Abstract
Successful marketing demands successful management of markets. We must manage the marketing function both inside our company and also outside our company, managing also those who are not our employees but nevertheless are busy distributing, selling, buying, consuming, and disposing of our products. Value increasingly is produced by groups of companies working together. The remaining chapters in this book all touch on this main point.
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Notes
John R.P. French and Bertram Raven, “Bases of Social Power,” in Dorwin Cartwright, Studies in Social Power (University of Michigan Press, 1959);
Richard M. Emerson, “Power Dependence Relations,” American Sociological Review, Vol. 27 (February 1962), pp. 31–41.
Dawn Iacobucci, Kellogg on Marketing (Wiley, 2000).
Marketing literature in general has failed dismally in its sycophantic attempts to impress marketing practitioners. Almost every academic article in marketing obediently creates a little section entitled “Managerial Implications.” Yet everybody in marketing knows that “practitioners neither subscribe to nor read academic marketing journals” (Shelby D. Hunt, “Marketing as a Profession: On Closing Stakeholder Gaps,” European Journal of Marketing, 36(3) (2002), pp. 305–12). The only debate among marketing academics is on whether we should care. (For example,
Alan Tapp, “Why Practitioners Don’t Read Our Articles and What We Should Do About It,” The Marketing Review, 5(1) (2005), pp. 3–13.) Meanwhile, in an amusing excess of creative writing, the American Marketing Association proudly asserts on its website: “Starting six decades ago and right up to today, marketers have been reading the Journal of Marketing for thought-provoking, in-depth articles.”
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© 2008 Willem Burgers
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Burgers, W. (2008). Distribution. In: Marketing Revealed. Palgrave Macmillan, London. https://doi.org/10.1057/9780230230873_16
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DOI: https://doi.org/10.1057/9780230230873_16
Publisher Name: Palgrave Macmillan, London
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