Solution Manual for Marketing Management 4th Edition by Mark Johnston and Greg Marshall Step by Step Solutions and Explanations for Strategic Marketing Concepts Updated Latest 2026–2027 Academic Study Resource

Solution Manual for Marketing Management 4th EditionMark Johnston Greg
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Marshall



Chapter 01 L




Marketing in Today’s Business Milieu L L L L L




LEARNING OBJECTIVES L




LO 1-1 Identify typical misconceptions about marketing, why they persist, and the resulting
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challenges for marketing management. L L L




LO 1-2 Define what marketing and marketing management really are and how they contribute
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to a firm’s success.
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LO 1-3 Appreciate how marketing has evolved from its early roots to be practiced as it is today.
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LO 1-4 Recognize the impact of key change drivers on the future of marketing.
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CHAPTER OUTLINE L




I. WELCOME TO MARKETING MANAGEMENT L L L




II. MARKETING MISCONCEPTIONS L




A. Behind the Misconceptions L L




1. Marketing Is Highly Visible by Nature L L L L L




2. Marketing Is More Than Buzzwords L L L L




B. Beyond the Misconceptions and Toward the Reality of Modern Marketing
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III. DEFINING MARKETING L




A. Value and Exchange Are Core Marketing Concepts
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B. A New Agenda for Marketing
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IV. MARKETING’S ROOTS AND EVOLUTION L L L




A. Pre-Industrial Revolution L




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, B. Focus on Production and Products
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C. Focus on Selling
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D. Advent of the Marketing Concept
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1. The Marketing Mix L L




E. Post-Marketing Concept Approaches L L




1. Differentiation Orientation L




2. Market Orientation L




3. Relationship Orientation L




4. One-to-One Marketing L




V. CHANGE DRIVERS IMPACTING THE FUTURE OF MARKETING
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A. Shift to Product Glut and Customer Shortage
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B. Shift in Information Power from Marketer to Customer
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C. Shift in Generational Values and Preferences
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D. Shift to Distinguishing Marketing (Big M) from marketing (little m)
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1. Marketing (Big M) L L




2. marketing (little m) L L




E. Shift to Justifying the Relevance and Payback of the Marketing Investment
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VI. YOUR MARKETING MANAGEMENT JOURNEY BEGINS
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VII. SUMMARY



KEY TERMS
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marketing management The leading and managing of the facets of marketing to improve
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individual, unit, and organizational performance.
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marketing’s stakeholders Any person or entity inside or outside a firm with whom marketing
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interacts, impacts, and is impacted by.
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,societal marketing The concept that, at the broadest level, members of society at large can be
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viewed as a stakeholder for marketing.
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sustainability The practicing of business that meet humanity’s needs without harming future
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generations.

value A ratio of the bundle of benefits a customer receives from an offering compared to the
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costs incurred by the customer in acquiring that bundle of benefits.
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exchange The giving up of something of value for something desired.
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production orientation The maximization of production capacity through improvements in
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products and production activities without much regard for what is going on in the marketplace.
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sales orientation The increase of sales and consequently production capacity utilization by
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having salespeople ―push‖ product into the hands of customers.
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marketing concept Business philosophy that emphasizes an organization-wide customer
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orientation with the objective of achieving long-run profits.
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marketing mix (4Ps of marketing) Product, price, place, and promotion—the fundamental
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elements that comprise the marketer’s tool kit that can be developed in unique combinations to
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set the product or brand apart from the competition.
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offering A product or service that delivers value to satisfy a need or want.
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solution A bundle of benefits from an offering that solves a problem or fills a need of a
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customer.

differentiation Communicating and delivering value in different ways to different customer
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groups.

customer orientation Placing the customer at the core of all aspects of the enterprise.
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market orientation The implementation of the marketing concept, based on the understanding
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of competitors and listening to the market.
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relationship orientation Investing in keeping and cultivating profitable current customers
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instead of constantly having to invest in gaining new ones.
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one-to-one marketing Directing energy and resources into establishing a learning relationship
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with each customer and connecting that knowledge with the firm’s production and service
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capabilities to fulfill that customer’s needs in as custom a manner as possible.
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mass customization Combining flexible manufacturing with flexible marketing to greatly
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enhance customer choice. L L




Marketing (Big M) The dimension of marketing that focuses on external forces that affect the
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organization and serves as the driver of business strategy.
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, strategic marketing The long-term, firm-level commitment to investing in marketing—
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supported at the highest organization level—for the purpose of enhancing organizational
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performance.

market creation Approaches that drive the market toward fulfilling a whole new set of needs
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that customers did not realize was possible or feasible before.
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marketing (little m) The dimension of marketing that focuses on the functional or operational
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level of the organization.
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tactical marketing Marketing activities that take place at the functional or operational level of a
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firm.

marketing metrics Tools and processes designed to identify, track, evaluate, and provide key
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benchmarks for improvement of marketing activities.
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marketing analytics The practice of measuring, managing, and analyzing marketing
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performance to maximize marketing effectiveness and optimize return on marketing investment
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(ROMI).

return on marketing investment (ROMI) What impact an investment in marketing has on a
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firm’s success, especially financially.
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APPLICATION QUESTIONS L




1. Consider the various marketing misconceptions introduced in this chapter.
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a. Pick any two of the misconceptions and develop a specific example of each from your
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own experience with firms and brands.
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• Catchy and entertaining advertisements — or perhaps the opposite, incessant and
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boring advertisements. L




• Pushy salespeople trying to persuade someone to buy it right now.
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• Famous brands and their celebrity spokespeople, such as Nike’s athlete endorsers.
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• Product claims that turn out to be overstated or just plain false, causing doubt about
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the trustworthiness of a company.
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• Marketing departments ―own‖ an organization’s marketing initiative. L L L L L L




b. How will it be beneficial for a new marketing manager to understand the misconceptions
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that exist about marketing?
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Effective marketing management isn’t about buzzwords or quick fixes. In today’s business
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milieu, the reality of marketing is that it is a central function and set of processes essential
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to any enterprise. Moreover, leading and managing the facets of marketing in
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McGraw Hill LLC.