| Managing Marketing Information to Gain Customer Insights 131
Chapter 4 | Managing Marketing Information to Gain Customer Insights 131
happier bunch. Compared with nonmembers, member cus-
Questions for Discussion
tomers visit the company’s casinos more frequently, stay longer,
1. Briefly discuss Harrah’s marketing information system, using and spend more of their gambling and entertainment dollars in
Figure 4.1 as a guide.
Harrah’s rather than in rival casinos. Since setting up Total Re- wards, Harrah’s has seen its share of customers’ average annual
2. Describe the relationship between Harrah’s marketing gambling budgets rise 20 percent, and revenue from customers
information system and Harrah’s managers and employees. gambling at Harrah’s rather than their “home casino” has risen
3. Why does Harrah’s system work so well compared to MIS
18 percent.
efforts by other companies?
Although Harrah’s and the entire gaming industry were hit hard by the Great Recession, things are turning back around.
4. To what extent is Harrah’s in danger of a competitor copying Through its acquisitions and the success of its Total Rewards pro-
its system?
gram, Harrah’s is the biggest in its industry, with over $10 billion Sources: Richard Abowitz, “The Movable Buffet,” Los Angeles Times, May 23, in revenue last year. Loveman calls Total Rewards “the vertebrae
2010, p. D12; Michael Bush, “Why Harrah’s Loyalty Effort Is Industry’s Gold of our business,” and says “it touches, in some form or fashion,
Standard,” Advertising Age, October 5, 2009, p. 8; Megan McIlroy, “Why
85 percent of our revenue.” He says that Harrah’s “customer-loyalty Harrah’s Opted to Roll Dice on $5 Billion Merger with Caesars,” Advertising strategy [and] relationship-marketing . . . are constantly bringing
Age, October 15, 2007, p. 18; Daniel Lyons, “Too Much Information,” us closer to our customers so we better understand their prefer-
Forbes, December 13, 2004, p. 110; John Kell, “Harrah’s Loss Widens on ences, and from that understanding we are able to improve the
Debt-Payment Costs,” Wall Street Journal, April 27, 2010. entertainment experiences we offer.” Companies everywhere
covet the title “The world’s greatest.” In the gaming industry, Har- rah’s Entertainment rightly claims that title.
Part 1: Defining Marketing and the Marketing Process (Chapters 1–2) Part 2: Understanding the Marketplace and Consumers (Chapters 3–6) Part 3: Designing a Customer-Driven Strategy and Mix (Chapters 7–17) Part 4: Extending Marketing (Chapters 18–20)
5 studied how marketers obtain, standing buyer behavior is an essential but very difficult task.
Consumer Markets and Consumer Buyer Behavior
Chapter Preview study the buyer behavior of business customers. You’ll see that under-
In the previous chapter, you
analyze, and use information to develop customer insights and assess To get a better sense of the importance of understanding con- marketing programs. In this chapter and the next, we continue with a
sumer behavior, we begin by first looking at Apple. What makes closer look at the most important element of the marketplace—
Apple users so fanatically loyal? Just what is it that makes them buy a customers. The aim of marketing is to affect how customers think and
Mac computer, an iPod, an iPhone, an iPad, or all of these? Partly, it’s act. To affect the whats, whens, and hows of buyer behavior, mar-
the way the equipment works. But at the core, customers buy from keters must first understand the whys. In this chapter, we look at final
Apple because the brand itself is a part of their own self-expression and consumer buying influences and processes. In the next chapter, we’ll
lifestyle. It’s a part of what the loyal Apple customer is.
Apple: The Keeper of All Things Cool
F At one end are the quietly satisfied Mac users, folks who own a ing its customers and what makes them tick deep down. It
ew brands engender such intense loyalty as that found brands from Nokia, LG, or Motorola? Ask the true believers, in the hearts of core Apple buyers. Whether they own
and they’ll tell you simply that Apple’s products work better
a Mac computer, an iPod, an iPhone, or an iPad, Apple and do more or are simpler to use. But Apple buyer behavior devotees are granitelike in their devotion to the brand.
has much deeper roots. Apple puts top priority on understand-
Mac and use it for e-mailing, browsing, and social networking. knows that, to Apple buyers, a Mac computer or an iPhone is At the other extreme, however, are the Mac zealots—the so-
much more than just a piece of electronics equipment. It’s a part called MacHeads or Macolytes. The Urban Dictionary defines a
of the buyer’s own self-expression and lifestyle—a part of what Macolyte as “one who is fanatically devoted to Apple products,”
each person is. When you own a Mac, you are anything but as in “He’s a Macolyte; don’t even think of mentioning Microsoft
mainstream. You’re an independent thinker, an innovator, and within earshot.”
Parts
» | Marketing: Creating and Capturing Customer Value 3
» | Marketing: Creating and Capturing Customer Value 11
» | Marketing: Creating and Capturing Customer Value 13
» | Marketing: Creating and Capturing Customer Value 25
» | Marketing: Creating and Capturing Customer Value 29
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 37
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 41
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 43
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 51
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 55
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 57
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 63
» | Analyzing the Marketing Environment 65
» | Analyzing the Marketing Environment 71
» | Analyzing the Marketing Environment 73
» | Analyzing the Marketing Environment 77
» | Analyzing the Marketing Environment 79
» | Analyzing the Marketing Environment 81
» | Analyzing the Marketing Environment 85
» | Analyzing the Marketing Environment 87
» | Analyzing the Marketing Environment 89
» | Managing Marketing Information to Gain Customer Insights 97
» | Managing Marketing Information to Gain Customer Insights 99
» | Managing Marketing Information to Gain Customer Insights 103
» | Managing Marketing Information to Gain Customer Insights 109
» | Managing Marketing Information to Gain Customer Insights 111
» | Managing Marketing Information to Gain Customer Insights 113
» | Managing Marketing Information to Gain Customer Insights 115
» | Managing Marketing Information to Gain Customer Insights 127
» | Managing Marketing Information to Gain Customer Insights 131
» | Consumer Markets and Consumer Buyer Behavior 133
» | Consumer Markets and Consumer Buyer Behavior 137
» | Consumer Markets and Consumer Buyer Behavior 141
» | Consumer Markets and Consumer Buyer Behavior 143
» | Consumer Markets and Consumer Buyer Behavior 159
» | Consumer Markets and Consumer Buyer Behavior 163
» | Business Markets and Business Buyer Behavior 165
» | Business Markets and Business Buyer Behavior 175
» | Business Markets and Business Buyer Behavior 179
» What is Eaton’s value proposition?
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 189
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 193
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 197
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 203
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 205
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 207
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 209
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 211
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 213
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 219
» | Products, Services, and Brands: Building Customer Value 223
» | Products, Services, and Brands: Building Customer Value 225
» | Products, Services, and Brands: Building Customer Value 229
» | Products, Services, and Brands: Building Customer Value 237
» | Products, Services, and Brands: Building Customer Value 245
» | Products, Services, and Brands: Building Customer Value 247
» | Products, Services, and Brands: Building Customer Value 249
» | Products, Services, and Brands: Building Customer Value 251
» | Products, Services, and Brands: Building Customer Value 257
» | New Product Development and Product Life-Cycle Strategies 259
» | New Product Development and Product Life-Cycle Strategies 271
» | New Product Development and Product Life-Cycle Strategies 273
» | New Product Development and Product Life-Cycle Strategies 279
» | New Product Development and Product Life-Cycle Strategies 281
» | Pricing: Understanding and Capturing Customer Value 289
» | Pricing: Understanding and Capturing Customer Value 291
» | Pricing: Understanding and Capturing Customer Value 295
» | Pricing: Understanding and Capturing Customer Value 299
» | Pricing: Understanding and Capturing Customer Value 305
» | Pricing: Understanding and Capturing Customer Value 307
» | Marketing Channels: Delivering Customer Value 339
» | Marketing Channels: Delivering Customer Value 347
» | Marketing Channels: Delivering Customer Value 351
» | Marketing Channels: Delivering Customer Value 367
» | Retailing and Wholesaling 373
» | Retailing and Wholesaling 377
» | Retailing and Wholesaling 379
» | Retailing and Wholesaling 393
» | Retailing and Wholesaling 395
» | Retailing and Wholesaling 397
» | Retailing and Wholesaling 401
» | Retailing and Wholesaling 405
» | Communicating Customer Value: Integrated Marketing Communications Strategy 407
» | Communicating Customer Value: Integrated Marketing Communications Strategy 411
» | Communicating Customer Value: Integrated Marketing Communications Strategy 413
» | Communicating Customer Value: Integrated Marketing Communications Strategy 415
» | Communicating Customer Value: Integrated Marketing Communications Strategy 429
» | Communicating Customer Value: Integrated Marketing Communications Strategy 433
» | Advertising and Public Relations 435
» | Advertising and Public Relations 439
» | Advertising and Public Relations 441
» | Advertising and Public Relations 443
» | Advertising and Public Relations 445
» | Advertising and Public Relations 447
» | Advertising and Public Relations 449
» | Advertising and Public Relations 453
» | Personal Selling and Sales Promotion 463
» | Personal Selling and Sales Promotion 469
» | Personal Selling and Sales Promotion 471
» | Personal Selling and Sales Promotion 481
» How is the sales force at Nestlé Waters structured? outsells its top competitors.
» | Direct and Online Marketing: Building Direct Customer Relationships 495
» | Direct and Online Marketing: Building Direct Customer Relationships 499
» | Direct and Online Marketing: Building Direct Customer Relationships 507
» | Direct and Online Marketing: Building Direct Customer Relationships 509
» | Direct and Online Marketing: Building Direct Customer Relationships 515
» | Direct and Online Marketing: Building Direct Customer Relationships 525
» | Creating Competitive Advantage 527
» | Creating Competitive Advantage 529
» | Creating Competitive Advantage 537
» | Creating Competitive Advantage 549
» | The Global Marketplace 551
» | The Global Marketplace 553
» | The Global Marketplace 561
» | The Global Marketplace 573
» | Sustainable Marketing: Social Responsibility and Ethics 581
» | Sustainable Marketing: Social Responsibility and Ethics 583
» | Sustainable Marketing: Social Responsibility and Ethics 587
» | Sustainable Marketing: Social Responsibility and Ethics 595
» | Sustainable Marketing: Social Responsibility and Ethics 603
» | Sustainable Marketing: Social Responsibility and Ethics 605
» | Marketing by the Numbers A21
» | Marketing by the Numbers A27
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