Twitter Statistics All Marketers Need to Know in 2019,” Hootsuite, January 16, 2019, https://blog.hootsuite.com/twitter-statistics/; Jacob Kastrenakes, “Twitter keeps losing monthly users, so it’s going to stop sharing how many,” The Verge, February 7, 2019, https://www.theverge.com/2019/2/7/18213567/twitter-to-stop-sharing-mau-as-usersdecline-q4-2018-earnings (accessed August 15, 2019). 10. Sarah Frier, “Snapchat Passes Twitter in Daily Usage,” Bloomberg, June 2, 2016, http://www.bloomberg.com/news/articles/2016-06-02/snapchat-passes-twitter-in-dailyusage;Salman Aslam, “Snapchat by the Numbers: Stats, Demographics & Fun Facts,” Omnicore, July 14, 2019, https://www.omnicoreagency.com/snapchat-statistics/ (accessed August 15, 2019). 28. Ibid. 29.Ibid. 30.Ibid. 12.“#LoveNotLike: Tiffany Becomes First Luxury Brand on Snapchat,” Brandchannel, August 1, 2016, http://www.brandchannel.com/2016/08/01/tiffany-snapchat-080116/ (accessed August 14, 2016). 80.“PumpUp—Health & Fitness Community,” iTunes, https://itunes.apple.com/ca/app/pumpuphealth-fitness-community/id573070442?mt=8 (accessed August 15, 2016). Jessica Galang, "PumpUp App Aims to Be the Gym Buddy You've Always Wanted,” Techvibes, April 10, 2105, https://techvibes.com/2015/04/10/pumpup-2015-04-10 (accessed August 14, 2016). 83.“PumpUp—Health & Fitness Community,” iTunes, https://itunes.apple.com/ca/app/pumpuphealth-fitness-community/id573070442?mt=8 (accessed August 15, 2016). 1.Coca-Cola India, “Company History,”http://www.coca-colaindia.com (accessed March 25, 2017). 2.Ratna Bhushan, “Coca-Cola Plans Aggressive Ad Campaign in 2014 to Be India’s Favourite Soft Drink,” Economic Times,January 1, 2014,http://economictimes.indiatimes.com/industry/services/advertising/coca-cola-plansaggressive-ad-campaign-in-2014-to-be-indias-favourite-soft-drink/articleshow/28202832.cms (accessed August 16, 2016).

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73.Press Releases, “Bobble Introduces Presse by Bobble for Gourmet, Single Serve Coffee Without the Waste of Plastic Pods,” April 10, 2015, http://seventhgeneration.mwnewsroom.com/press-releases/bobbler-introduces-presse-by-bobblefor-gourmet-single-serve-coffee-without-t-1187246(accessed April 29, 2016). 74.“Seventh Generation Acquires bobble for Undisclosed Sum,” press release, May 31, 2013,http://seventhgeneration.mwnewsroom.com/press-releases/seventh-generation-acquiresbobble-for-undisclosed-1022443. 75.Press Releases, “Seventh Generation Ranks Best Company on the Planet in ‘The Better World Shopping Guide’,” September 17, 2015,http://seventhgeneration.mwnewsroom.com/pressreleases/seventh-generation-ranks-best-company-on-the-planet-in-the-better-world-shopping1217829(accessed April 29, 2016). 2.Elon Musk, “The Mission of Tesla,”https://www.teslamotors.com/en_CA/blog/missiontesla(accessed May 10, 2016). 3.Michael McCarthy, “Tesla Generates Small Sales, Big Buzz Without Paid Ads,”Advertising Age, June 10, 2013,http://adage.com/article/news/tesla-generates-small-sales-big-buzz-paidads/241994/(accessed May 10, 2016). 4.Rebecca Harris, “Canadians Thinking Green for Next Car Purchase (Survey),” Marketing Magazine, April 26, 2016,http://www.marketingmag.ca/consumer/canadians-thinking-green-fornext-car-purchase-survey-173084(accessed May 10, 2016). 7.“Lana Marks Cleopatra Bag,”Lord Glamour,February 8, 2014,http://www.lordglamour.com/; Lopa Mohanty, “10 Most Expensive Handbag Brands in the World,”Fashion Lady,May 31, 2013,http://www.fashionlady.in/; “Celebrities,”Lana Marks,http://www.lanamarks.com/. 8.Alistair Barr, “Was Expedia Targeted by ‘Negative SEO’ Campaign?”USA Today,January 22, 2014,http://www.usatoday.com; Joshua Steimle, “Expedia, Negative SEO, and Google Penalties,”Forbes,January 31, 2014,http://www.forbes.com; Denis Pinsky, “Understanding Negative SEO and Your Saboteur Within,”Forbes,February 11, 2014,http://www.forbes.com; “Expedia Shares Fall With Online Search Visibility,”Seattle Times,January 21, 2014,http://www.seattletimes.com. †Sue McGill, “Taking the Long View of Consumer Habits,”Strategy, November 16, 2015,http://strategyonline.ca/2015/11/16/taking-the-long-view-of-consumerhabits/#ixzz3rgqauT6U; “Shifting consumer demands in grocery,” pwc Canada, www.pwc.com/ca/en/industries/retail-consumer/consumer-insights-2019/shifting-consumerdemands-in-grocery.html ; “P&G Thinks Inside the Box with New Tide Eco-Box,” Canadian Packaging, November 13, 2018, www.canadianpackaging.com/sustainability/pg-thinks-inside-thebox-with-new-tide-eco-box-161558/; “Tide Eco-Box Recycling Program,” TerraCycle, https://tide.com/en-us/shop/type/liquid/tide-original-eco-box; “Tide Liquid Laundry Detergent EcoBox, Original Scent,” P&G, https://tide.com/en-us/shop/type/liquid/tide-original-eco-box; Christopher Lombardo, “Sustainability and health-led disruptors enter retail,” Strategy, July 10, 2019, http://strategyonline.ca/2019/07/10/sustainability-and-health-focused-disruptors-enter-retail/ (accessed July 16, 2019).

24.Rod Duclos, Echo Wen Wan, and Yuwei Jiang, “Show Me the Honey! Effects of Social Exclusion on Financial Risk-Taking,”Journal of Consumer Research,40(June 2013), pp. 122–35. 25.Carol Bryant, “The Truth About Paid Product Reviews and Disclosure,”Blog Paws,September 5, 2013, http://www.blogpaws.com; see sites that recruit bloggers to do paid reviews: http://www.sponsoredreviews.com,http://www.payperpost.com,http://www.reviewme.com. 30.Tracy Turner, “New Hangout Supermarket,”Columbus Dispatch,March 20, 2011 (accessed May 23, 2016). 31.Carmine Gallo, “Apple’s Secret Employee Training Manual Reinvents Customer Service in Seven Ways,”Forbes,August 30, 2012. 35.Lauren Johnson, “Sephora Magnifies Mobile Ambitions via In-Store Signage, Updated App,”Mobile Commerce Daily,August 23, 2013. 38.Harmeet Singh, “Yours, Mine and Ours,”Strategy Magazine, June 2016 issue,http://strategyonline.ca/2016/05/30/yours-mine-and-ours(accessed May 30, 2016). 39.Barrie McKenna, "Young, Educated Most Keen on Sharing Economy: Statscan,"The Globe and Mail, March 1, 2017, P. B2. 39.Barrie McKenna, “Young, Educated Most Keen on Sharing Economy: Statscan,”The Globe and Mail, March 1, 2017, P. B2. 40.Goldman Sachs, “Millennials Coming of Age,”http://www.goldmansachs.com/ourthinking/pages/millennials/(accessed May 26, 2016). 41.Terry O’Reilly, “The Sharing Economy,”http://www.cbc.ca/radio/undertheinfluence/thesharing-economy-1.2983680(accessed May 26, 2016). 42.Josh Kolm, “Has the Sharing Economy Impacted Spending Habits?”Strategy Magazine, January 29, 2016,http://strategyonline.ca/2016/01/29/has-the-sharing-economy-impacted-spendinghabits(accessed May 26, 2016). 43.Terry O’Reilly, “The Sharing Economy,”http://www.cbc.ca/radio/undertheinfluence/thesharing-economy-1.2983680(accessed May 26, 2016). 44.Bradley Voytek, “Is There Any Reason to Take Uber Versus NYC Cabs?”Forbes, February 28, 2012,http://www.forbes.com/sites/quora/2012/02/28/is-there-any-reason-to-take-uber-versus-nyccabs/#2c3ad22d5183(accessed May 26, 2016). 45.“What That Car Really Costs to Own,”Consumer Reports, August 2012,http://www.consumerreports.org/cro/2012/12/what-that-car-really-costs-toown/index.htm(accessed May 26, 2016). 46.Car2Go, “Mobility for a Reasonable Price,”https://www.car2go.com/en/toronto/what-does-

car2go-cost/#tid=cost(accessed May 26, 2016). 47.Josh Kolm, “Has the Sharing Economy Impacted Spending Habits?”Strategy Magazine, January 29, 2016,http://strategyonline.ca/2016/01/29/has-the-sharing-economy-impacted-spendinghabits(accessed May 26, 2016). 2.Shopify, “Investor FQs,”https://investors.shopify.com/Resources/InvestorFAQs/default.aspx(accessed May 27, 2016). 3.Shopify Plus, “How Manitobah Mukluks Uses Shopify Plus for Brand Storytelling,”https://www.shopify.com/enterprise/78237702-case-study-how-manitobah-mukluksuses-shopify-plus-for-brand-storytelling(accessed May 28, 2016). 4.Ibid. 4.Ibid. 5.Jeff Fraser, “Tech Player of the Year 2015: Shopify,”Marketing Magazine, Feb. 4, 2016,http://www.marketingmag.ca/tech/tech-player-of-the-year-2015-shopify-167247(accessed May 28, 2016). 6.Nate Shivar, “Shopify Review: Pros & Cons of Using Shopify for eCommerce,” May 10, 2016,https://www.shivarweb.com/2748/shopify-review-pros-cons-of-using-shopify-forecommerce/(accessed May 28, 2016). 7.Shopify, “2015 Annual Report,”https://investors.shopify.com/financialreports/default.aspx(accessed May 28, 2016). 8.Ibid. 9.James Cowan, “Shopify COO Harvey Finkelstein on the Future of Digital Retail,”Canadian Business, March 10, 2016,http://www.canadianbusiness.com/leadership/shopify-coo-harleyfinkelstein/(accessed May 28, 2016). 4.Ibid. 5.Shopify, “Investor FQs,”https://investors.shopify.com/Resources/InvestorFAQs/default.aspx(accessed May 27, 2016). 6.Shopify Plus, “How Manitobah Mukluks Uses Shopify Plus for Brand Storytelling,”https://www.shopify.com/enterprise/78237702-case-study-how-manitobah-mukluksuses-shopify-plus-for-brand-storytelling(accessed May 28, 2016). 5.Ibid. 8.Jeff Fraser, “Tech Player of the Year 2015: Shopify,”Marketing Magazine, February 4, 2016,http://www.marketingmag.ca/tech/tech-player-of-the-year-2015-shopify-167247(accessed

May 28, 2016). 10.Nate Shivar, “Shopify Review: Pros & Cons of Using Shopify for eCommerce,” May 10, 2016,https://www.shivarweb.com/2748/shopify-review-pros-cons-of-using-shopify-forecommerce/(accessed May 28, 2016). 11.Shopify, “2015 Annual Report,”https://investors.shopify.com/financialreports/default.aspx(accessed May 28, 2016). 12.Ibid. 13.James Cowan, “Shopify COO Harvey Finkelstein on the Future of Digital Retail,”Canadian Business, March 10, 2016,http://www.canadianbusiness.com/leadership/shopify-coo-harleyfinkelstein/(accessed May 28, 2016). 14.Jeff Fraser, “Tech Player of the Year 2015: Shopify,”Marketing Magazine, February 4, 2016,http://www.marketingmag.ca/tech/tech-player-of-the-year-2015-shopify-167247(accessed May 28, 2016). 15.James Cowan, “Shopify COO Harvey Finkelstein on the Future of Digital Retail,”Canadian Business, March 10, 2016,http://www.canadianbusiness.com/leadership/shopify-coo-harleyfinkelstein/(accessed May 28, 2016). 16.Shopify, “Shopify Announces Shopify Capital,” April 27, 2016,https://investors.shopify.com/Investor-News-Details/2016/Shopify-Announces-ShopifyCapital/default.aspx(accessed May 27, 2016). 22.SEC Filing, Form 20-F, “Shopify Inc. 2016 Annual Information Form,” February 14, 2017, http://d18rn0p25nwr6d.cloudfront.net/CIK-0001594805/c6f2bbf3-8d32-46dc-a60ecd8ef1146e5d.pdf; Shopify, “About,” https://www.shopify.ca/about(accessed February 16, 2017). 24.Shane Dingman, “Shopify Slumps on First Quarter Sales,” The Globe and Mail, May 4, 2016,http://www.theglobeandmail.com/technology/tech-news/shopify-results-topexpectations/article29851017/(accessed May 28, 2016). 20.Packaging Association of Canada, “International Sustainable Packaging Executive to Lead PAC NEXT,” September 23, 2012, http://www.sustainability-in-packaging.com/internationalsustainable-packaging-executive-to-lead-pac-next.aspx (accessed July 1 2014). 30. Statistics Canada, “The Daily – Wholesale Trade December 2018,” February 21, 2019, https://www150.statcan.gc.ca/n1/daily-quotidien/190221/dq190221a-eng.htm (accessed July 11, 2019). **Murat Yukselir, “Tech From Above, Top Drone Markets by 2020,”The Globe and Mail, May 19, 2016, p. B4; Joanna Pachner, “How Aeryon Labs Intends to Keep Its Industrial Drone Business Aloft,”Canadian Business, December 3, 2015, www.canadianbusiness.com/innovation/aeryon-labsindustrial-drones/; Keenan Kusan, “Sudbury’s Rise of the Drones,”The Sudbury Star, April 12, 2016, www.thesudburystar.com/2016/04/12/sudburys-rise-of-the-drones; Aeryon Labs blog,

“Ventus Geospatial Inc. Approved to Provide UAS Assistance in Fort McMurray Fire Response,” May 10, 2016, www.aeryon.com/blog/ventus-geospatial-fort-mcmurray-fire; Aeryon Labs, “Local Drones Helping Survey Damage to Fort McMurray,” May 12, 2016, www.aeryon.com/in-thenews/skyranger-fort-mcmurray;Government of Canada, “Company Profile – Canadian Company Capabilities, Aeryon Labs, Inc.,” www.ic.gc.ca/app/ccc/srch/nvgt.doprtl=1&estblmntNo=234567121891&profile=cmpltPrfl&profileId=501&app=so Adroit Market Research, “Drones Market will grow at a CAGR of 40.7% to hit $144.38 Billion by 2025 - Analysis by Trends, Size, Share, Growth Drivers and Business Opportunities: Adroit Market Research,” west, May 10, 2019, www.globenewswire.com/newsrelease/2019/05/10/1821560/0/en/Drones-Market-will-grow-at-a-CAGR-of-40-7-to-hit-144-38Billion-by-2025-Analysis-by-Trends-Size-Share-Growth-Drivers-and-Business-OpportunitiesAdroit-Market-Research.html; Aeryon, “High-Peformance Drones for Military, Public Safety and Industrial Operators,” www.aeryon.com/; Aeryon, “Aeryon Labs Once Again Recognized as One of Deloitte’s Technology Fast 500 Companies,” November 16, 2018, www.aeryon.com/news/aeryon-labs-once-again-recognized-as-one-of-deloittes-technology-fast500-companies/; “Global Wind Turbine Inspection Drones Market 2019 – Aeryon Labs, Cyberhawk Innovations, Hexagon, Strat Aero, UpWind Solutions,” PortNews24, July 12, 2019, https://portnews24.com/%EF%BB%BFglobal-wind-turbine-inspection-drones-market-2019aeryon-labs-cyberhawk-innovations-hexagon-strat-aero-upwind-solutions/108388 (accessed July 22, 2019). 35. Nicholas Van Praet, “Bombardier wins Delta order for 20 regional jets,” The Globe and Mail, June 20, 2018, https://www.theglobeandmail.com/business/article-bombardier-wins-delta-orderfor-20-regional-jets/ (accessed July 11, 2019). 34.Sean Silverthorne, “Business Ethics: Pay the Bribe?”CBS Money Watch,http://www.cbsnews.com; Stephen H. Unger, “Ethical Aspects of Bribing People in Other Countries,”http://www1.cs.columbia.edu;Transparency International, “Bribe Payers Index 2011,”http://bpi.transparency.org/; “International Back Scratching,”TheEconomist,November 2, 2011,http://www.economist.com; Julia Kollewe, “GlaxoSmithKline’s Boss’s 2013 Bonus Doubled, Despite Scandal in China,”TheGuardian,February 27, 2014,http://www.thegudardian.com; Ernst and Young, “European Fraud Survey 2011: Recovery, Regulation and Integrity,”http://www.ey.com. 39.E. J. Schultz, “GE Tells the Secret of Making Geeky Cool,”AdvertisingAge,October 5, 2013,http://adage.com/article/special-report-ana-annual-meeting-2013/ge-making-geekycool/244603/(accessed May 29, 2017). 40.http://www.hubspot.com;“Should Your Startup Be Hubspotting?”TechCocktail,May 6, 2013,http://www.tech.co; “2013 State of Inbound Marketing,”HubSpot, May 2013,http://www.stateofinboundmarketing.com, “Shopify Uses HubSpot CRM to Transform High Volume Sales Organization,”http://www.hubspot.com/customers/shopify(accessed May 24, 2016). 47.Maggie Hira, “How Does a Fashion Buyer Spend a Workday?”http://www.ehow.com; U.S. Department of Labor,http://www.bls.gov. 43.Leslie Kaufman, “Stone Washed Blue Jeans (Minus the Wash),”The New York Times,November 1, 2011,http://www.nytimes.com.

44.“Raw Materials,”http://www.levistrauss.com/sustainability/production/#intro(accessed May 24, 2016). 45.“Apparel Workers,”http://www.levistrauss.com/sustainability/people/#apparel-workers(accessed May 24, 2016). 46.Thomas Schueneman, “The Better Cotton Initiative: Making Sustainable Cotton Mainstream,”http://www.triplepundit.com/special/sustainable-fashion-2014/better-cotton-initiativemaking-sustainable-cotton-mainstream/#March 5, 2014; “Water,”http://www.levistrauss.com/sustainability/planet/(accessed May 24, 2016). 47.“Water,”http://www.levistrauss.com/sustainability/planet/(accessed May 24, 2016). 48.Marc Gunther, “Levi Strauss Seeks to Slow Down Fast Fashion With Sustainable Practices,”TheGuardian, November 6, 2013,http://www.theguardian.com. 49.“Lifecycle Assessment,” http://www.levistrauss.com/sustainability/planet/ (accessed May 24, 2016). 50.Ashley Lutz, “Levi’s CEO Explains Why Jeans Should Never Go in the Washing Machine,” Business Insider,http://www.businessinsider.com/levis-ceo-dont-wash-your-jeans-2014-7, July 15, 2014 (accessed May 24, 2016). 51.“LS&Co. Expands Clothing Recycling Initiative to All U.S. Stores,” http://levistrauss.com/unzipped-blog/2015/07/clothing-recycling-us-expansion/ (accessed May 24, 2016). 2.“Thinking Outside the Cardboard Box,” http://metronews.ca/news/165605/thinking-outside-thecardboard-box; “Meet Doug Burgoyne, FrogBox Inc.,”Small Business BC, http://smallbusinessbc.ca/success-story/meet-doug-burgoyne-frogbox-inc/ (accessed June 1, 2016). 3."Meet Doug Burgoyne, Frogbox Inc.,”Small Business BC,http://smallbusinessbc.ca/successstory/meet-doug-burgoyne-frogbox-inc/(accessed June 1, 2016) . 3."Meet Doug Burgoyne, Frogbox Inc.,”Small Business BC,http://smallbusinessbc.ca/successstory/meet-doug-burgoyne-frogbox-inc/(accessed June 1, 2016). 4.Frogbox Blog, “1,000,000 Million Frogboxes Delivered,” August 4, 2015,http://www.frogbox.com/blog/2015/08/1000000-frogboxes-delivered-and-were-feelinggolden/ (accessed June 1, 2016). 5.Chris Matyszczyk, “For Teens, Facebook Is ‘Dead and Buried,’”CNET,December 27, 2013,http://news.cnet.com. 7. “PROFIT 500: The Complete Ranking of Canada’s Fastest-Growing Companies,” Canadian Business, Sept. 14, 2017, https://www.canadianbusiness.com/profit500/2017-ranking-p500/; “Meet Winnipeg’s Fastest –Growing Companies,” Canadian Business, Sept 13, 2018, https://www.canadianbusiness.com/lists-and-rankings/growth-500/2018-winnipeg-fastest-growing-

companies/ (accessed July 11, 2019). 30. “Clive Beddoe,” Canada’s Most Admired, https://waterstonehc.com/winning-ceos/clivebeddoe/ (accessed July 30, 2019). 48. Ibid. 48. Ibid. 5.Tim Hortons®, http://www.timhortons.com (accessedJuly 4, 2017). 5. Tim Hortons®, www.timhortons.com (accessed July 4, 2017). A–1 Instead of using separate “Executive Summary” and “Company Overview” sections, this marketing plan begins with a general overview that includes both aspects and answers the key questions: “What type of business are we?” and “What do we need to do to accomplish our objectives?” (see Chapter 2). A–2 As this plan does, a marketing plan should start with a positive, upbeat assessment of what the company does and what it hopes to continue doing. A–3 Note the personalization of the company founders, which may help readers feel connected to the company. A–4 The paragraph provides a general outline of the firm’s objectives; the bulleted list offers more specific goals, and the subsequent sections go into more detail about the various factors that may influence these objectives. A–5 By referring to another section, the plan makes clear where it is heading and enables readers to cross-reference the information. A–6 The plan acknowledges both a general, potential target market and the ideal targets. A–7 As Chapter 2 suggests, the plan notes PeopleAhead’s sustainable competitive advantage as part of its overall mission statement. A–8 In discussing both the external market and the internal advantages of PeopleAhead, the plan carefully distinguishes between individual job candidates and businesses, thus differentiating the focus and objectives according to this segmentation.

A–9 Figures provide a visually attractive break in the text and summarize a lot of information in an easy-to-read format. A–10 Another visually attractive graph summarizes complicated information easily. The use of highquality colour can add a professional feel to a marketing plan. A–11 Before engaging in a firm-specific SWOT analysis (see Chapter 2), this marketing plan assesses the external market environment further and thus establishes a basis for the subsequent SWOT analysis. A–12 Note that the analysis uses outside sources to support its claims. A–13 If PeopleAhead chooses to adopt a competitor-based pricing strategy (see Chapter 11), detailed information about how other recruitment firms work will be mandatory. A–14 Information about competitors’ revenues, customers, growth, and so forth often is available publicly through a variety of sources. A–15 For information that may not belong in the main text, an appendix offers an effective means to provide detail without distracting readers. A–16 This section offers the “product” component of the market/product/customer analysis. Because PeopleAhead’s product is mostly a service (see Chapter 10), it focuses on some intangible features of its offering. A–17 The last—and some would say most important—piece of the analysis puzzle: customers. A–18 Although the introduction to this appendix and the plan’s organization suggest that analyses of competitors, products, and customers are separate, as this plan shows, a firm usually cannot address one without considering the other. Here, in the Business Customer section, the plan notes what PeopleAhead’s competitors fail to do and therefore why it offers a more valuable service. A–19 Understanding a target customer is not just about numbers. PeopleAhead tries to consider what customers think and feel when searching for jobs too. A–20 The plan continues with the same segmentation throughout. Here the plan discusses targeting and

what makes each segment attractive. A–21 By already identifying key markets in the previous section, the plan provides a foundation for a more specific targeting statement in this section. A–22 The final step in the STP process: positioning for the segmented, targeted market. A–23 PeopleAhead’s mission A–24 Given its own section in this plan, a discussion of the marketing mix constitutes a key element of the strategic planning process (see Chapter 2). A–25 According to well known marketing concepts, the marketing mix consists of the four Ps: product (service here), price, place (distribution here), and promotion. A–26 The product (service) offering must establish the value for consumers: Why should they expend effort or resources to obtain the offering? A–27 Making the product (service) available where and when consumers want it may seem somewhat easier for PeopleAhead because of the vast development of the Internet; however, the firm still needs to consider how it can ensure people know where and how to access its offering. A–28 The plan offers a specific time frame, which recognizes the potential need to make changes in the future, as the market dictates. A–29 The marketing plan needs to identify not only costs, but also potential revenues to cover those costs. A–30 Certain assumptions or marketing research form the basis for its estimation of start-up costs. A–31 This section contains a lot of numbers in a small space; the graphs and tables help to depict those numbers clearly and visually. A–32 This plan divides the objectives into three categories: overall objective, marketing, and financial. Although this is a marketing plan, it must also include other aspects that influence marketing, such as financial status.

A–33 By offering quantitative, direct goals, PeopleAhead ensures that it can measure its progress toward those goals. A–34 The evaluation section retains the segmentation scheme established previously between business customers and individual members. A–35 Additional useful information that might clutter the plan should appear in an appendix. The appendices are not included in this illustration. 1. Lisa Drayer, “Are Energy Bars Healthy?”, CNN, August 25, 2017, http://www.lisadrayer.com/cnn-com-energy-bars-healthy/ (accessed June 18, 2019). “Nutritional Bars Market Insights 2017–2023,”Industry Today,February 9, 2018, https://industrytoday.co.uk/market-research-industry-today/nutritional-bars-market-insights-20172023---health---wellness-awareness-and-trend-boosting-the-industry-growth-at-global-stage (accessed June 18, 2019). 2. “Nutritional Bars Market Insights 2017–2023,”Industry Today,February 9, 2018, https://industrytoday.co.uk/market-research-industry-today/nutritional-bars-market-insights-20172023---health---wellness-awareness-and-trend-boosting-the-industry-growth-at-global-stage (accessed June 18, 2019). 3. Patricia Bannan, “The Top 12 Energy Bars for Every Occasion (Post-Workout, Gluten-Free and More),” Livestrong.com, February 23, 2018, https://www.livestrong.com/slideshow/1011284-12toprecommended-energy-bars-occasion/ (accessed June 18, 2019). 4. Abby Reisner, “These Aren’t Your Typical Energy Bars,” Tasting Table, February 20, 2018, https://phyterfood.com/phyter_web/wp-content/uploads/2018/04/Tasting-Table-Phyter.pdf (accessed June 18, 2019). 5. “Do the Kind Thing for Your Body, Your Taste Buds, and the World,” KIND, www.kindsnacks.com/about-us, (accessed June 18, 2019). 6. Heather Clancy, “Kashi Steps Up Purchases from Farms Transitioning to Organic,” GreenBiz, February 27, 2017, https://www.greenbiz.com/article/kashi-steps-purchases-farms-transitioningorganics; “One Box at a Time: Kashi Expands Product Portfolio to Support Organic Farmland,”PRNewsire,February 22, 2017, https://www.prnewswire.com/news-releases/one-box-ata-time-kashi-expands-product-portfolio-to-support-organic-farmland-300410792.html (accessed June 18, 2019). 7. Eric Schroeder, “Bars: Boom or Bust?,”Food Business News,November 27, 2017, https://www.foodbusinessnews.net/articles/10951-bars-boom-or-bust (accessed June 18, 2019). X. “Nutritional Bars Market Insights 2017–2023,”Industry Today,February 9, 2018, https://industrytoday.co.uk/market-research-industry-today/nutritional-bars-market-insights-2017-

2023---health---wellness-awareness-and-trend-boosting-the-industry-growth-at-global-stage (accessed June 18, 2019). 9. Ibid. 13. Jaya Saxena,Man Repeller, January 10, 2018, https://www.manrepeller.com/2018/01/historyof-energy-bars.html(accessed June 24, 2019). 14. Saxena, "Energy Bars Tell the Story of a Nation Obsessed wtih Food." M Ramos-González, Mercedes Rubio-Andrés, and Miguel Ángel Sastre-Castillo, Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior, Sustainability, September 19, 2017, https://www.mdpi.com/2071-1050/9/9/1663/pdf ; “Sustainability’s deepening imprint,” McKinsey & Company, December 2017, https://www.mckinsey.com/business-functions/sustainability/our-insights/sustainabilitysdeepening-imprint; “Sustainability’s Strategic Worth: McKinsey Global Survey Results,” https://www.mckinsey.com/business-functions/sustainability/our-insights/sustainabilitys-strategicworth-mckinsey-global-survey-results (accessed June 20, 2019). M Ramos-González, Mercedes Rubio-Andrés, and Miguel Ángel Sastre-Castillo, Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior, Sustainability, September 19, 2017, https://www.mdpi.com/2071-1050/9/9/1663/pdf ; “Sustainability’s deepening imprint,” McKinsey & Company, December 2017, https://www.mckinsey.com/business-functions/sustainability/our-insights/sustainabilitysdeepening-imprint; “Sustainability’s Strategic Worth: McKinsey Global Survey Results,” https://www.mckinsey.com/business-functions/sustainability/our-insights/sustainabilitys-strategicworth-mckinsey-global-survey-results (accessed June 20, 2019). *M Ramos-González, Mercedes Rubio-Andrés, and Miguel Ángel Sastre-Castillo, Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior, Sustainability, September 19, 2017, www.mdpi.com/2071-1050/9/9/1663/pdf ; “Sustainability’s deepening imprint,” McKinsey & Company, December 2017, www.mckinsey.com/business-functions/sustainability/our-insights/sustainabilitys-deepeningimprint; “Sustainability’s Strategic Worth: McKinsey Global Survey Results,” www.mckinsey.com/business-functions/sustainability/our-insights/sustainabilitys-strategic-worthmckinsey-global-survey-results (accessed June 20, 2019). †“About,” City Girl Coffee, www.citygirlcoffee.com; Dan Hyman, “Giving a Family Business a Jolt with a Coffee That Empowers Women,” The New York Times, December 20, 2017, (accessed June 18, 2019). **“Starbucks Company Profile,” Starbucks, www.starbucks.com/about-us/companyinformation/starbucks-company-profile; Bernard Marr, “Starbucks: Using Big Data, Analytics And Artificial Intelligence To Boost Performance,” Forbes, May 28, 2018, www.forbes.com/sites/bernardmarr/2018/05/28/starbucks-using-big-data-analytics-and-artificialintelligence-to-boost-performance/#12ae983565cd; Anthony Smoak, “Starbucks, Digital and Analytics: A Perfect Blend,” January 4, 2019, https://anthonysmoak.com/2019/01/04/starbucksdigital-and-analytics-a-perfect-blend/; Mikal Khoso, “Data Analytics in the Real World: Starbucks,” Northeastern University Level, March 4, 2016,

www.northeastern.edu/levelblog/2016/03/04/data-analytics-in-the-real-world-starbucks/; Barbara Thau, “How Big Data Helps Chains Like Starbucks Pick Store Locations—An (Unsung) Key to Retail Success,” Forbes, April 24, 2014, www.forbes.com/sites/barbarathau/2014/04/24/how-bigdata-helps-retailers-like-starbucks-pick-store-locations-an-unsung-key-to-retailsuccess/#492c2b4c16db (accessed June 18, 2019). 23. “Social Media Stats Worldwide,” Statcounter, http://gs.statcounter.com/social-media-stats (accessed June 25, 2019). 24. “Facebook Users in the World,” Internet World Stats, https://www.internetworldstats.com/facebook.htm (accessed June 25, 2019). 27. “Internet Travel Hotel Booking Statistics,” DATE, Statistic Brain Research Institute, www.statisticbrain.com/internet-travel-booking-statistics (accessed June 25, 2019). 36. “Do the Kind Thing for Your Body, Your Taste Buds, & the World,” KIND, https://www.kindsnacks.com/about-us.html (accessed June 18, 2019). 37. Tanya Dua, “Kind Snacks is Venturing Outside of Nutrition Bars for the First Time Ever—and it Should Terrify Welch’s,” Business Insider, August 22, 2017, https://www.businessinsider.in/Kind-Snacks-is-venturing-outside-of-nutrition-bars-for-the-firsttime-ever-and-it-should-terrify-Welchs/articleshow/60175706.cms (accessed June 18, 2019). 38. Ibid. 39. Patty Odell, “KIND Challenges Competitors with Taste Tests,” Chief Marketer, January 17, 2018, https://www.chiefmarketer.com/kind-challenges-competitors-taste-tests/ (accessed June 18, 2019). 40. Tanya Dua, “Kind is Sending Out Its Competitors’ Products to 10,000 Consumers in an Edgy Marketing Stunt." 41. “Make the World a Little Kinder,” KIND, https://www.kindsnacks.com/our-mission.html (accessed June 18, 2019). 42. Ibid. 34. “Canada Goose’s annual revenue from FY 2015 to FYI 2018 (in 1,000 Canadian dollars) Statista, April 19, 2019, https://www.statista.com/statistics/807650/annual-revenue-canada-gooseclothing/ (accessed June 27, 2019). 35. Maria Pinelli, “6 Entrepreneurial Women to Watch,” Forbes, March 15, 2015, https://www.opstart.ca/canadas-15-most-influential-female-entrepreneurs/ (accessed June 27, 2019). 1. Jennifer Kaplan, “PepsiCo Turns to Premium Snacks to Fuel Growth,” Bloomberg, July 11, 2017, https://www.bloomberg.com/news/articles/2017-07-11/pepsico-profits-from-moreexpensive-chips-and-soft-drinks;

http://www.pepsico.ca/en/Purpose/HumanSustainability/HS_ENG_FLC.html; “PepsiCo launches new snack range,” Inside FMCG, March 27, 2019, https://insidefmcg.com.au/2019/03/27/pepsicolaunches-new-snack-range/; “Purpose,” PepsiCo Canada, http://www.pepsico.ca/en/Purpose/HumanSustainability/HS_ENG_FLC.html (accessed July 1, 2019). 2. Julie Cresswell, “PepsiCo to Acquire the Fruit and Veggie Snack Maker Bare Foods, The New York Times, May 25, 2018, https://www.nytimes.com/2018/05/25/business/dealbook/pepsico-barefoods.html (accessed July 1, 2019). 3. Monica Watrous, “Inside PepsiCo’s Snacks Strategy,” Food and Business News, February 11, 2016, https://www.foodbusinessnews.net/articles/7449-inside-pepsico-s-snacks-strategy (accessed June 27, 2019). 4. “Quaker Harvest Orchard Apple & Cinnamon Oat Bites,” Quaker, https://www.quakeroats.ca/products/quaker%C2%AE-harvest-orchard-apple-cinnamon-oat-bites; “Quaker Chewy Mermaid Confetti Chip Granola bars,” Quaker, https://www.quakeroats.ca/products/quaker-chewy%C2%AE-mermaid-confetti-chip-granola-bars (accessed July 1, 2019). 6. Diana Chan, “Lay’ StrEATS of the World,” Foodology, April 13, 2018, http://foodology.ca/layscanada-streats-of-the-world/ (accessed June 28, 2019). 5. Brittany W, “Crowdsourcing Your Next Chip Flavor: Lay’s “Do Us A Flavor” Campaign”, HBS Digital Initiative, March 24, 2018, https://digit.hbs.org/submission/crowdsourcing-your-next-chipflavor-lays-do-us-a-flavor-campaign/; Monica Watrous, “How Frito-Lay is Making its Products Healthier,” Food Business News, November 20, 2017, https://www.foodbusinessnews.net/articles/10909-how-frito-lay-is-making-its-products-healthier (accessed June 28, 2019). 8. PepsiCo, “2018 PepsiCo Annual Report,” February 15, 2019, https://www.pepsico.com/docs/album/annual-reports/2018-annual-report.pdf?sfvrsn=35d1d2bc_2 (accessed June 27, 2019). 9. Watrous, “Inside PepsiCo’s Snacking Strategy.” Kaplan, ““PepsiCo Turns to Premium Snacks to Fuel Growth.” (accessed June 27, 2019). Watrous, “Inside PepsiCo’s Snacking Strategy”; “2018 PepsiCo Annual Report.” 10. Kaplan, ““PepsiCo Turns to Premium Snacks to Fuel Growth.” (accessed June 27, 2019). 11. Watrous, “Inside PepsiCo’s Snacking Strategy”; “2018 PepsiCo Annual Report.” 12. Watrous, “How Frito-Lay is Making its Products Healthier.” ***PepsiCo 10-K report, December 29, 2018, www.pepsico.com/docs/album/annual-reports/2018annual-report.pdf?sfvrsn=35d1d2bc_2 (accessed July 2, 2019).

Coca-Cola 10-K report, December 31, 2018, www.cocacolacompany.com/content/dam/journey/us/en/private/fileassets/pdf/2019/annual-shareholdersmeeting/2018-Annual-Report-on-Form-10-K.pdf (accessed July 2, 2019). 14. PepsiCo, "Product Information,"https://www.pepsico.com/brands/product-information(accessed July 3, 2019). 15. PepsiCo, “About the Company,” https://www.pepsico.com/about/about-the-company (accessed July 3, 2019). 16. Allison Aubrey, “This Is How Much Celebrities Get Paid to Endorse Soda and Unhealthy Food,” NPR,June 7, 2016, www.npr.org/sections/thesalt/2016/06/07/481123646/this-is-how-muchcelebrities-get-paid-to-endorse-soda-and-unhealthy-food; Robert Klara, “Why Celebrities Want to Be in PepsiCo’s Ads,”Advertising Age,June 8, 2015. 17. Beth Kowitt, “PepsiCo Nabs NBA Sponsorship Rights from Coca-Cola,”Fortune, April 13, 2015; E. J. Schultz, “Coke Takes Over from Pepsi as MLB Sponsor,”Advertising Age, March 31, 2017. 18. PepsiCo, “Pepsi Launches the Sound Drop to Identify and Support the Next Generation of Breaking Artists in Partnership with iHeartMedia, Shazam and MTV,” August 24, 2016, www.pepsico.com/live/pressrelease/pepsi-launches-the-sound-drop-to-identify-and-support-thenext-generation-of-bre08242016 (accessed July 3, 2019). 28. Interbrand, “Best Global Brands,” https://www.interbrand.com/best-brands/best-globalbrands/2018/ (accessed July 2, 2019). **PepsiCo, “Our Mission & Values,” www.pepsico.com/Purpose/Our-Mission-and-Values; CocaCola, “Mission, Vision & Values,” www.coca-colacompany.com/our-company/mission-visionvalues/ (accessed July 2, 2019). †Coca-Cola, “Mission, Vision & Values,” www.coca-colacompany.com/our-company/missionvision-values (accessed July 2, 2019). ‡Heart and Stroke, “What we do / Strategy,” www.heartandstroke.ca/what-we-do/strategy (accessed July 2, 2019). ††Tim Hortons, “About Tims,” www.timhortons.com/ca/en/corporate/about-tims.php (accessed July 2, 2019). 35. PepsiCo, “Philanthropy,” www.pepsico.com/sustainability/philanthropy (accessed July 2, 2019). 36. Danielle Wiener-Bronner, “Why Coke is winning the cola wars,”CNN, February 21, 2018, https://money.cnn.com/2018/02/20/news/companies/cola-wars-coke-pepsi/index.html (accessed July 2, 2019).

37. RT, “PepsiCo Admits Public Source Origins of Its Aquafina Bottled Water,” Oct 28, 2015, www.rt.com/usa/319980-aquafina-tap-water-origins/ (accessed July 2, 2019). 38. Kate Taylor, “The Future of Coke and Pepsi Depends on This Unlikely Beverage,”Business Insider,April 25, 2016, https://www.businessinsider.com.au/coca-cola-pepsis-future-in-water-20164; Trefis Team, “Non-Carbonated Beverages Spearhead Growth for PepsiCo’s North America Business,”Forbes, December 10, 2015, www.forbes.com/sites/greatspeculations/2015/12/10/noncarbonated-beverages-spearhead-growth-for-pepsicos-north-america-business/ (accessed July 2, 2019). 39. PepsiCo, “About the Company,” https://www.pepsico.com/about/about-the-company (accessed July 2, 2019). 40. PepsiCo, “PepsiCo Exceeds Global Water Stewardship Goals,” August 29, 2016; Brian Dumaine, “The Water Conservation Challenge of Coke vs. Pepsi,”Fortune, August 20, 2015, http://fortune.com/2015/08/20/coca-cola-vs-pepsi/; PepsiCo, “Water 2018,” https://www.pepsico.com/docs/album/esg-topics-policies/2018-cdp-water-response.pdf? sfvrsn=c5c36f59_4 (accessed July 2, 2019). 41. Martin Caballero, “FDA Issues Draft Guidance on New Nutrition Facts Label,”BevNET,January 4, 2017, www.bevnet.com/news/2017/fda-issues-draft-guidance-new-nutrition-facts-label; Ilan Brat and Mike Esterl, “FDA Proposes Placing Sugar Guide on Food Labels,”The Wall Street Journal,July 24, 2015, www.wsj.com/articles/fda-proposes-listing-added-sugar-on-food-labels1437774370. 42. Angelica LaVito, “Millennials Like Small Food Companies, but Big Brands Aren’t Dead— Yet,”CNBC,June 15, 2017; Stephanie Strom, “Small Food Brands, Big Successes,”The New York Times,August 24, 2015, www.nytimes.com/2015/08/26/dining/start-up-food-business-changingappetites.html?_r=0. ‡‡Rachel Sugar, “How Starbucks’s annual holiday cup became a battleground for the heart and soul of America,” Vox, Nov 2, 2018, www.vox.com/the-goods/2018/11/2/18052550/starbucksholiday-cup-explained-2018-controversies; Temi Abebowale, “Starbucks’ New Holiday Cups are Here, And Won’t Cause Much Drama,” delish, Nov 1, 2018, www.delish.com/foodnews/a24483790/new-starbucks-holiday-cups-2018/; Lindsay William-Ross, “How to get a free reusable festive red cup at Starbucks,” Vancouver Courier, November 1, 2018, www.vancourier.com/news/how-to-get-a-free-reusable-festive-red-cup-at-starbucks-1.23484411; Julia Mullaney, “All the Controversies Behind Starbucks’ Holiday Cups,” November 2, 2018, Showbiz CheatSheet, www.cheatsheet.com/culture/controversies-behind-starbucks-holidaycups.html/; Whitney Filloon and Brenda Houck, “A Brief History of Starbucks’ Holiday Cup Controversies,” Eater, Nov 5, 2018, www.eater.com/2015/11/10/9705570/starbucks-holiday-redcups-controversy-history; Luke Upton, “Seeing red? Starbucks festive cups face up to growing sustainability questions.” Bio Market Insights, November 21, 2018, www.biobasedworldnews.com/seeing-red-starbucks-festive-cups-face-up-to-growingsustainability-questions (accessed June 28, 2019).

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www.statista.com/statistics/188716/top-liquid-laundry-detergent-brands-in-the-united-states/; Georgina Fuller, “Subscription suds: can a detergent-by-post model challenge the big brands?,” The Guardian, Nov. 16, 2018, www.theguardian.com/business-to-business/2018/nov/16/subscriptionsuds-can-a-detergent-by-post-model-challenge-the-big-brands (accessed July 27, 2019), Tru Earth Declared Canada's 2nd Fastest Growing Startup Overall and Fastest Growing CPG Startup by Canadian Business Magazine,” Business Wire, October 15, 2020, https://financialpost.com/pmn/press-releases-pmn/business-wire-news-releases-pmn/tru-earthdeclared-canadas-2nd-fastest-growing-startup-overall-and-fastest-growing-cpg-startup-bycanadian-business-magazine,accessed Nov. 6, 2020. 69. Eleanor Dwyer, “Small Pack Sizes See Growth in the U.S.,”Beauty Packaging,December 19, 2016, www.beautypackaging.com/contents/view_online-exclusives/2016-12-19/small-pack-sizessee-growth-in-the-us (accessed July 25, 2019). 71. Rebecca Mead, “Sole Cycle,”The New Yorker, March 23, 2015, https://www.newyorker.com/magazine/2015/03/23/sole-cycle-rebecca-mead (accessed July 25, 2019). 72. Lou Stoppard, “Why Birkenstocks are summer’s sexiest shoes. Really,” Financial Times, May 31, 2019, www.ft.com/content/06e0242a-681d-11e9-b809-6f0d2f5705f6 (accessed July 25, 2019). 73. Birkenstock, “PIERPAOLO PICCIOLI AND FRANCES MCDORMAND CREATE BIRKENSTOCK ARIZONA SANDAL FOR THE 2019 ACADEMY AWARDS,” February 25, 2019, www.birkenstock-group.com/de/en/detail/pierpaolo-piccioli-and-frances-mcdormand-createbirkenstock-arizona-sandal-for-the-2019-academy-awards/ (accessed July 25, 2019). 74. Ellen Emmerentze Jervell, “Birkenstock Doesn’t Care If Fashionistas Stop Wearing Its Sandals,”The Wall Street Journal, May 11, 2015, www.wsj.com/articles/birkenstock-doesnt-careif-fashionistas-stop-wearing-its-sandals-1431301523 (accessed July 25, 2019). 1. Most of the information in this opening vignette comes from a personal visit to Cowbell Brewing, a personal conversation with Steven Sparling, and a phone interview with Grant Sparling. 2. Madeline Barber, “Brewing Accessibility with Cowbell Brewing,” Rick Hansen Foundation, February 5, 2019, https://www.rickhansen.com/news-stories/blog/brewing-accessibility-cowbellbrewing (accessed July 29, 2019). 3. Cowbell, “Local Farm-to-Table Food,” https://cowbellbrewing.com/restaurant (accessed July 29, 2019). 4. Cowbell, “Brewhouse Equipment,” https://cowbellbrewing.com/brewery (accessed July 29, 2019). 5. Cowbell, “Greener Pastures Community Fund,” https://cowbellbrewing.com/community (accessed July 29, 2019). 6. Madeline Barber, “Brewing Accessibility with Cowbell Brewing.”

7. “Cowbell Brewery might be Ontario’s most ambitious beer ventureyet,” Ben’s Beer Blog, August 2, 2017, https://bensbeerblog.com/2017/08/02/cowbell-brewery-might-be-ontarios-mostambitious-beer-venture-yet/ (accessed July 29, 2019). *Justin Dallaire, “The Disruptors: Pivot brings subscriptions to furniture,” Strategy, May 28, 2019, http://strategyonline.ca/2019/05/28/the-disruptors-pivot-brings-subscriptions-to-furniture; Brenda Bouw, “SkipTheDishes founders launch subscription furniture service,” The Globe and Mail, April 12, 2019, www.theglobeandmail.com/business/small-business/startups/article-skipthedishesfounders-launch-subscription-furniture-service/; Pivot Furniture, “Frequently Asked Questions,” www.pivotsubscriptions.com/ca/en/faq (accessed July 28, 2019). †Kirsten Acuna, “Google Says It Can Predict Which Films Will Be Huge Box Office Hits,”Business Insider,June 6, 2013, https://www.businessinsider.com.au/google-study-can-predictsuccess-of-movies-2013-6; Miguel Campo-Rembado and Sona Oakley, “How 20th Century Fox uses ML to predict a movie audience,” Google Cloud, October 29, 2018, https://cloud.google.com/blog/products/ai-machine-learning/how-20th-century-fox-uses-ml-topredict-a-movie-audience; James Vincent, “Hollywood is Quietly Using AI to Decide Which Movies to Make,” The Verge, May 28, 2019, https://www.theverge.com/2019/5/28/18637135/hollywood-ai-film-decision-script-analysis-datamachine-learning (accessed July 28, 2019). 42. “The Robotics Market Report: The Fast-Multiplying Opportunities in Consumer, Industrial, and Office Robots,”Business Insider,May 13, 2015, http://uk.businessinsider.com/growth-statistics-forrobots-market-2015-2?r1/4US&IR1/4T (accessed November 10, 2016). 43. Gina Silva and Jeffrey Thomas DeSocio, “Meet Wally: The Room Service Robot of the Residence Inn Marriott at LAX,”Fox 11 [Los Angeles], February 17, 2016, www.foxla.com/news/local-news/93131443-story. ††Marina Strauss, “Shoppers Drug Mart to test cosmetic injection clinics,” The Globe and Mail, December 19, 2018, https://www.theglobeandmail.com/business/article-shoppers-drug-mart-to-testcosmetic-injection-clinics; Caitlin Agnew, “With drugstores getting into the Botox business, is the stigma around cosmetic procedures changing?,” The Globe and Mail, April 1, 2019, https://www.theglobeandmail.com/life/style/article-with-drugstores-getting-into-the-botoxbusiness-is-the-stigma-around; Justin Dallaire, “Shoppers Drug Mart aims to make cosmetic dermatology approachable,” Strategy, July 15, 2019, http://strategyonline.ca/2019/07/15/shoppersdrug-mart-aims-to-make-cosmetic-dermatology-approachable (accessed July 28, 2019). 47. Carson Biz, “Chatbots Explained: Why the World’s Most Powerful Tech Companies Think They’re the Biggest Thing Since the iPhone,” Business Insider,April 9, 2016, www.businessinsider.com/what-are-chatbots-and-who-is-building-them-2016-4/#wait-haventthese-been-around-for-awhile-2; Nicolas Bayerque, “A Short History of Chatbots and Artificial Intelligence,”Venture Beat,August 15, 2016, https://venturebeat.com/2016/08/15/a-short-history-ofchatbots-and-artificial-intelligence/ (accessed July 28, 2019). 48. Bayerque, “A Short History.” 49. Nick Wells, “These AI Bots Are So Believable, They Get More Dates Than You,”CNBC, July

14, 2017, www.cnbc.com/2017/07/14/these-ai-bots-are-so-believable-they-get-moredates-thanyou.html?utm_source=Daily+Email&utm_campaign=fde2f0b85fEMAIL_CAMPAIGN_2017_07_15&utm_medium=email&utm_term=0_03a4a88021-fde2f0b85f248805505 (accessed July 28, 2019). 50. Heather Clancy, “This Cyber ‘Sales Assistant’ Uses Artificial Intelligence to Hook New Leads,” Fortune, December 14, 2016, http://fortune.com/2016/12/14/conversica-series-b-funding/; www.conversica.com/ (accessed July 28, 2019). 51. Wells, “These AI Bots Are So Believable, They Get More Dates Than You.” 52. Ibid. 53. Ibid. 54. Clancy, “This Cyber ‘Sales Assistant’ Uses Artificial Intelligence to Hook New Leads.” 55. Joel Schlesinger, “Artificial intelligence reshaping wealth management,” The Globe and Mail, February 28, 2018, https://www.theglobeandmail.com/globe-investor/artificial-intelligence-reshaping-wealthmanagement/article36379830/ (accessed July 28, 2019). 56. Justin Dallaire, “Meridian goes national with launch of Motusbank,” Strategy, February 5, 2019, http://strategyonline.ca/2019/02/05/meridian-goes-national-with-launch-of-motusbank (accessed July 28, 2019). 57. Johnathan Lo, “UNBOXED, where a robot uses facial recognition to identify you,” Business Insider, June 19, 2019, https://www.businessinsider.sg/i-visited-singtels-24-hour-unmanned-storeheres-what-its-like-inside-unboxed-where-a-robot-uses-facial-recognition-to-identify-you (accessed July 29, 2019). 9.Fortune,“Fortune 500: 2017,” http://fortune.com/2017/06/07/fortune-500-companies-list-top/; Mark Perry, “Fortune 500 Firms in 1955 v. 2015; Only 12% Remain, Thanks to the Creative Destruction That Fuels Economic Prosperity,”AEldeas,October 12, 2015, www.aei.org/publication/fortune-500-firms-in-1955-vs-2015-only-12-remain-thanks-to-thecreative-destruction-that-fuels-economic-growth/; Fortune “Introducing the 2019 Fortune 500,” https://fortune.com/fortune500/(accessed July 28, 2019). 10. Josh O’Kane, “Apple Music catching up in streaming wars,” The Globe and Mail, December 30, 2018, https://www.theglobeandmail.com/business/article-apple-music-catching-up-instreaming-wars/; Lisa Richwine and Stephen Nellis, “Apple enters video streaming, taking aim at Netflix and Amazon,” The Globe and Mail, March 25, 2019, https://www.theglobeandmail.com/business/technology/article-its-show-time-apple-expected-tounveil-long-awaited-tv-and-movie (accessed July 28, 2019). 11.Justin Dallaire, “MEC goes experiential with adventure travel arm,” Strategy, January 29, 2019, http://strategyonline.ca/2019/01/29/mec-goes-experiential-with-adventure-travel-arm (accessed August 1, 2019).

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approach. ‡‡‡General Mills, “Sustainable Sourcing,” https://www.generalmills.ca/en/Home/Responsibility/Sustainability/sustainable-sourcing (accessed August 27, 2019). *‡General Mills, “General Mills Recognized as Global Leader in Corporate Sustainability,” Cision, Jan. 22, 2019, https://www.prnewswire.com/news-releases/general-mills-recognized-as-globalleader-in-corporate-sustainability-300782233.html (accessed August 22, 2019). 71. Marina Strauss and Nathan Vanderklippe, “Salted egg-yolk Timbit and ‘matcha’ latte: How Tim Hortons plans to stick-handle its way into the Chinese market,” The Globe and Mail, February 25, 2019, https://www.theglobeandmail.com/business/article-tim-hortons-enters-china-market-with-firstrestaurant-in-shanghai/; Tara Deschamps, “Tim Hortons will include congee, matcha on its Chinese menu,” The Globe and Mail, August 17, 2018, https://www.theglobeandmail.com/business/articletim-hortons-says-chinese-menu-to-include-congee-matcha/ (accessed August 27, 2019). 76. Joe Cochrane, “Tupperware’s Sweet Spot Shifts to Indonesia,”The New York Times, February 28, 2015, www.nytimes.com. 83. Reuters, “Costco’s first China store forced to close early due to overwhelming traffic,” The Globe and Mail, August 27, 2019, https://www.theglobeandmail.com/business/internationalbusiness/asia-pacific-business/article-costcos-first-china-store-forced-to-close-early-due-tooverwhelming/ (accessed August 27, 2019). 85. Patrick Coffee, “Apple Shifts Global Marketing Strategy, Restructures Its Relationship with TBWA/Media Arts Lab,”Adweek, February 17, 2017, https://www.adweek.com/brandmarketing/apple-shifts-its-marketing-strategy-to-focus-on-digital-and-regional-campaigns/ (accessed August 27, 2019). 86. Ibid. 87. Tim Culpan, “Chindia Needs One More Thing from Apple,”Bloomberg Businessweek, September 13, 2017, https://www.bloomberg.com/news/articles/2017-09-13/chindia-needs-onemore-thing-from-apple (accessed August 27, 2019). 88. Shira Ovide, “Think You Won’t Pay $1,000? Apple’s Prices Are Going Up Anyway,”Bloomberg Gadfly, September 12, 2017, https://www.malaymail.com/news/techgadgets/2017/09/13/think-you-wont-pay-us1000-apples-prices-go-up-anyway-video/1464003 (accessed August 27, 2019). 89. Reem Nasr, “Apple’s Success in China Can Teach US Firms a Lot,”CNBC, January 29, 2015, https://www.cnbc.com/2018/06/19/apple-is-the-big-tech-firm-most-at-risk-from-a-us-china-tradewar.html (accessed August 27, 2019). 90. “Apple Is Focusing More on Emerging Markets,” Business Insider,December 21, 2016, https://www.businessinsider.com/apple-focuses-more-on-emerging-markets-2016-12 (accessed

August 27, 2019). 91. Harsh Chauhan, “Apple Makes a Smart Move to Expand in This Huge Market,”The Motley Fool, April 1, 2017, https://www.fool.com/investing/2017/04/01/apple-makes-a-smart-move-toexpand-in-this-huge-ma.aspx (accessed August 27, 2019). x. “Apple Is Focusing More on Emerging Markets.” 92. “Apple Is Focusing More on Emerging Markets.” 93. Jefferson Graham, “Did Apple retail prices get too high in 2018? Consumers say yes.,” USA Today, December 29, 2018, https://www.usatoday.com/story/tech/talkingtech/2018/12/29/didapple-retail-prices-get-too-high-2018-consumers-say-way-yes/2432445002/ (accessed August 27, 2019). 2. Jack Neff, “Why Unilever Needs Love Beauty and Planet,”Advertising Age, December 11, 2017, https://adage.com/article/cmo-strategy/unilever-love-beauty-planet-brands/311580 (accessed August 29, 2019). 3. Alyssa Hardy, “,”Teen Vogue, December 13, 2017, https://www.teenvogue.com/story/unileversustainable-drugstore-brand-love-beauty-and-planet (accessed August 29, 2019). 4. Neff, “Why Unilever Needs Love Beauty and Planet.” 5. Aimee Lutkin, “Unilever’s New Beauty Line Is Good for Your Face and the Planet,”Green Matters, December 12, 2017, https://www.greenmatters.com/news/2017/12/12/ZOnBiP/unilvereco-beauty (accessed August 29, 2019). 6. Neff, “Why Unilever Needs Love Beauty and Planet.” 7. Hardy, “Unilever Launches Sustainable Drugstore Brand.” 8. Neff, “Why Unilever Needs Love Beauty and Planet.” 9. Lutkin, “Unilever’s New Beauty Line.” 10. Unilever, “Sustainable Living,” www.unileverusa.com/sustainable-living/ (accessed August 29, 2019). ‡‡Cadillac Fairview, “Philanthropy,” https://www.cadillacfairview.com/en_CA/aboutus/philanthropy.html (accessed August 27, 2019). x. Thomas C. Frohlich, Michael B. Sauter, and Sam Stebbins, “Companies Paying Americans the Least,” 247WallSt.com, September 3, 2015. 24. Ibid.

26. Justin Dallaire, "‘Purpose’ crucial to how consumers view companies," Strategy, Jan. 28, 2019,strategyonline.ca/2019/01/28/purpose-crucial-to-how-consumers-view-companies-study/; Christopher Lombardo, “Challenges remain for brands transitioning from CSR to purpose-led,” Strategy, March 19, 2019, http://strategyonline.ca/2019/03/19/challenges-remain-for-brandstransitioning-from-csr-to-purpose-led/ (accessed August 29, 2019). 27. Josh Kolm, "Unilever gives everyday purchases a social impact," Strategy, August 16, 2019, http://strategyonline.ca/2019/08/16/unilever-spotlights-the-positive-impacts-of-everyday-purchases (accessed August 29, 2019). 28. Christopher Lombardo, “Challenges remain for brands transitioning from CSR to purpose-led.” 29. PepsiCo, "Performance with Purpose," (Waste: Getting to Zero at Super Bowl LII, P. 25), https://www.pepsico.com/docs/album/sustainability-report/2017-csr/pepsico_2017_csr.pdf (accessed August 29, 2019). 30. PepsiCo, "Environmental, Social & Governance Topics: Water," https://www.pepsico.com/sustainability/esg-topics (accessed August 29, 2019). 35. The Cooperators, "Corporate Giving Program," https://www.cooperators.ca/en/AboutUs/foundation/corporate-giving.aspx (accessed August 29, 2019). 36. Rana Florida, “The Case for On-Site Day Care,” Fast Company, October 1, 2014,https://www.fastcompany.com/3036419/the-case-for-onsite-daycare (accessed August 30, 2019). 37. Aaron Katersky and Susannah Kim, “Slew of Retailers Say No to Black Friday,”ABC News, October 27, 2015,https://abcnews.go.com/Business/outdoor-retailer-rei-black-friday/story? id=34760968 (accessed August 30, 2019). 38. Disney, “VoluntEARS,” https://publicaffairs.disneyland.com/voluntears/; Disney, “Philanthropy,” https://thewaltdisneycompany.com/philanthropy/; Give Kids the World Village, Walt Disney World,” www.gktw.org/help/bio/disney.php; Disney, “Disney Cast Members Create An ‘Extreme Village Makeover’ for Give Kids the World,” http://disneyparks.disney.go.com/blog/galleries/2014/01/disney-cast-members-create-an-extremevillage-makeover-for-give-kids-the-world/#photo-5 (accessed August 28, 2019). ***Erica E. Phillips, “Patagonia’s Balancing Act: Chasing Mass-Market Appeal While Doing No Harm,”The Wall Street Journal, August 17, 2016, www.wsj.com/articles/patagonias-balancing-actchasing-mass-market-appeal-while-doing-no-harm-1471426200; Jamie Feldman, “Patagonia Just Made Another Major Move to Save the Earth and Your Wallet,” Huffington Post, January 30, 2017, www.huffpost.com/entry/patagonia-return-old-clothes_n_588f8066e4b02772c4e81e8d; Patagonia, "Patagonia’s Mission Statement," www.patagonia.com/company-info.html (accessed August 29, 2019). 43. Christopher Lombardo, "A report from Nourish Food Marketing shows how waste-reduction trends align with concerns about diet and convenience," Strategy, Feb. 21, 2019, http://strategyonline.ca/2019/02/20/consumers-thinking-more-broadly-about-ethical-consumption/

(accessed August 28, 2019). x. Daily Table, “About Us,” http://dailytable.org/about-us/our-story/ (accessed August 29, 2019). 48. Ibid. 49. Ron Mott, “Daily Table Supermarket Specializes in Food Past Its Prime,”NBC News,June 29, 2015, www.nbcnews.com/nightly-news/food-past-its-prime-supermarket-specializes-expired-foodn383826; Yvonne Abraham, “Waste Not, Hunger Not,”Boston Globe,June 13, 2015, www.bostonglobe.com/metro/2015/06/13/dorchester-daily-table-emporium-cleverly-reuses-foodwaste/bhZZSacW4xqaij5UrkeKbM/story.html (accessed August 29, 2019). 50. Lindsay Abrams, “‘Expired’ Food Is Good for You: A Supermarket Exec’s Bold Business Gamble,” Salon, January 20, 2014, www.salon.com/2014/01/20/expired_food_is_good_for_you_a_supermarket_execs_bold_business_gamble/ (accessed August 29, 2019). 51. Taryn Luna, “Nonprofit Grocery Store Set to Open in Dorchester,”Boston Globe, May 22, 2015, www.bostonglobe.com/business/2015/05/21/nonprofit-daily-table-grocery-store-set-opendorchester/CBzBHC1RsEOVCSgOFa0p9O/story.html (accessed August 29, 2019). 52. Mark Winne, “The Daily Table: Is This What We Really Need?,”Beacon Broadside,June 30, 2015, www.beaconbroadside.com/broadside/2015/06/the-daily-table-is-this-what-we-reallyneed.html; Mott, “Daily Table Supermarket Specializes in Food Past Its Prime” (accessed August 29, 2019). 53. Daily Table, “Membership,” http://dailytable.org/become-a-member/; Steve Holt, “Whether You Call It ‘Rescued’ or ‘Expired,’ Old Food Is a Tough Sell,”TakePart,June 11, 2015, www.takepart.com/article/2015/06/11/rescued-food-grocery (accessed August 29, 2019). 54. Brad Tuttle, “Former Trader Joe’s Exec Opens Super Cheap Nonprofit Supermarket,”Time Money, June 4, 2015, http://money.com/money/3909790/daily-table-nonprofit-supermarket/; Steve Holt, “Did Doug Rauch Just Fix Food Deserts and Food Waste?,”Edible Boston, www.edibleboston.com/blog/did-doug-rauch-just-fix-food-deserts-and-food-waste? rq=Daily%20Table (accessed August 30, 2019). x. Abrams, “‘Expired’ Food Is Good for You”; Hayley Peterson, “A former Trader Joe's executive is leading a revolution in cheap groceries,” BusinessInsider, June 6, 2015, www.businessinsider.com/trader-joes-exec-launches-daily-table-2015-6 (accessed August 30, 2019). 55. Abrams, “‘Expired’ Food Is Good for You”; Hayley Peterson, “A former Trader Joe's executive is leading a revolution in cheap groceries,” BusinessInsider, June 6, 2015, www.businessinsider.com/trader-joes-exec-launches-daily-table-2015-6 (accessed August 30, 2019). 7. Kim Larson, “How L’Oréal, a Century-Old Company, Uses Experimentation to Succeed in the Digital Age,”Think with Google, August 2017,www.thinkwithgoogle.com/marketing-

resources/data-measurement/loréal-cosmetics-beauty-brand-experimentation/(accessed August 14, 2019). *‡iHeart Radio, “iHeartRadio Canada Podcast Network Launches New Weekly Podcast THE BUSINESS OF LIFE, Hosted by Jann Arden and Arlene Dickinson, Beginning Sept. 15,” September 13, 2018, www.bellmedia.ca/the-lede/press/iheartradio-canada-podcast-networklaunches-new-weekly-podcast-the-business-of-life-hosted-by-jann-arden-and-arlene-dickinsonbeginning-sept-15/ (accessed August 30, 2019). 50. Paul Briggs, “Digital Ad Spending 2019 Canada,” eMarketer.com, March 28, 2019, https://www.emarketer.com/content/canada-digital-ad-spending-2019 (accessed August 15, 2019). 41. Justin Dallaire, “Kids see thousands of social ads for unhealthy food every year,” Strategy, October 31, 2018, http://strategyonline.ca/2018/10/31/kids-see-thousands-of-social-ads-forunhealthy-food-every-year-study/ (accessed August 20, 2019). 1. Sylvain Charlebois, “Beyond coffee? Molecular agriculture means your morning coffee could soon be made in a lab,” The Globe and Mail, Sept. 3. 2019, https://www.theglobeandmail.com/business/commentary/article-beyond-coffee-molecularagriculture-means-your-morning-coffee-could/ (accessed Sept. 3, 2019). 12. Justin Dallaire, “Tim Hortons looks beyond hockey with Shawn Mendes,” Strategy, August 29, 2019, http://strategyonline.ca/2019/08/29/tim-hortons-looks-beyond-hockey-with-shawn-mendes (accessed Sept. 3, 2019). x. “U.S. e-cigarette maker Juul facing mounting scrutiny by state attorneys-general,” The Globe and Mail, August 29, 2019, https://www.theglobeandmail.com/business/internationalbusiness/article-us-e-cigarette-maker-juul-facing-mounting-scrutiny-by-state/ (accessed Sept. 3, 2019). †††“U.S. e-cigarette maker Juul facing mounting scrutiny by state attorneys-general,” The Globe and Mail, August 29, 2019, www.theglobeandmail.com/business/international-business/article-use-cigarette-maker-juul-facing-mounting-scrutiny-by-state/ (accessed Sept. 3, 2019). 47. Daily Table, “About Us,” http://dailytable.org/about-us/our-story/ (accessed August 29, 2019). ††Andre Picard, “Banning vaping is not the way to address the worrying outbreak of related lung disease,” The Globe and Mail, Sept. 9, 2019, www.theglobeandmail.com/opinion/article-banning-vaping-is-not-the-way-to-address-theworrying-outbreak-of/ (accessed Sept. 10, 2019). 94. Tasmin McMahon, “Apple unveils new streaming service targeting Netflix, Amazon Prime,” The Globe and Mail, September 10, 2019, https://www.theglobeandmail.com/business/articleapples-new-streaming-service-targets-netflix-amazon-prime/ (accessed September 11, 2019). x.Matthew Perrone, “Trump administration plans to ban flavours used in e-cigarettes,” The Globe and Mail, September 11, 2019, https://www.theglobeandmail.com/world/us-politics/article-trump-

administration-announces-plans-to-ban-flavored-e-cigarettes-from/ (accessed September 12, 2019). ‡Julie Steenhuysen, " U.S. CDC reports 'breakthrough' in vaping lung injury probe as cases top 2,000,” Reuters, November 9, 2019, www.reuters.com/article/us-health-vaping-cdc/u-s-cdc-reportsbreakthrough-in-vaping-lung-injury-probe-as-cases-top-2000-idUSKBN1XI26R (accessed November 13, 2019). 1. Jennifer Horn, “The clean beauty movement gains momentum,” Strategy, September 17, 2019, http://strategyonline.ca/2019/09/17/the-clean-beauty-movement-gains-momentum (accessed September 17, 2019). ‡‡Dan Healing, “Tim Hortons cutting Beyond Meat products from thousands of Canadian locations,” The Canadian Press, September 18, 2019, www.theglobeandmail.com/canada/articletim-hortons-cuts-beyond-meat-products-from-menus-except-in-ontario-and (accessed September 18, 2019). †Carly Weeks, “Canada’s first vaping-related illness reported in London, Ont.,” The Globe and Mail, September 18, 2019, www.theglobeandmail.com/canada/article-canadas-first-vaping-relatedillness-reported-in-ontario; Andre Picard, “A dual challenge: Preventing teen vaping and encouraging adult harm-reduction,” The Globe and Mail, November 18, 2019, www.theglobeandmail.com/opinion/article-a-dual-challenge-preventing-teen-vaping-andencouraging-adult-harm/ (accessed November 19, 2019). ‡‡Matthew Perrone, “Trump administration plans to ban flavours used in e-cigarettes,” The Globe and Mail, September 11, 2019, www.theglobeandmail.com/world/us-politics/article-trumpadministration-announces-plans-to-ban-flavored-e-cigarettes-from/; Ari Altstedter andBibhudatta Pradhan, Tide Turns Against Vaping as India Bans Sales, China Sites Pull Juul, Bloomberg, September 18, 2019, www.bloomberg.com/news/articles/2019-09-18/india-bans-e-cigarettes-amidglobal-concern-over-health-risks (accessed September 19, 2019). †Information for this Sustainability Marketing box provided by Malina Kaija, co-founder theturnlab in a phone interview, September 20, 2019. §Susan Krashinsky Robertson, “McDonald’s taps Ontario as test market to launch Beyond Meat burger,” The Globe and Mail, September 26, 2019, www.theglobeandmail.com/business/articlemcdonalds-to-launch-beyond-meat-burger-in-ontario-as-a-test-market/; Josh Kolm, “McDonald’s puts Beyond Meat on the menu,” Strategy, September 26, 2019, http://strategyonline.ca/2019/09/26/mcdonalds-adds-beyond-meat-to-the-menu/(accessed September 26, 2019). 23. Aleksandra Sagan, “Fast-food chains launch grocery store versions of menu items in competitive market,” The Globe and Mail, October 9, 2019, https://www.theglobeandmail.com/business/article-fast-food-chains-launch-grocery-store-versionsof-menu-items-in-2/ (accessed October 10, 2019). 13.Spencer Soper and Matt Townsend, “Amazon toy list slots can cost $2 million,” Bloomberg,

October 16, 2019, https://www.bloomberg.com/news/articles/2019-10-17/amazon-holiday-toy-list-slots-can-costbrands-up-to-2-million (accessed October 17, 2019). 14. Ibid. 8. Mark Rendell, “Ontario studies greater private-sector role in cannabis distribution”, The Globe and Mail, October 21, 2019, https://www.theglobeandmail.com/cannabis/article-ontario-studiesgreater-private-sector-role-in-cannabis-distribution/ (accessed October 24, 2019). 64.“Apple Pay Overtakes Starbucks as Top Mobile Payment App in the US,” emarketer.com, October 23, 2019, https://www.emarketer.com/content/apple-pay-overtakes-starbucks-as-topmobile-payment-app-in-the-us?ecid=NL1014 (accessed October 24, 2019). 48.Aleksandra Sagan, “Ikea plans to open small stores in Toronto core as consumers crave convenience,” The Globe and Mail, November 6, 2019, https://www.theglobeandmail.com/business/article-ikea-plans-to-open-small-stores-in-toronto-coreas-consumers-crave-2/ (accessed November 7, 2019). 2. Eben Novy-Williams and Spencer Soper, “Nike Pulling Its Products From Amazon in ECommerce Pivot,” Bloomberg, Nov. 12, 2019, https://www.bloomberg.com/news/articles/2019-1113/nike-will-end-its-pilot-project-selling-products-on-amazon-site (accessed Nov. 14, 2019). 3. Sarah White, “Luxury group LVMH aims to restore Tiffany’s lustre with $16.2-billion takeover,” The Globe and Mail, November 25, 2019, https://www.theglobeandmail.com/business/international-business/article-luxury-group-lvmh-aimsto-restore-tiffanys-lustre-with-162-billion/ (accessed November 26, 2019). 11. Josh O’Kane, “Kitchener-based North Inc. halts sales and production for launch of new smartglasses,” The Globe and Mail, December 9, 2019, https://www.theglobeandmail.com/business/article-kitchener-based-north-inc-halts-sales-andproduction-for-launch-of/ (accessed December 10, 2019). **Update provided by Kelsey Hendricks in a December 5, 2019 email. 67. Josh Kolm, “Consumers are losing hope in business’ privacy abilities,” Strategy, December 19, 2019, http://strategyonline.ca/2019/12/19/consumers-are-losing-hope-in-business-privacy-capabilities/ (accessed December 22, 2019). **Carly Weeks, “Ottawa to ban e-cigarette ads in bid to curb youth vaping use,” The Globe and Mail, December 19, 2019, www.theglobeandmail.com/canada/article-vaping-teens-regulations-ecigarettes-nicotine-vaping-ban (accessed December 22, 2019). 49. Innovation of the Day: IKEA, TrendWatching, Jan. 22, 2020, https://info.trendwatching.com/innovation-of-the-day-ikea (accessed Jan, 27, 2020). 10. Susan Krashinsky Robertson, “Tim Hortons to give away roughly two-million resuable cups as

part of Roll Up the Rim revamp,” The Globe and Mail, February 18, 2020, https://www.theglobeandmail.com/business/article-tim-hortons-to-give-away-roughly-two-millionreusable-cups-as-part-of/; Josh Kolm, “Tim Hortons ‘modernizes’ Roll Up The Rim to be more sustainable,” Strategy, February 19, 2020, https://strategyonline.ca/2020/02/19/tim-hortonsmodernizes-roll-up-the-rim-to-be-more-sustainable/ (accessed February 19, 2020). 39. Daniel Calabretta, “What are Canadians’ favourite new products?,” Strategy, Feb 26, 2020, https://strategyonline.ca/2020/02/26/what-are-canadians-favourite-new-products-2 (accessed Feb 26, 2020). 39. Ibid. 38.Dianna Christie, “AI rejected by a growing number of marketers, study says,” Marketing Dive, March 9, 2020, https://www.marketingdive.com/news/ai-rejected-by-a-growing-number-ofmarketers-study-says/573709/ (accessed March 10, 2020). 23. Thomas C. Frohlich, Michael B. Sauter, and Sam Stebbins, “Companies Paying Americans the Least,” 247WallSt.com, September 3, 2015. 22.Andrew Lipsman, “The Coronavirus Will Cause a Lasting Change in Grocery Ecommerce, eMarketer, April 5, 2020, https://www.emarketer.com/content/the-coronavirus-will-cause-a-lastingstep-change-in-grocery-ecommerce?ecid=NL1001 (accessed April 14, 2020). 14. Aleksandra Sagan, “Canada Goose plans shift to reclaimed fur over wild coyote product,” The Globe and Mail, April 23, 2020, https://www.theglobeandmail.com/business/article-canada-gooseplans-shift-to-reclaimed-fur-over-wild-coyote-product-2/ (accessed April 24, 2020). 9. “COVID-19 Global Supply Chain Disruptions A Catalyst for Long-Term Changes?,” The Conference Board of Canada, April 2020, https://www.conferenceboard.ca/e-library/abstract.aspx? did=10693 (accessed April 27, 2020). 54. World Trade Organization, “Trade Set to Plunge as COVID-19 Pandemic Upends Global Economy,” News release, April 8, 2020, https://www.wto.org/english/news_e/ pres20_e/pr855_e.htm; Donnan, Shawn, Christoph Rauwald, Joe Deaux, and Ian King, “A Covid19 Supply Chain Shock Born in China Is Going Global,” Bloomberg, March 20, 2020, https://www.bloomberg.com/ news/articles/2020-03-20/a-covid-19-supplychain-shock-born-inchina-is-going-global (accessed April 27, 2020). §Nick Brown, “Announcing the 2015 Macro Roaster of the Year: Reunion Island Coffee Roasters,” Daily Coffee News, October 17, 2014, https://dailycoffeenews.com/2014/10/17/announcing-the2014-macro-roaster-of-the-year-reunionisland-coffee-roasters/; [1]Christopher Lombardo, “Reunion Coffee balances purpose and profit,” Strategy, July 19, 2019, http://strategyonline.ca/2019/07/02/reunion-coffee-balances-purpose-and-profit/; Reunion Coffee, “About Us,” https://reunioncoffeeroasters.com/our-company/#ourCompanyAboutUs (accessed August 29, 2019). 20. Sean Silcoff and David Milstead, “Shopify steps into Amazon territory with new consumer app,” The Globe and Mail, April 28, 2020, https://www.theglobeandmail.com/business/article-

shopify-takes-a-step-closer-to-becoming-a-marketplace-with-new/ (accessed April 29, 2020). 17. Shopify, “New Google Pay features rolling out to all Shopify merchants, May 17, 2019, https://news.shopify.com/new-google-pay-features-rolling-out-to-all-shopify-merchants (accessed July 11, 2019). 76.Susan Krashinsky Robertson, “Footwear retailer Aldo files for creditor protection,” The Globe and Mail, May 7, 2020, https://www.theglobeandmail.com/business/article-footwear-retailer-aldofiles-for-creditor-protection (accessed May 7, 2020). 15. Susan Krashinsky Robertson, “Canadian Tire sees permanent shift in online shopping habits in wake of COVID-19 pandemic,” The Globe and Mail, May 7, 2020, https://www.theglobeandmail.com/business/article-canadian-tire-posts-loss-as-covid-19-pandemichits-results/ (accessed May 8, 2020). 7. Justin Dallaire, “Inside the ‘better-for-you’ beverage alcohol boom,” Strategy, May 12, 2020, https://strategyonline.ca/2020/05/12/inside-the-better-for-you-beverage-alcohol-boom (accessed May 12, 2020). 21. James Bradshaw, “Shopify to offer deposit accounts and payment cards to small business owners,“ The Globe and Mail, May 20, 2020, https://www.theglobeandmail.com/business/technology/article-shopify-to-offer-deposit-accountsand-payment-cards-to-small-business/ (accessed May 21, 2020). 8. “Nutritional Bars Market Insights 2017–2023,”Industry Today,February 9, 2018, https://industrytoday.co.uk/market-research-industry-today/nutritional-bars-market-insights-20172023---health---wellness-awareness-and-trend-boosting-the-industry-growth-at-global-stage (accessed June 18, 2019). 28. "Aboriginal peoples in Canada: Key results from the 2016 Census,"The Daily, October 25, 2017,(accessed June 29, 2020). 12. Josh O’Kane, “Google completes acquisition of Ontario smart-glasses maker North,” The Globe and Mail, June 30, 2020, https://www.theglobeandmail.com/business/article-google-completesacquisition-of-ontario-smart-glasses-maker-north/ (accessed July 1, 2020). 8.Susan Krashinsky Robertson, “Pandemic crisis shows value of being self-reliant: Canada Goose CEO,” The Globe and Mail, July 12, 2020, https://www.theglobeandmail.com/business/article-crisis-shows-value-of-being-self-reliant-canadagoose-ceo/ (accessed July 13, 2020). 9. Ibid. 8.“Nutritional Bars Market Insights 2017–2023,”Industry Today,February 9, 2018, https://industrytoday.co.uk/market-research-industry-today/nutritional-bars-market-insights-20172023---health---wellness-awareness-and-trend-boosting-the-industry-growth-at-global-stage (accessed June 18, 2019).

***Sean Silcoff, “Autodesk takes ownership stake in Canadian construction software company Bridgit,” The Globe and Mail, July 14, 2020, www.theglobeandmail.com/business/article-autodesktakes-ownership-stake-in-canadian-construction-software/ (accessed July 14, 2020). 19.David Parkinson, “Retail sales rebound nearly wipes out pandemic nosedive but economists still cautious,” The Globe and Mail, July 21, 2020, https://www.theglobeandmail.com/business/economy/article-retail-sales-rebound-nearly-wipes-outpandemic-nosedive-but-economists/ (accessed July 22, 2020). 12.Susan Krashinsky Robertson, “Walmart to impose new fees on suppliers to offset #3.5-billion investment in Canada,” The Globe and Mail, July 28, 2020, https://www.theglobeandmail.com/business/article-walmart-to-impose-new-fees-on-suppliers-tooffset-35-billion/ (accessed July 29, 2020). 3. Eleanor O’Neill, “10 Companies That Are Using Big Data,”CA Today, September 23, 2016, www.icas.com/ca-today-news/10-companies-using-big-data (accessed July 16, 2019). 11. Dr. Sylvain Charlebois, “The COVID Generation will rewrite the role of risk in society,” The Guardian, July 31, 2020, https://www.theguardian.pe.ca/business/perspectives-on-business/sylvaincharlebois-the-covid-generation-will-rewrite-the-role-of-risk-in-society-479906/ (accessed August 2, 2020). †††Nicholas van Praet and Andrew Willis, "Cirque du Soleil creditors win control of company after higher bids fail to materialize," The Globe and Mail, August 18, 2020, https://www.theglobeandmail.com/business/article-cirque-du-soleils-deadline-closes-with-no-newbids/; Nicholas van Praet, “Cirque du Soleil hopes to restart live shows next spring after emerging from bankruptcy,” The Globe and Mail, November 24, 2020, https://www.theglobeandmail.com/business/article-cirque-du-soleil-hopes-to-restart-live-showsnext-spring-after/ (accessed November 24, 2020). 1. Laura Stevens and Sara Germano, "Nike Thought it Didn't Need Amazon - Then The Ground Shifted," The Wall Street Journal,June 28, 2017,https://www.wsj.com/articles/how-nike-resistedamazons-dominance-for-years-and-finally-capitulated-1498662435. 32. Rita Trichur, “No bargains allowed: Why is the Competition Bureau going after WestJet for cutting prices?” The Globe and Mail, January 23, 2019, https://www.theglobeandmail.com/business/rob-magazine/article-no-bargains-allowed-why-is-thecompetition-bureau-going-after-westjet/ (accessed August 5, 2019). 12. Lois Abraham, “Canada Won’t Be Following U.S. in Labelling GMO Food Products,” The Star, March 30, 2016, https://www.thestar.com/business/2016/03/30/canada-wont-be-following-usin-labelling-gmo-food-products.html (accessed December 14, 2020).

Glossary administered vertical marketing system A supply chain system in which there is no common ownership and no contractual relationship, but the dominant channel member controls the channel relationship. advanced shipping notice An electronic document that the supplier sends the retailer in advance of a shipment to tell the retailer exactly what to expect in the shipment. advertising A paid form of communication from an identifiable source, delivered through a communication channel, and designed to persuade the receiver to take some action, now or in the future. advertising allowance Tactic of offering a price reduction to channel members if they agree to feature the manufacturer’s product in their advertising and promotional efforts. advertising schedule Specifies the timing and duration of advertising. affective component A component of attitude that reflects what a person feels about the issue at hand—his or her like or dislike of something. affordable method A method of determining a communications budget based on what is left over after other operating costs have been covered. AIDA model A common model of the series of mental stages through which consumers move as a result of marketing communications: Attention leads to Interest, which leads to Desire, which leads to Action. aided recall Occurs when consumers recognize the brand when its name is presented to them. alpha testing An attempt by the firm to determine whether a product will perform according to its design and whether it satisfies the need for which it was intended; occurs in the firm’s R&D department. associated services (or augmented product) The nonphysical attributes of the product, including product warranties, financing, product support, and after-sale service. attitude A person’s enduring evaluation of his or her feelings about and behavioural tendencies toward an object or idea; consists of three components: cognitive, affective, and behavioural. autocratic buying centre A buying centre in which one person makes the decision alone, though there may be multiple participants. B2B (business-to-business) The process of selling merchandise or services from one business to another. B2C (business-to-consumer) The process in which businesses sell to consumers.

baby boomers Generational cohort of people born after World War II until 1964. bait and switch A deceptive practice of luring customers into the store with a very low advertised price on an item (the bait), only to aggressively pressure them into purchasing a higherpriced item (the switch) by disparaging the low-priced item, comparing it unfavourably with the higher-priced model, or professing an inadequate supply of the lower-priced item. behavioural component A component of attitude that comprises the actions a person takes with regard to the issue at hand. behavioural segmentation Groups consumers based on the benefits they derive from products or services, their usage rate, their loyalty, and the occasion. benefit segmentation Groups consumers based on the benefits they derive from products or services. product Anything that is of value to a consumer and can be offered through a marketing exchange. beta testing Having potential consumers examine a product prototype in a real-use setting to determine its functionality, performance, potential problems, and other issues specific to its use. big-box food retailer Comes in three types: supercentre, hypermarket, and warehouse club; larger than a conventional supermarket; carries both food and nonfood items. blog (weblog) A web page that contains periodic posts; corporate blogs are a new form of marketing communications. bounce rate The percentage of times a visitor leaves a site almost immediately. boycott A group’s refusal to deal commercially with some organization to protest against its policies. brand associations The mental links that consumers make between a brand and its key product attributes; can involve a logo, slogan, or famous personality. brand awareness Measures how many consumers in a market are familiar with the brand and what it stands for; created through repeated exposures of the various brand elements (brand name, logo, symbol, character, packaging, or slogan) in the firm’s communications to consumers. brand dilution Occurs when a brand extension adversely affects consumer perceptions about the attributes the core brand is believed to hold. brand equity The set of assets and liabilities linked to a brand that add to or subtract from the value provided by the product or service. brand extension The use of the same brand name for new products being introduced to the same or new

markets. brand licensing A contractual arrangement between firms, whereby one firm allows another to use its brand name, logo, symbols, or characters in exchange for a negotiated fee. brand loyalty Occurs when a consumer buys the same brand’s product or service repeatedly over time rather than buying from multiple suppliers within the same category. brand personality Refers to a set of human characteristics associated with a brand, which has symbolic or self-expressive meanings for consumers. brand repositioning (rebranding) A strategy in which marketers change a brand’s focus to target new markets or realign the brand’s core emphasis with changing market preferences. brands The names, terms, designs, symbols, or any other features that identify one seller’s good or service as distinct from those of other sellers. break-even point The point at which the number of units sold generates just enough revenue to equal the total costs; at this point, profits are zero. business ethics Concerned with distinguishing between right and wrong actions and decisions that might arise in a business setting. business-to-business (B2B) marketing The process of buying and selling goods or services to be used in the production of other goods and services, for consumption by the buying organization, or for resale by wholesalers and retailers. buyer The buying centre participant who handles the paperwork of the actual purchase. buying centre The group of people typically responsible for the buying decisions in large organizations. C2C (consumer-to-consumer) The process in which consumers sell to other consumers. cash discount Tactic of offering a reduction in the invoice cost if the buyer pays the invoice prior to the end of the discount period. category killer Offers an extensive assortment in a particular category, so overwhelming the category that other retailers have difficulty competing. category specialist Offers a narrow variety but a deep assortment of merchandise. cause-related marketing Commercial activity in which businesses and charities form a partnership to market an image, product, or service for their mutual benefit; a type of promotional campaign. channel conflict Results when supply chain members are not in agreement about their goals, roles, or rewards. click paths Show how users navigate through a site. click-through rate (CTR)

The number of times a user clicks on an ad divided by the number of impressions. click-through tracking Measures how many times users click on banner advertising on websites. closing the sale Obtaining a commitment from the customer to make a purchase. cobranding The practice of marketing two or more brands together, on the same package or promotion. cognitive component A component of attitude that reflects what a person believes to be true. cold calls A method of prospecting in which salespeople telephone or go to see potential customers without appointments. communication channel The medium—print, broadcast, the Internet—that carries the message. communication gap Refers to the difference between the actual service provided to customers and the service that the firm’s promotion program promises. compensatory decision rule Is at work when the consumer is evaluating alternatives and trades off one characteristic against another, such that good characteristics compensate for bad ones. competitive intelligence (CI) Used by firms to collect and synthesize information about their position with respect to their rivals; enables companies to anticipate changes in the marketplace rather than merely react to them. competitive parity A firm’s strategy of setting prices that are similar to those of major competitors. competitive parity method A method of determining a communications budget in which the firm’s share of the communication expenses is in line with its market share. competitor orientation A company objective based on the premise that the firm should measure itself primarily against its competition. competitor-based pricing method An approach that attempts to reflect how the firm wants consumers to interpret its products relative to the competitors’ offerings. complementary products Products whose demand curves are positively related, such that they rise or fall together; a percentage increase in demand for one results in a percentage increase in demand for the other. concentrated (or niche) targeting strategy A marketing strategy of selecting a single, primary target market and focusing all energies on providing a product to fit that market’s needs. concept testing The process in which a concept statement that describes a product or a service is presented to potential buyers or users to obtain their reactions. concepts Brief written descriptions of a product or service; its technology, working principles, and forms; and what customer needs it would satisfy. consensus buying centre

A buying centre in which all members of the team must reach a collective agreement through which they can support a particular purchase. consultative buying centre A buying centre in which one person makes the decision, but he or she solicits input from others before doing so. consumer decision rules The set of criteria consumers use consciously or subconsciously to quickly and efficiently select from among several alternatives. consumer products Products and services used by people for their personal use. consumerism A social movement aimed at protecting consumers from business practices that infringe upon their rights. contest A brand-sponsored competition that requires some form of skill or effort. continuous advertising schedule Runs steadily throughout the year and therefore is suited to products and services that are consumed continually at relatively steady rates and that require a steady level of persuasive or reminder advertising. contractual vertical marketing system A system in which independent firms at different levels of the supply chain join together through contracts to obtain economies of scale and coordination and to reduce conflict. contribution per unit Equals the price less the variable cost per unit; variable used to determine the breakeven point in units. control phase The part of the strategic marketing planning process when managers evaluate the performance of the marketing strategy and take any necessary corrective actions. convenience goods/services Products or services for which the consumer is not willing to spend any effort to evaluate prior to purchase. conventional supermarket Offers groceries, meat, and produce with limited sales of nonfood items, such as health and beauty aids and general merchandise, in a self-service format. conversion rates The percentage of visitors to a site who click, buy, or donate. cooperative (co-op) advertising An agreement between a manufacturer and retailer in which the manufacturer agrees to defray some advertising costs. core customer value The basic problem-solving benefits that consumers are seeking. corporate brand The use of a firm’s own corporate name to brand all of its product lines and products. corporate social responsibility (CSR) Refers to the voluntary activities undertaken by a company to operate in an economically, socially, and environmentally sustainable manner. corporate vertical marketing system A system in which the parent company has complete control and can dictate the priorities and objectives of the supply chain; it may own facilities such as

manufacturing plants, warehouse facilities, retail outlets, and design studios. cost of ownership method A value-based method for setting prices that determines the total cost of owning the product over its useful life. cost-based pricing method Determines the final price to charge by starting with the cost, without recognizing the role that consumers or competitors’ prices play in the marketplace. country culture Easy-to-spot visible nuances that are particular to a country, such as dress, symbols, ceremonies, language, colours, and food preferences, and more subtle aspects, which are trickier to identify. coupon Provides a stated discount to consumers on the final selling price of a specific item; the retailer handles the discount. cross-price elasticity The percentage change in demand for Product A that occurs in response to a percentage change in price of Product B. cross-promoting Efforts of two or more firms joining together to reach a specific target market. cross-shopping The pattern of buying both premium and low-priced merchandise or patronizing both expensive, status-oriented retailers and price-oriented retailers. cultural imperialism The belief that one’s own culture is superior to that of other nations; can take the form of an active, formal policy or a more subtle general attitude. culture The shared meanings, beliefs, morals, values, and customs of a group of people. cumulative quantity discount Pricing tactic that offers a discount based on the amount purchased over a specified period and usually involves several transactions. customer excellence Involves a focus on retaining loyal customers and excellent customer service. customer lifetime value (CLV) The expected financial contribution from a particular customer to the firm’s profits over the course of their relationship. customer orientation Pricing orientation that explicitly invokes the concept of customer value and setting prices to match consumer expectations. customer relationship management (CRM) A business philosophy and set of strategies, programs, and systems that focus on identifying and building loyalty among the firm’s most valued customers. customer service Specifically refers to human or mechanical activities firms undertake to help satisfy their customers’ needs and wants. data Raw numbers or other factual information of limited value. data mining The use of statistical analysis tools to search for patterns in data or relationships among variables. deal

A type of short-term price reduction that can take several forms, such as a “featured price” (a price lower than the regular price); a “buy one, get one free” offer; or a certain percentage “more free” offer contained in larger packaging. deceptive advertising A representation, omission, act, or practice in an advertisement that is likely to mislead consumers acting reasonably under the circumstances. decider The buying centre participant who ultimately determines any part of or the entire buying decision—whether to buy, what to buy, how to buy, or where to buy. decision heuristics Mental shortcuts that help consumers narrow down choices; examples include price, brand, and product presentation. decline stage Stage of the product life cycle when sales decline and the product eventually exits the market. decoding The process by which the receiver interprets the sender’s message. delivery gap The difference between the firm’s service standards and the actual service it provides to customers. demand curve Shows how many units of a product or service consumers will demand during a specific period at different prices. democratic buying centre A buying centre in which the majority rules in making decisions. demographic segmentation The grouping of consumers according to easily measured, objective characteristics such as age, gender, income, and education. demographics Characteristics of human populations and segments, especially those used to identify consumer markets, such as age, gender, income, race, ethnicity, and education. derived demand The linkage between consumers’ demand for a company’s output and its purchase of necessary inputs to manufacture or assemble that particular output. differentiated targeting strategy A strategy through which a firm targets several market segments with a different offering for each. diffusion of innovation The process by which the use of an innovation, whether a product or a service, spreads throughout a market group over time and over various categories of adopters. digital media Tools ranging from simple website content to far more interactive features such as corporate blogs, online games, text messaging, social media, and mobile apps. direct investment When a firm maintains 100 percent ownership of its plants, operation facilities, and offices in a foreign country, often through the formation of wholly owned subsidiaries. direct mail/email A targeted form of communication distributed to a prospective customer’s mailbox or inbox. direct marketing

Marketing that communicates directly with target customers to generate a response or transaction. direct response TV (DRTV) TV commercials or infomercials with a strong call to action. discount store Offers a broad variety of merchandise, limited service, and low prices. dispatcher The person who coordinates deliveries to distribution centres. distribution centre A facility for the receipt, storage, and redistribution of goods to company stores or customers; may be operated by retailers, manufacturers, or distribution specialists. distribution channel The institutions that transfer the ownership of goods and move goods from the point of production to the point of consumption. distribution intensity The number of channel members to use at each level of the supply chain. distributive fairness Pertains to a customer’s perception of the benefits he or she received compared with the costs (inconvenience or loss) that resulted from a service failure. diversification strategy A growth strategy whereby a firm introduces a new product or service to a market segment that it does not currently serve. downsizing Exiting markets, reducing product portfolios, or closing certain businesses or store or plant locations. drugstore A specialty store that concentrates on health and personal grooming merchandise, though pharmaceuticals may represent more than 60 percent of its sales. dumping The practice of selling a good in a foreign market at a price that is lower than its domestic price or below its cost. early adopters The second group of consumers in the diffusion of innovation model, after innovators, to use a product or service innovation; generally don’t like to take as much risk as innovators. early majority A group of consumers in the diffusion of innovation model that represents approximately 34 percent of the population; members don’t like to take much risk and therefore tend to wait until bugs are worked out. earned media Media that results from word-of-mouth, buzz, or publicity. economic situation Economic changes that affect the way consumers buy merchandise and spend money; see inflation, foreign currency fluctuations, interest rates, and recession. elastic Refers to a market for a product or service that is price sensitive; that is, relatively small changes in price will generate fairly large changes in the quantity demanded. electronic data interchange (EDI) The computer-to-computer exchange of business documents from a retailer to a vendor and back.

emotional appeal Aims to satisfy consumers’ emotional desires rather than their utilitarian needs. empowerment In the context of service delivery, means allowing employees to make decisions about how service is provided to customers. encoding The process of converting the sender’s ideas into a message, which could be verbal, visual, or both. environmental concerns Include, but are not limited to, the excessive use of natural resources and energy, refuse from manufacturing processes, excess trash created by consumer goods packages, and hard-to-dispose-of products such as tires, cellphones, and computer monitors. esteem needs Allow people to satisfy their inner desires. ethical climate The set of values within a marketing firm, or in the marketing division of any firm, that guides decision making and behaviour. ethnography An observational method that studies people in their daily lives and activities in their homes, work, and communities. evaluative criteria Consist of a set of salient, or important, attributes about a particular product that are used to compare alternative products. event sponsorship A popular PR tool; occurs when corporations support various activities (financially or otherwise), usually in the cultural or sports and entertainment sectors. everyday low pricing (EDLP) A strategy companies use to emphasize the continuity of their retail prices at a level somewhere between the regular, nonsale price and the deep-discount sale prices their competitors may offer. exchange The trade of things of value between the buyer and the seller so that each is better off as a result. exchange control Refers to the regulation of a country’s currency exchange rate. exchange rate The measure of how much one currency is worth in relation to another. exclusive distribution Strategy of granting exclusive rights to sell to one or very few retail customers so no other customers can sell a particular brand. experience curve effect Refers to the drop in unit cost as the accumulated volume sold increases; as sales continue to grow, the costs continue to drop, allowing even further reductions in the price. experimental research A type of quantitative research that systematically manipulates one or more variables to determine which variable has a causal effect on another variable. exporting Producing goods in one country and selling them in another. extended network

The influence of a person’s extended network. extended problem solving A purchase decision process during which the consumer devotes considerable time and effort to analyzing alternatives; often occurs when the consumer perceives that the purchase decision entails a great deal of risk. external locus of control Refers to when consumers believe that fate or other external factors control all outcomes. external search for information Occurs when the buyer seeks information outside his or her personal knowledge base to help make the buying decision. extreme-value retailer A general merchandise discount store found in lower-income urban or rural areas. family brand The use of a combination of the company brand name and individual brand name to distinguish a firm’s products. feedback loop Allows the receiver to communicate with the sender and thereby informs the sender whether the message was received and decoded properly. financial risk Risk associated with a monetary outlay; includes the initial cost of the purchase, as well as the costs of using the item or service. first movers Product pioneers that are the first to create a market or product category, making them readily recognizable to consumers and thus establishing a commanding and early market share lead. fixed costs Those costs that remain essentially at the same level, regardless of any changes in the volume of production. flighting advertising schedule Implemented in spurts, with periods of heavy advertising followed by periods of no advertising. focus group A research technique in which a small group of persons (usually 8 to 12) comes together for an in-depth discussion about a particular topic, with the conversation guided by a trained moderator using an unstructured method of inquiry. foreign currency fluctuations Changes in the value of a country’s currency relative to the currency of another country; can influence consumer spending. franchising A contractual agreement between a franchisor and a franchisee that allows the franchisee to operate a retail outlet, using a name and format developed and supported by the franchisor. frequency Measure of how often the target audience is exposed to a communication within a specified period of time. functional needs Pertain to the performance of a product or service. gamification The process of using games or gamelike elements to encourage participation.

gatekeeper The buying centre participant who controls information or access to decision makers and influencers. general merchandise retailers May be discount stores, specialty stores, category specialists, department stores, drugstores, off-price retailers, or extreme-value retailers; may sell through multiple channels, such as the Internet and catalogues. Generation X Generational cohort of people born between 1965 and 1981. Generation Y/millennials Generational cohort of people born between 1982 and 1991; the biggest cohort since the original postwar baby boom. generational cohort A group of people of the same generation who typically have similar purchase behaviours because they have shared experiences and are in the same stage of life. generic A product sold without a brand name, typically in commodities markets. geodemographic segmentation The grouping of consumers on the basis of a combination of geographic, demographic, and lifestyle characteristics. geographic pricing The setting of different prices depending on a geographical division of the delivery areas. geographic segmentation The grouping of consumers on the basis of where they live. global labour issues Include concerns about working conditions and wages paid to factory workers in developing countries. globalization Refers to the increased flow of goods, services, people, technology, capital, information, and ideas around the world; has economic, political, social, cultural, and environmental impacts. glocalization When firms offer standardized products globally and change promotional campaigns geared to local markets. green marketing Involves a strategic effort by firms to supply customers with environmentally friendly merchandise. grey market Employs irregular but not necessarily illegal methods; generally, it legally circumvents authorized channels of distribution to sell goods at prices lower than those intended by the manufacturer. gross domestic product (GDP) The market value of the goods and services produced by a country in a year; the most widely used standardized measure of output. gross rating points (GRP) Measure used for various media advertising—print, radio, or television; GRP = Reach × Frequency. growth stage Stage of the product life cycle when the product gains acceptance, demand and sales

increase, and competitors emerge in the product category. habitual decision making A purchase decision process in which consumers engage with little conscious effort. high/low pricing A pricing strategy that relies on the promotion of sales, during which prices are temporarily reduced to encourage purchases. hits The total number of requests for a web page. horizontal price fixing Occurs when competitors that produce and sell competing products collude, or work together, to control prices, effectively taking price out of the decision process for consumers. human development index (HDI) A composite measure of three indicators of the quality of life in different countries: life expectancy at birth, educational attainment, and whether the average incomes are sufficient to meet the basic needs of life in that country. hypothesis A statement or proposition predicting a particular relationship among multiple variables that can be tested through research. ideal point The position at which a particular market segment’s ideal product would lie on a perceptual map. ideas Thoughts, opinions, philosophies, and intellectual concepts. implementation phase Where marketing managers identify and evaluate different opportunities by engaging in a process known as segmentation, targeting, and positioning. They then develop and implement the marketing mix by using the four Ps. impressions The number of times an ad appears to a user. improvement value Represents an estimate of how much more (or less) consumers are willing to pay for a product relative to other comparable products. impulse buying A buying decision made by customers on the spot when they see the merchandise. income effect Refers to the change in the quantity of a product demanded by consumers because of a change in their income. inconsistent A characteristic of a service: its quality may vary because it is provided by humans. in-depth interview A research technique in which trained researchers ask questions, listen to and record the answers, and then pose additional questions to clarify or expand on a particular issue. individual brand The use of individual brand names for each of a firm’s products. inelastic Refers to a market for a product or service that is price insensitive; that is, relatively small changes in price will not generate large changes in the quantity demanded. inflation

Refers to the persistent increase in the prices of goods and services. influence The extent to which a person influences others. influencer The buying centre participant whose views influence other members of the buying centre in making the final decision. information Data that has been organized, analyzed, interpreted, and converted into a useful form for decision makers. informative advertising Communication used to create and build brand awareness, with the ultimate goal of moving the consumer through the buying cycle to a purchase. infrastructure The basic facilities, services, and installations needed for a community or society to function, such as transportation and communications systems, water and power lines, and public institutions such as schools, post offices, and prisons. initiator The buying centre participant who first suggests buying the particular product or service. innovation The process by which ideas are transformed into new products and services that will help firms grow. innovators Those buyers who want to be the first to have the new product or service. inseparable A characteristic of a service: it is produced and consumed at the same time—that is, service and consumption are inseparable. institutional advertisements Used to inform, persuade, and remind consumers about issues related to places, politics, an industry, or a particular corporation. intangible A characteristic of a service; it cannot be touched, tasted, or seen like a pure product can. integrated marketing communications (IMC) Represents the promotion dimension of the four Ps; encompasses a variety of communication disciplines—general advertising, personal selling, sales promotion, public relations, direct marketing, and digital media—in combination to provide clarity, consistency, and maximum communicative impact. intensive distribution A strategy designed to get products into as many outlets as possible. interest rates Represent the cost of borrowing money. internal locus of control Refers to when consumers believe they have some control over the outcomes of their actions, in which case, they generally engage in more search activities. internal search for information Occurs when the buyer examines his or her own memory and knowledge about the product or service, gathered through past experiences. introduction stage Stage of the product life cycle when innovators start buying the product.

inventory A characteristic of a service: it is perishable and cannot be stored in inventory for future use. joint venture Formed when a firm entering a new market pools its resources with those of a local firm to form a new company in which ownership, control, and profits are shared. just-in-time (JIT) inventory systems Inventory management systems designed to deliver less merchandise on a more frequent basis than traditional inventory systems; the firm gets the merchandise “just in time” for it to be used in the manufacture of another product; also known as quickresponse (QR) systems in retailing. keyword analysis Determines which keywords visitors to a site use to find it. knowledge gap Reflects the difference between customers’ expectations and the firm’s perception of those expectations. laggards Consumers who like to avoid change and rely on traditional products until they are no longer available. lagged effect A delayed response to a marketing communication campaign. late majority The last group of buyers to enter a new product market. lead time The amount of time between the recognition that an order needs to be placed and the arrival of the needed merchandise at the seller’s store, ready for sale. lead users Innovative product users who modify existing products according to their own ideas to suit their specific needs. leader pricing Consumer pricing tactic that attempts to build store traffic by aggressively pricing and advertising a regularly purchased item, often priced at or just above the store’s cost. leads A list of potential customers. learning Refers to a change in a person’s thought process or behaviour that arises from experience and takes place throughout the consumer decision process. lifestyle Refers to the way consumers spend their time and money. lifestyles Lifestyles are how we live our lives to achieve goals. limited problem solving Occurs during a purchase decision that calls for, at most, a moderate amount of effort and time. listing allowances Fees paid to retailers simply to get new products into stores or to gain more or better shelf space for their products. locational excellence Involves a focus on a good physical location and Internet presence. locational privacy

A person’s ability to move about in public spaces with the expectation that the location will not be recorded for future use. logistics management The integration of two or more activities for the purpose of planning, implementing, and controlling the efficient flow of raw materials, in-process inventory, and finished goods from the point of origin to the point of consumption. loss leader pricing Loss leader pricing takes the tactic of leader pricing one step further by lowering the price below the store’s cost. love (social) needs Relate to our interactions with others. loyalty program Specifically designed to retain customers by offering premiums or other incentives to customers who make multiple purchases over time. loyalty segmentation Strategy of investing in retention and loyalty initiatives to retain the firm’s most profitable customers. macroenvironmental factors Aspects of the external environment—culture, demographics, social trends, technological advances, economic situation, and political/legal environment (CDSTEP) —that affect companies. manufacturer brands Brands owned and managed by the manufacturer. markdowns Reductions retailers take on the initial selling price of the product or service. market The groups of people who need or want a company’s products or services and have the ability and willingness to buy them. market development strategy A growth strategy that employs the existing marketing offering to reach new market segments, whether domestic or international or segments not currently served by the firm. market growth rate The annual rate of growth of the specific market in which the product competes. market penetration pricing A pricing strategy of setting the initial price low for the introduction of the new product or service, with the objective of building sales, market share, and profits quickly. market penetration strategy A growth strategy that employs the existing marketing mix and focuses the firm’s efforts on existing customers. market positioning Involves the process of defining the marketing mix variables so that target customers have a clear, distinct, desirable understanding of what the product does or represents in comparison with competing products. market segment A group of consumers who respond similarly to a firm’s marketing efforts. market segmentation The process of dividing the market into distinct groups of customers—where each individual group has similar needs, wants, or characteristics—who therefore might

appreciate products or services geared especially for them in similar ways. marketing A set of business practices designed to plan for and present an organization’s products or services in ways that build effective customer relationships. marketing ethics Refers to those ethical problems that are specific to the domain of marketing. marketing mix (four Ps) Product, price, place, and promotion—the controllable set of activities that a firm uses to respond to the wants of its target markets. marketing plan A written document composed of an analysis of the current marketing situation, opportunities and threats for the firm, marketing objectives and strategy specified in terms of the four Ps, action programs, and projected or pro forma income (and other financial) statements. marketing research A set of techniques and principles for systematically collecting, recording, analyzing, and interpreting data that can aid decision makers involved in marketing goods, services, or ideas. marketing strategy Identifies a firm’s target market(s), a related marketing mix—the four Ps, and the bases upon which the firm plans to build a sustainable competitive advantage. mass customization The practice of interacting on a one-to-one basis with many people to create custommade products or services; providing one-to-one marketing to the masses. mass media Channels, such as national newspapers, magazines, radio, and television, that are ideal for reaching large numbers of anonymous audience members. maturity stage Stage of the product life cycle when industry sales reach their peak, so firms try to rejuvenate their products by adding new features or repositioning them. maximizing profits strategy A mathematical model that captures all the factors required to explain and predict sales and profits, which should be able to identify the price at which its profits are maximized. media buy The purchase of airtime or print pages. media mix The combination of the media used and the frequency of advertising in each medium. media planning The process of evaluating and selecting the media mix that will deliver a clear, consistent, compelling message to the intended audience. micromarketing (one-to-one) A form of segmentation that tailors a product or service to suit an individual customer’s wants or needs. mission statement A broad description of a firm’s objectives and the scope of activities it plans to undertake; attempts to answer two main questions: What type of business is it? and What does it need to do to accomplish its goals and objectives? modified rebuy Refers to when the buyer has purchased a similar product in the past but has decided to

change some specifications, such as the desired price, quality level, customer service level, and options. monopolistic competition Occurs when many firms sell closely related but not homogeneous products; these products may be viewed as substitutes but are not perfect substitutes. monopoly Occurs when only one firm provides the product or service in a particular industry. motive A need or want that is strong enough to cause the person to seek satisfaction. multichannel strategy Selling in more than one channel (e.g., store, catalogue, kiosk, and Internet). need A basic necessity, such as food, clothing, shelter, or safety. need recognition The beginning of the consumer decision process; occurs when consumers recognize they have an unsatisfied need and want to go from their needy state to a different, desired state. negative word-of-mouth Occurs when consumers spread negative information about a product, service, or store to others. new buy In a B2B setting, a purchase of a good or service for the first time; the buying decision is likely to be quite involved because the buyer or the buying organization does not have any experience with the item. niche media Channels that are focused and generally used to reach narrow segments, often with unique demographic characteristics or interests. noise Any interference that stems from competing messages, a lack of clarity in the message, or a flaw in the medium; a problem for all communication channels. noncompensatory decision rule Is at work when consumers choose a product or service on the basis of a subset of its characteristics, regardless of the values of its other attributes. noncumulative quantity discount Pricing tactic that offers a discount based on only the amount purchased in a single order. North American Industry Classification System (NAICS ) codes A classification scheme that categorizes all firms into a hierarchical set of six-digit codes. objective-and-task method An IMC budgeting method that determines the cost required to undertake specific tasks to accomplish communication objectives; process entails setting objectives, choosing media, and determining costs. observation A qualitative research method that entails examining purchase and consumption behaviours through personal or video camera scrutiny. occasion segmentation Groups consumers based on when they purchase or consume a product or service. odd prices Prices that end in odd numbers, usually 9, such as $3.99.

off-price retailer A type of retailer that offers an inconsistent assortment of merchandise at relatively low prices. oligopoly Occurs when only a few firms dominate a market. omnichannel A strategy that creates a consistent experience for consumers across all distribution channels. operational excellence Involves a focus on efficient operations and excellent supply chain management. organizational culture Reflects the set of values, traditions, and customs that guides a firm’s employees’ behaviour. owned media Media controlled by the advertiser, such as its website, Facebook fan page, or YouTube channel. page views The number of times any web pages are viewed by visitors. paid media Media such as TV, print, radio, or display ads used to reach mass markets. panel data A type of quantitative research that involves collecting information from a group of consumers (the panel) over time; data collected may be from a survey or a record of purchases. perceived value The relationship between a product or service’s benefits and its cost. percentage-of-sales method A method of determining a communications budget that is based on a fixed percentage of forecasted sales. perception The process by which people select, organize, and interpret information to form a meaningful picture of the world. perceptual map Displays, in two or more dimensions, the position of products or brands in the consumer’s mind. performance risk Involves the perceived danger inherent in a poorly performing product or service. personal selling The two-way flow of communication between a buyer and a seller that is designed to influence the buyer’s purchase decision. persuasive advertising Communication used to motivate consumers to take action. physiological needs Relate to the basic biological necessities of life: food, drink, rest, and shelter. physiological risk Risk associated with the fear of an actual harm should the product not perform properly. pioneers New product introductions that establish a completely new market or radically change both the rules of competition and consumer preferences in a market; also called

breakthroughs. planning phase Where marketing executives and other top managers define the mission and objectives of the business, and evaluate the situation by assessing how various players, both inside and outside the organization, affect the firm’s potential for success. point-of-purchase (POP) display A merchandise display located at the point of purchase, such as at the checkout counter in a grocery store. political/legal environment Comprises political parties, government organizations, and legislation and laws that promote or inhibit trade and marketing activities. pop-up stores Temporary storefronts that exist for only a limited time and generally focus on a new product or a limited group of products offered by a retailer, manufacturer, or service provider; give consumers a chance to interact with the brand and build brand awareness. positioning The mental picture that people have about a company and its products or services relative to competitors. positioning statement Expresses how a company wants to be perceived by consumers. postpurchase dissonance An internal conflict that arises from an inconsistency between two beliefs, or between beliefs and behaviour; buyer’s remorse. post-testing The evaluation of an IMC campaign’s impact after it has been implemented. preapproach In the personal selling process, occurs prior to meeting the customer for the first time and extends the qualification of leads procedure; in this step, the salesperson conducts additional research and develops plans for meeting with the customer. predatory pricing A firm’s practice of setting a very low price for one or more of its products with the intent of driving its competition out of business; illegal under the Competition Act. premarket tests Conducted before a product or service is brought to market to determine how many customers will try and then continue to use it. premium An item offered for free or at a bargain price to reward some type of behaviour, such as buying, sampling, or testing. prestige products or services Those that consumers purchase for status rather than functionality. pretesting Assessments performed before an ad campaign is implemented to ensure that the various elements are working in an integrated fashion and doing what they are intended to do. price The overall sacrifice a consumer is willing to make—money, time, energy—to acquire a specific product or service. price bundling Consumer pricing tactic of selling more than one product for a single, lower price than

the items would cost sold separately; can be used to sell slow-moving items, to encourage customers to stock up so they won’t purchase competing brands, to encourage trial of a new product, or to provide an incentive to purchase a less desirable product or service to obtain a more desirable one in the same bundle. price discrimination The practice of selling the same product to different resellers (wholesalers, distributors, or retailers) or to the ultimate consumer at different prices; some, but not all, forms of price discrimination are illegal. price elasticity of demand Measures how changes in a price affect the quantity of the product demanded; specifically, the ratio of the percentage change in quantity demanded to the percentage change in price. price fixing The practice of colluding with other firms to control prices. price lining Consumer market pricing tactic of establishing a price floor and a price ceiling for an entire line of similar products and then setting a few other price points in between to represent distinct differences in quality. price skimming A strategy of selling a new product or service at a high price that innovators and early adopters are willing to pay to obtain it; after the high-price market segment becomes saturated and sales begin to slow down, the firm generally lowers the price to capture (or skim) the next most price-sensitive segment. price war Occurs when two or more firms compete primarily by lowering their prices. pricing tactics Short-term methods, in contrast to long-term pricing strategies, used to focus on company objectives, customers, costs, competition, or channel members; can be responses to competitive threats (e.g., lowering price temporarily to meet a competitor’s price reduction) or broadly accepted methods of calculating a final price for the customer that is short-term in nature. primary data Data collected to address the specific research needs/questions currently under investigation. Some primary data collection methods include focus groups, in-depth interviews, and surveys. private-label brands (store brands) Brands developed and marketed by a retailer and available only from that retailer. procedural fairness Refers to the customer’s perception of the fairness of the process used to resolve complaints about service. product category An assortment of items that the customer sees as reasonable substitutes for one another. product development Entails a process of balancing various engineering, manufacturing, marketing, and economic considerations to develop a product. product development strategy A growth strategy that offers a new product or service to a firm’s current target market. product excellence Involves a focus on achieving high-quality products and effective branding and

positioning. product-focused advertisements Used to inform, persuade, or remind consumers about a specific product or service. product life cycle Defines the stages that new products move through as they enter, get established in, and ultimately leave the marketplace and thereby offers marketers a starting point for their strategy planning. product line A group of products that consumers may use together or perceive as similar in some way. product line depth The number of products within a product line. product lines Groups of associated items, such as those that consumers use together or think of as part of a group of similar products. product mix The complete set of all products offered by a firm. product mix breadth The number of product lines, or variety, offered by the firm. product placement Inclusion of a product in nontraditional situations, such as in a scene in a movie or TV program. profit orientation A company objective that can be implemented by focusing on target profit pricing, maximizing profits, or target return pricing. projective technique A type of qualitative research in which subjects are provided with a scenario and asked to express their thoughts and feelings about it. prototype The first physical form or service description of a new product, still in rough or tentative form, that has the same properties as a new product but is produced through different manufacturing processes, sometimes even crafted individually. psychographics This segmentation base delves into how consumers describe themselves; allows people to describe themselves by using those characteristics that help them choose how they occupy their time (behaviour) and what underlying psychological reasons determine those choices. psychological needs Pertain to the personal gratification consumers associate with a product or service. psychological risk Associated with the way people will feel if the product or service does not convey the right image. PSYTE clusters The grouping of all neighbourhoods in Canada into 60 different lifestyles clusters. public relations (PR) The organizational function that manages the firm’s communications to achieve a variety of objectives, including building and maintaining a positive image, handling or heading off unfavourable stories or events, and maintaining positive relationships with the media. public service announcement (PSA)

Advertising that focuses on public welfare and generally is sponsored by non-profit institutions, civic groups, religious organizations, trade associations, or political groups; a form of social marketing. puffery The legal exaggeration of praise, stopping just short of deception, lavished on a product. pull marketing strategy Designed to get consumers to pull the product into the supply chain by demanding that retailers carry it. pulsing advertising schedule Combines the continuous and flighting schedules by maintaining a base level of advertising but increasing advertising intensity during certain periods. purchasing power parity (PPP) A theory that states that if the exchange rates of two countries are in equilibrium, a product purchased in one will cost the same in the other, expressed in the same currency. pure competition Occurs when different companies sell commodity products that consumers perceive as substitutable; price usually is set according to the laws of supply and demand. push marketing strategy Designed to increase demand by focusing on wholesalers, distributors, or salespeople, who push the product to consumers via distribution channels. qualify The process of assessing the potential of sales leads. qualitative research Exploratory in nature, qualitative research is more informal. It uses broad, open-ended question methods, including observation, in-depth interviews, and focus groups, and following social-media sites. quantitative research Structured responses that can be statistically tested to confirm insights and hypotheses generated via qualitative research or secondary data. quantity discount Pricing tactic of offering a reduced price according to the amount purchased; the more the buyer purchases, the higher the discount and, of course, the greater the value. questionnaire A form that features a set of questions designed to gather information from respondents and thereby accomplish the researchers’ objectives; questions can be either unstructured or structured. quick-response (QR) An inventory management system used in retailing; merchandise is received just in time for sale when the customer wants it. quota Designates the maximum quantity of a product that may be brought into a country during a specified time period. radio frequency identification (RFID) tags Tiny computer chips that automatically transmit to a special scanner all the information about a container’s contents or individual products. rational appeal Helps consumers make purchase decisions by offering factual information and strong arguments built around relevant issues that encourage consumers to evaluate the brand

favourably on the basis of the key benefits it provides. reach Measure of consumers’ exposure to marketing communications; the percentage of the target population exposed to a specific marketing communication, such as an advertisement, at least once. rebate A consumer discount in which a portion of the purchase price is returned to the buyer in cash; the manufacturer, not the retailer, issues the refund. receiver The person who reads, hears, or sees and processes the information contained in the message or advertisement. recession A period of economic downturn when the economic growth of the country is negative for at least two consecutive quarters. reference group One or more persons an individual uses as a basis for comparison regarding beliefs, feelings, and behaviours. reference price The price against which buyers compare the actual selling price of the product and that facilitates their evaluation process. relational orientation A method of building a relationship with customers based on the philosophy that buyers and sellers should develop a long-term relationship. relationship selling A sales philosophy and process that emphasizes a commitment to maintaining the relationship over the long term and investing in opportunities that are mutually beneficial to all parties. relative market share A measure of the product’s strength in a particular market, defined as the sales of the focal product divided by the sales achieved by the largest firm in the industry. reliability The extent to which the same result is achieved when a study is repeated in identical situations. reminder advertising Communication used to remind consumers of a product or to prompt repurchases, especially for products that have gained market acceptance and are in the maturity stage of their life cycle. request for proposals (RFP) A process through which buying organizations invite alternative suppliers to bid on supplying their required components. resellers Marketing intermediaries that resell manufactured products without significantly altering their form. retail mix Product (merchandise assortment), pricing, promotion, place, personnel, and presentation (store design and display) strategies to reach and serve consumers. retailers Sell products directly to consumers. retailing The set of business activities that add value to products and services sold to consumers

for their personal or family use; includes products bought at stores, through catalogues, and over the Internet, as well as services such as fast-food restaurants, airlines, and hotels. return on investment (ROI) Used to measure the benefit of an investment, ROI is calculated by dividing the gain of an investment by its cost. reverse engineering Involves taking apart a competitor’s product, analyzing it, and creating an improved product that does not infringe on the competitor’s patents, if any exist. ritual consumption Refers to a pattern of behaviours tied to life events that affect what and how people consume. safety needs Pertain to protection and physical well-being. sales orientation A company objective based on the belief that increasing sales will help the firm more than will increasing profits. sales promotions Special incentives or excitement-building programs that encourage the purchase of a product or service, such as coupons, rebates, contests, free samples, and point-ofpurchase displays. sample A segment or subset of the population that adequately represents the entire population of interest. sampling Offers potential customers the opportunity to try a product or service before they make a buying decision. sampling The process of picking a sample. scanner data A type of quantitative research that uses data obtained from scanner readings of UPC codes at checkout counters. search engine marketing (SEM) Uses tools such as Google AdWords to increase the visibility of websites in search engine results. seasonal discount Pricing tactic of offering an additional reduction as an incentive to retailers to order merchandise in advance of the normal buying season. secondary data Pieces of information that have been collected prior to the start of the focal project. selective distribution Lies between the intensive and exclusive distribution strategies; uses a few selected customers in a territory. self-actualization Occurs when you feel completely satisfied with your life and how you live. self-concept The image a person has of himself or herself; a component of psychographics. self-values Goals for life, not just the goals one wants to accomplish in a day; a component of psychographics that refers to overriding desires that drive how a person lives his or her

life. sender The firm from which an IMC message originates; the sender must be clearly identified to the intended audience. seniors North America’s fastest-growing generational cohort; people aged 65 and older. sentiment analysis An analysis of online content to determine favourability or unfavourability. service Any intangible offering that cannot be physically possessed. service gap Results when a service fails to meet the expectations that customers have about how it should be delivered. service quality Customers’ perceptions of how well a service meets or exceeds their expectations. services Intangible customer benefits that are produced by people or machines and cannot be separated from the producer. services retailers Firms that primarily sell services rather than merchandise. share of wallet The percentage of the customer’s purchases made from a particular retailer. shopping goods/services Products or services—such as apparel, fragrances, and appliances—for which consumers will spend time comparing alternatives. showrooming Occurs when consumers visit a physical store to get information about a product but then buy online from another retailer that offers a lower price. situation analysis (SWOT) The second step in a marketing plan; uses a SWOT analysis that assesses both the internal environment with regard to its strengths and weaknesses and the external environment in terms of its opportunities and threats. situational factors Factors affecting the consumer decision process; those that are specific to the purchase and shopping situation and temporal state that may override, or at least influence, psychological and social issues. size discount The most common implementation of a quantity discount at the consumer level; the larger the quantity bought, the less the cost per unit (e.g., per gram). social marketing The application of marketing principles to a social issue to bring about attitudinal and behavioural change among the general public or a specific population segment. social media Content distributed through online and mobile technologies to facilitate interpersonal interactions. social reach The number of people a person influences. social risk Involves the fears that consumers suffer when they worry that others might not regard their purchases positively.

specialty goods/services Products or services toward which the customer shows a strong preference and for which he or she will expend considerable effort to search for the best suppliers. specialty stores Concentrate on a limited number of complementary merchandise categories in a relatively small store. standards gap Pertains to the difference between the firm’s perceptions of customers’ expectations and the service standards it sets. stock keeping units (SKUs) Individual items within each product category; the smallest unit available for inventory control. STP The processes of segmentation, targeting, and positioning that firms use to identify and evaluate opportunities for increasing sales and profits. straight rebuy Refers to when the buyer or buying organization simply buys additional units of products that had previously been purchased. strategic alliance A collaborative relationship between independent firms, though the partnering firms do not create an equity partnership; that is, they do not invest in one another. strategic business unit (SBU) A division of the company that can be managed somewhat independently from other divisions since it markets a specific set of products to a clearly defined group of customers. strategic relationship (partnering relationship) A supply chain relationship that the members are committed to maintaining long-term, investing in opportunities that are mutually beneficial; requires mutual trust, open communication, common goals, and credible commitments. structured questions Closed-ended questions for which a discrete set of response alternatives, or specific answers, is provided for respondents to evaluate. substitute products Products for which changes in demand are negatively related—that is, a percentage increase in the quantity demanded for Product A results in a percentage decrease in the quantity demanded for Product B. substitution effect Refers to consumers’ ability to substitute other products for the focal brand, thus increasing the price elasticity of demand for the focal brand. supply chain The group of firms and set of techniques and approaches firms use to make and deliver a given set of goods and services. supply chain management Refers to a set of approaches and techniques firms employ to efficiently and effectively integrate their suppliers, manufacturers, warehouses, stores, and transportation intermediaries into a seamless value chain in which merchandise is produced and distributed in the right quantities, to the right locations, and at the right time. survey A systematic means of collecting information from people using a questionnaire. sustainable competitive advantage

Something the firm can persistently do better than its competitors that is not easily copied and thus can be maintained over a long period of time. sweepstakes A form of sales promotion that offers prizes based on a chance drawing of entrants’ names. syndicated data Data available for a fee from commercial research firms such as Symphony IRI Group, National Diary Panel, Nielsen, and Léger Marketing. target market The customer segment or group to whom the firm is interested in selling its products and services. target marketing/targeting The process of evaluating the attractiveness of various segments and then deciding which to pursue as a market. target profit pricing A pricing strategy implemented by firms when they have a particular profit goal as their overriding concern; uses price to stimulate a certain level of sales at a certain profit per unit. target return pricing A pricing strategy implemented by firms less concerned with the absolute level of profits and more interested in the rate at which their profits are generated relative to their investments; designed to produce a specific return on investment, usually expressed as a percentage of sales. tariff (or duty) A tax levied on a good imported into a country. technological advances Technological changes that have contributed to the improvement of the value of both products and services in the past few decades. telemarketing A method of prospecting in which salespeople telephone potential customers. test marketing Introduces a new product or service to a limited geographical area (usually a few cities) prior to a national launch. top-of-mind awareness A prominent place in people’s memories that triggers a response without them having to put any thought into it. total cost The sum of the variable and fixed costs. tracking Includes monitoring key indicators, such as daily or weekly sales volume, while the advertisement is running to shed light on any problems with the message or the medium. trade agreement Intergovernmental agreement designed to manage and promote trade activities for specific regions. trade deficit Results when a country imports more goods than it exports. trade sanctions Penalties or restrictions imposed by one country over another country for importing and exporting of goods, services, and investments.

trade shows Major events attended by buyers who choose to be exposed to products and services offered by potential suppliers in an industry. trade surplus Results when a country exports more goods than it imports. trading bloc Consists of those countries that have signed a particular trade agreement. transmitter An agent or intermediary with which the sender works to develop the marketing communications; for example, a firm’s creative department or an advertising agency. tweens Generational cohort of people who are not quite teenagers but are not young children either (ages 9 to 12); they’re in beTWEEN. undifferentiated targeting strategy (mass marketing) A marketing strategy a firm can use if the product or service is perceived to provide the same benefits to everyone, with no need to develop separate strategies for different groups. uniform delivered pricing The shipper charges one rate, no matter where the buyer is located. unique selling proposition (USP) A strategy of differentiating a product by communicating its unique attributes; often becomes the common theme or slogan in the entire advertising campaign. universal product code (UPC) The black and white bar code found on most merchandise. unstructured questions Open-ended questions that allow respondents to answer in their own words. user The person who consumes or uses the product or service purchased by the buying centre. validity The extent to which a study measures what it is supposed to measure. VALS A psychological tool developed by Strategic Business Insights that classifies consumers into eight segments: Innovators, Thinkers, Believers, Achievers, Strivers, Experiencers, Makers, and Survivors. value Reflects the relationship of benefits to costs, or what the consumer gets for what he or she gives. value-based pricing method Focuses on the overall value of the product offering as perceived by consumers, who determine value by comparing the benefits they expect the product to deliver with the sacrifice they will need to make to acquire the product. variable costs Those costs, primarily labour and materials, that vary with production volume. vertical marketing system A supply chain in which the members act as a unified system; there are three types: administrated, contractual, and corporate. vertical price fixing Occurs when parties at different levels of the same marketing channel (e.g., manufacturers and retailers) collude to control the prices passed on to consumers.

voice-of-customer (VOC) program An ongoing marketing research system that collects customer insights and intelligence to influence and drive business decisions. want The particular way in which a person chooses to satisfy a need, which is shaped by a person’s knowledge, culture, and personality. wholesalers Those firms engaged in buying, taking title to, often storing, and physically handling goods in large quantities, and then reselling the goods (usually in smaller quantities) to retailers or industrial or business users. zone of tolerance The area between customers’ expectations regarding their desired service and the minimum level of acceptable service—that is, the difference between what the customer really wants and what he or she will accept before going elsewhere. goods Items that can be physically touched. involvement The consumer’s degree of interest in or concern about the product or service. determinant attributes Product or service features that are important to the buyer and on which competing brands or stores are perceived to differ. alkjd;aj ajf;lajd Generation Z/digital natives Generational cohort of people born after 1991. value proposition Communicates the customer benefits to be received from a product or service and the reason(s) for wanting to buy it. universal sets Consist of all possible choices for a product category. retrieval sets Consist of those brands or stores that can be readily brought forth from memory. evoked set Includes only the brands that consumers consider when making a purchase decision. usage rate How often a person uses the product or service: occasional, light, regular, or heavy users. big data Refers to extremely large quantities of data that companies have access to but are unable to handle using conventional data management and data-mining software. value proposition Communicates the customer benefits to be received from a product or service and the reason(s) for wanting to buy it. simple random sampling Uses a subset of a statistical population with each person having the equal probability to be selected disruptive innovations New product introductions that are simpler, less sophisticated, and usually less expensive than existing products or services. manufacturer’s suggested retail price (MSRP)

Manufacturers encourage retailers to sell their merchandise at a specific price. vendor-managed inventory (VMI) An approach in which the manufacturer is responsible for replenishing inventory to meet retailers’ needs. manufacturer’s suggested retail price (MSRP) Manufacturers encourage retailers to sell their merchandise at a specific price. STP The processes of segmentation, targeting, and positioning that firms use to identify and evaluate opportunities for increasing sales and profits. artificial intelligence (AI) Solutions that rely on computer systems to perform tasks requiring human intelligence, such as speech recognition, decision making, or translations. robotics Robotics applications typically perform work that previously was the responsibility of human workers. Internet of Things (IoT) The IoT is reflected when multiple “smart devices” with Internet-connected sensors combine the data they have collected to help both consumers and companies consume more efficiently. artificial intelligence Artificial Intelligence relies on computer systems to perform tasks that require human intelligence, such as speech recognition, decision making, or translations. Internet of Things (IoT) The Internet of Things emerges when multiple “smart devices” with Internet-connected sensors combine the data they have collected to help both consumers and companies consume more efficiently. retrieval sets Consists of those brands that the consumer considers when making a purchase decision. paid media Media such as TV, print, radio, or display ads used to reach mass markets. owned media Media controlled by the advertiser, such as its website, Facebook fan page, or YouTube channel. earned media Media that results from word-of-mouth, buzz, or publicity. indirect exporting Indirect exporting occurs when the exporting firm sells its goods in the host country through an intermediary. direct exporting is when the exporting company sells its products in the host country directly without the intermediaries.