Marketing Management 12th edition by Philip Kotler, Kevin Lane Keller

Marketing Management is the leading marketing text because its content and organization consistently reflect changes in marketing theory and practice. The very first edition of Marketing Management, published in 1967, introduced the concept that companies must be customer-and-market driven. But there was little mention of what have now become fundamental topics such as segmentation, targeting, and positioning. Concepts such as brand equity, customer value analysis, database marketing, e-commerce, value networks, hybrid channels, supply chain management, and integrated marketing communications were not even part of the marketing vocabulary then. Firms now sell goods and services through a variety of direct and indirect channels. Mass advertising is not nearly as effective as it was. Companies are exploring new forms of communication, such as experiential, entertainment, and viral marketing. Customers are increasingly telling companies what types of product or services they want and when, where, and how they want to buy them.


In response, companies have shifted gears from managing product portfolios to managing customer portfolios, compiling databases on individual customers so they can understand them better, and construct individualized offerings and messages. They are doing less product and service standardization and more niching and customization. They are replacing monologues with customer dialogues. They are improving their methods of measuring customer profitability and customer lifetime value. They are intent on measuring the return on their marketing investment and its impact on shareholder value. They are also concerned with the ethical and social implications of their marketing decisions.
As companies change, so does their marketing organization. Marketing is no longer a company department charged with a limited number of tasks—it is a company-wide undertaking. It drives the company's vision, mission, and strategic planning. Marketing includes decisions like who the company wants as its customers; which needs to satisfy; what products and services to offer; what prices to set; what communications to send and receive; what channels of distribution to use; and what partnerships to develop. Marketing succeeds only when all departments work together to achieve goals: when engineering designs the right products, finance furnishes the required funds, purchasing buys quality materials, production makes quality products on time, and accounting measures the profitability of different customers, products, and areas.
And as marketing techniques and organization have changed, so has this text. The biggest change is the addition of a co-author. Kevin Lane Keller is one of the top marketing academics of his generation. He has conducted ground-breaking research and written a highly successful text, Strategic Brand Management. He has also worked with marketing executives from companies around the globe to help them become better marketers. He brings fresh thinking and new perspectives to Marketing Management.
The twelfth edition reflects a collaborative effort between the two authors with a goal of creating the best edition of Marketing Management ever. Extensive focus groups were conducted to fully understand the course and classroom needs of the instructor. Based on this input, the twelfth edition is designed to preserve the strengths of previous editions while introducing new material and organization to further enhance learning. It is dedicated to helping companies, groups, and individuals adapt their marketing strategies and management to the marketplace realities of the twenty-first century.

Brief Contents

PART 1 Understanding Marketing Management

Chapter 1 Defining Marketing for the 21st Century

Chapter 2 Developing Marketing Strategies and Plans

PART 2 Capturing Marketing Insights 

Chapter 3 Gathering Information and Scanning the Environment

Chapter 4 Conducting Marketing Research and Forecasting Demand

PART 3 Connecting with Customers 

Chapter 5 Creating Customer Value, Satisfaction, and Loyalty

Chapter 6 Analyzing Consumer Markets

Chapter 7 Analyzing Business Markets

Chapter 8 Identifying Market Segments and Targets

PART 4 Building Strong Brands

Chapter 9 Creating Brand Equity

Chapter 10 Crafting the Brand Positioning

Chapter 11 Dealing with Competition

PART 5 Shaping the Market Offerings 

Chapter 12 Setting Product Strategy

Chapter 13 Designing and Managing Services

Chapter 14 Developing Pricing Strategies and Programs

PART 6 Delivering Value 

Chapter 15 Designing and Managing Value Networks and Channels

Chapter 16 Managing Retailing, Wholesaling, and Logistics

PART 7 Communicating Value 

Chapter 17 Designing and Managing Integrated Marketing Communications

Chapter 18 Managing Mass Communications: Advertising, Sales Promotions Events, and Public Relations

Chapter 19 Managing Personal Communications: Direct Marketing and Personal Selling 

PART 8 Creating Successful Long-Term Growth 

Chapter 20 Introducing New Market Offerings

Chapter 21 Tapping into Global Markets

Chapter 22 Managing a Holistic Marketing Organization

Appendix A1
Glossary G1
Image Credits C1
Name Index 11
Company, Brand, and Organization Index 14
Subject Index 112

About The Authors

Philip Kotler is one of the world's leading authorities on marketing. He is the 5. C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University. He received his master's degree at the University of Chicago and his Ph.D. at MIT, both in economics. He did postdoctoral work in mathematics at Harvard University and in behavioral science at the University of Chicago.

Kevin Lane Keller is the E. B. Osborn Professor of Marketing at the Tuck School of Business at Dartmouth College. Professor Keller has degrees from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches an MBA elective on strategic brand management and lectures in executive programs on that topic. Previously, Professor Keller was on the faculty of the Graduate School of Business at Stanford University, where he also served as the head of the marketing group. Additionally, he has been on the marketing faculty at the University of California at Berkeley and the University of North Carolina at Chapel Hill, been a visiting professor at Duke University and the Australian Graduate School of Management, and has two years of industry experience as Marketing Consultant for Bank of America.

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