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Book Summary: For Principles of Marketing courses that require a comprehensive text Help students learn how to create customer value and engagement In a fast-changing, increasingly digital and social marketplace, it's more vital than ever for marketers to develop meaningful connections with their customers. Principles of Marketing helps students master today's key marketing challenge: to create vibrant, interactive communities of consumers who make products and brands an integral part of their daily lives.
To help students understand how to create value and build customer relationships, Kotler and Armstrong present fundamental marketing information within an innovative customer-value framework. Thoroughly revised to reflect the major trends impacting contemporary marketing, this edition is packed with stories illustrating how companies use new digital technologies to maximize customer engagement and shape brand conversations, experiences, and communities. Also available with MyMarketingLab This title is also available with MyMarketingLab-an online homework, tutorial, and assessment program designed to work with this text to engage students and improve results.
Hands-on activities and exercises enable students to better understand and master course concepts, and the skills required to be successful marketers today. To them, we dedicate this book. Gary Armstrong. Philip Kotler. Jan Charbonneau, University of Tasmania.
Geoff Fripp, The University of Sydney. Download Marketing Management 13th Edition Philip Kotler - Sep 23, Marketing Management 13th Edition Philip Kotlerchapter 1 mcq s marketing management 13th edition by april 28th, - 2 marketing is both an art and a science there is 2 3 constant tension between the formulated side of marketing and the Principles of marketing by philip kotler 13th edition is available in our digital library an online access to it is set as public so you can download it instantly.
Our books collection saves in multiple locations, allowing you to get the most less latency time to download any of our books like this one. He has traveled and lectured extensively throughout Europe, Asia, and South America. To help individuals understand how to create value and build customer relationships, Kotler and Armstrong present fundamental marketing Marketing An Introduction, Edition 13 - Ebook written by Gary Armstrong, Philip Kotler.
Download for offline reading, highlight, bookmark or take notes while you read Marketing An Introduction, Edition. Previews: About the Author As a team, Philip Kotler and Gary Armstrong provide a blend of skills uniquely suited to writing an introductory marketing text.
Within an established industry, the sub-sectors will also be difficult to distinguish. In the financial-services industry, the lines that now separate banking, financing, insurance, fund management, and other industry sub- sectors will fade away, making it imperative for financial institutions to find new ways to differentiate themselves.
Vertical integration in one industry will create business entities that engage in comprehensive roles from material supply to production to distribution, making it difficult to define in which business a company is active.
At a more micro level, humans are embracing social inclusivity. Being inclusive is not about being similar; it is about living harmoniously despite differences. In the online world, social media has redefined the way people interact with one another, enabling people to build relationships without geographic and demographic barriers.
The impact of social media does not stop there. It also facilitates global collaborations in innovation. Consider Wikipedia, which was built by a countless number of people, or InnoCentive, which broadcasts research and development challenges and asks for the best solutions.
In fact, all social media that take a crowd-sourcing approach are good examples of social inclusivity. Social media drives social inclusivity and gives people the sense of belonging to their communities. Social inclusivity is happening not only online but offline as well. The concept of inclusive cities—cities that welcome the diversity of their inhabitants—are often dubbed as a good model for sustainable cities. Similar to the concept of social media, the concept of inclusive cities argues that when cities welcome minorities who are often left behind and give them a sense of acceptance, that will only benefit the cities.
Social inclusivity can also appear in the form of fair trade, employment diversity, and empowerment of women. These practices embrace human differences across gender, race, and economic status. The competitiveness of companies will no longer be determined by their size, country of origin, or past advantage.
Smaller, younger, and locally based companies will have a chance to compete against bigger, older, and global companies. Eventually, there will be no company that overly dominates the others. Instead, a company can be more competitive if it can connect with communities of customers and partners for co-creation and with competitors for co-opetition. The flow of innovation that was once vertical from companies to the market has become horizontal.
In the past, companies believed that innovation should come from within; thus, they built a strong research and development infrastructure. Eventually, they realized that the rate of internal innovation was never fast enough for them to be competitive in the ever-changing market.
It later transformed its research- and-develop model into a connect-and-develop model. Its rival Unilever has been moving in the same direction by capitalizing on its vast external innovation ecosystem. Today, innovation is horizontal; the market supplies the ideas, and companies commercialize the ideas. Similarly, the concept of competition is changing from vertical to horizontal.
Technology is the main cause. Chris Anderson's long tail hypothesis could not be truer today. The market is shifting away from high-volume mainstream brands into low-volume niche ones. With the internet, physical logistical constraints no longer exist for smaller companies and brands. This inclusivity now enables companies to enter industries that they would not otherwise have entered in the past. This provides opportunities for companies to grow but poses significant competitive threats.
Because distinctions between industries are blurring, it will be highly challenging for companies to keep track of their competitors. Competitors in the future will come from the same industry as well as from other relevant and connected industries. To spot latent competitors, companies should start with the customers' objectives and consider potential alternatives that customers might accept to achieve their objectives. Companies should also track competitors from outside their home markets.
These competitors are not necessarily multinational corporations. In recent years, we have observed the rise of great companies from emerging markets such as Xiaomi and Oppo. These companies innovate out of necessity and were created in challenging home markets. They match the quality of major brands but with significantly lower prices. This is made possible by the online go-to-market option.
Highly innovative and resilient, these companies have all the necessary ingredients to expand their markets globally. The concept of customer trust is no longer vertical; it is now horizontal. Customers in the past were easily influenced by marketing campaigns. They also sought for and listened to authority and expertise. But recent research across industries show that most customers believe more in the f-factor friends, families, Facebook fans, Twitter followers than in marketing communications.
Most ask strangers on social media for advice and trust them more than they do advertising and expert opinions. In recent years, the trend has spurred the growth of communal rating systems such as TripAdvisor and Yelp. In such a context, a brand should no longer view customers as mere targets. In the past, it was common for companies to broadcast their message through various advertisement media. Some companies even invented a not-so- authentic differentiation to be able to stand out from the crowd and support their brand image.
Consequently, the brand is often treated as outer-shell packaging, which allows for a fake representation of its true value. This approach will no longer be effective because with the help of their communities, customers guard themselves against bad brands that target them.
A relationship between brands and customers should no longer be vertical but instead it should be horizontal. Customers should be considered peers and friends of the brand. The brand should reveal its authentic character and be honest of its true value. Only then will the brand be trustworthy. From Individual to Social When making purchase decisions, customers have typically been driven by individual preference as well as by a desire for social conformity.
The level of importance for each of these two factors varies from one person to another. It also varies across industries and categories. Given the connectivity we live in today, the weight of social conformity is increasing across the board.
Customers care more and more about the opinions of others. They also share their opinions and compile massive pools of reviews. Together, customers paint their own picture of companies and brands, which is often very different from the image that companies and brands intend to project.
The internet, especially social media, has facilitated this major shift by providing the platform and tools. This trend will continue. Virtually everyone on earth will be connected very soon. It turns out that the solution for the internet laggards was not cheap laptops but rather cheap smartphones.
In fact, it is projected by the UMTS Forum that mobile data traffic will jump by a factor of 33 from to With such vast connectivity, market behavior will become significantly different.
For example, in many countries in-store research using mobile phones to compare prices and check reviews is trending. Mobile connectivity allows customers to access the wisdom of the crowd and to make better purchase decisions. In such an environment, customers conform more to social opinions. In fact, most personal purchase decisions will essentially be social decisions. Customers communicate with one another and converse about brands and companies.
From a marketing communications point of view, customers are no longer passive targets but are becoming active media of communications. A beauty products brand—Sephora —has been exploring communities as a new form of media assets.
Sephora has built a social media community in which all community-generated content is incorporated into the Beauty Talk platform. It has become a trusted medium for customers who are trying to consult with other members of the community. Embracing this trend is not easy. With community-generated content, companies have no control over the conversation. Censoring content will weaken credibility. They must also be prepared for massive social backlash when something goes wrong. That being said, companies and brands that have strong reputations and honest claims about their products should have nothing to worry about.
But those who make false claims and have poor products will not survive. It is practically impossible to hide flaws or isolate customer complaints in a transparent, digital world. Summary: Horizontal, Inclusive, and Social Marketers need to embrace the shift to a more horizontal, inclusive, and social business landscape.
The market is becoming more inclusive. Social media eliminate geographic and demographic barriers, enabling people to connect and communicate and companies to innovate through collaboration.
Customers are becoming more horizontally oriented. They are becoming increasingly wary of marketing communications from brands and are relying instead on the f-factor friends, families, fans, and followers. Finally, the customer buying process is becoming more social than it has been previously.
Customers are paying more attention to their social circle in making decisions. They seek advice and reviews, both online and offline.
Reflection Questions What are the trends in your respective industry that demonstrate the shifts toward a more horizontal, inclusive, and social business landscape?
What are your plans to embrace these shifts in the marketplace? Offline Interaction, Informed vs. Distracted Customer, and Negative vs.
Positive Advocacy We have always believed that the word marketing should be written as market-ing. Writing it that way reminds us that marketing is about dealing with the ever-changing market, and that to understand cutting-edge marketing, we should understand how the market has been evolving in recent years. The clues and trends are there for us to see. A new breed of customer, the one that will be the majority in the near future, is emerging globally—young, urban, middle-class with strong mobility and connectivity.
While the mature markets are dealing with an aging population, the emerging market is enjoying the demographic dividend of a younger, more productive population. They are not only young, they are also rapidly migrating to urban areas and embracing a big-city lifestyle. The majority of them are in the middle class or above and thus have a sizable income to spend.
Moving up from a lower socio-economic status, they aspire to accomplish greater goals, experience finer things, and emulate behaviors of people in higher classes. These traits make them a compelling market for marketers to pursue.
But what distinguishes this new type of customer from other markets we have seen before is their tendency to be mobile. They move around a lot, often commute, and live life at a faster pace. Everything should be instant and time-efficient.
When they are interested in things they see on television, they search for them on their mobile devices. When they are deciding whether to buy something in-store, they research price and quality online.
Being digital natives, they can make purchase decisions anywhere and anytime, involving a wide range of devices. Despite their internet savvy, they love to experience things physically. They value high-touch engagement when interacting with brands. In fact, they trust their network of friends and family more than they trust corporations and brands. In short, they are highly connected. Breaking the Myths of Connectivity Connectivity is arguably the most important game changer in the history of marketing.
Granted, it can no longer be considered a new buzzword, but it has been changing many facets of marketing and is not showing signs of slowing down. Connectivity has made us question many mainstream theories and major assumptions that we have learned about customer, product, and brand management.
Connectivity significantly reduces the costs of interaction among companies, employees, channel partners, customers, and other relevant parties.
This in turn lowers the barriers to entering new markets, enables concurrent product development, and shortens the time frame for brand building. There have been various cases of how connectivity quickly disrupted long- established industries with seemingly high entry barriers. Amazon has disrupted the brick-and-mortar bookstores and later the publishing industry.
Likewise, Netflix has disturbed the brick-and-mortar video rental stores and, along with the likes of Hulu, has shaken up the satellite and cable TV services. In a similar fashion, Spotify and Apple Music have changed the way music distribution works. Connectivity also changes the way we see the competition and customers.
Today, collaboration with the competitors and co-creation with customers are central. Competition is no longer a zero-sum game. Customers are no longer the passive receivers of a company's segmentation, targeting, and positioning moves. Connectivity accelerates market dynamics to the point where it is virtually impossible for a company to stand alone and rely on internal resources to win.
A company must face the reality that to win it must collaborate with external parties and even involve customer participation. Partner companies such as Kaz and Bissell launched Honeywell scented fans and odor-removing vacuum bag filters that carry the Febreze brand.
Seeing connectivity from a technological viewpoint alone would often be misleading. In the context of strategy, many marketers view connectivity simply as an enabling platform and infrastructure that support the overall direction. A bigger-picture view of connectivity allows marketers to avoid this trap. A survey by Google reveals that 90 percent of our interactions with media are now facilitated by screens: smartphone, tablet, laptop, and television screens.
Screens are becoming so important in our lives that we spend more than four hours of our leisure time daily to use multiple screens sequentially and simultaneously. And behind these screen-based interactions, the internet has been the backbone.
Global internet traffic has grown by a factor of 30 from to , connecting four out of ten people in the world. According to a Cisco forecast, we will see another ten-fold jump of global internet traffic by , powered by more than 11 billion connected mobile devices.
With such a massive reach, connectivity transforms the way customers behave. When shopping in-store, most customers would search for price comparison and product reviews. Google research shows that eight out of ten smartphone users in the United States do mobile research in-store.
Even when watching television advertising, more than half of the TV audience in Indonesia conducts mobile search. This is a trend affecting customers globally.
Derivative products of the internet also enable transparency. Social media such as Twitter and Instagram enable customers to show and share their customer experience, which further inspires other customers from the same or a lower class to emulate and pursue a similar experience.
Communal rating sites such as TripAdvisor and Yelp empower customers to make informed choices based on the wisdom of the crowd. Thus, to fully embrace connectivity we need to view it holistically.
While mobile connectivity—through mobile devices—is important, it is the most basic level of connectivity, in which the internet serves only as a communications infrastructure. In this stage, we are no longer concerned only about the width but also about the depth of the connectivity.
The ultimate level is social connectivity, which is about the strength of connection in communities of customers. Since connectivity is closely related to the youth segment, it is also often considered relevant only for the younger generation of customers.
It is true that being digital natives, younger customers are the first to adopt connectivity, but they inspire their seniors to adopt connectivity as well. Moreover, as the world population ages over time, digital natives will become the majority and connectivity eventually will become the new normal. The importance of connectivity will transcend technology and demographic segment. Connectivity changes the key foundation of marketing: the market itself.
Paradox No. While online businesses have taken up a significant portion of the market in recent years, we do not believe that they will completely replace offline businesses. In fact, we believe that they need to coexist to deliver the best customer experience. Here is why: in an increasingly high-tech world, high-touch interaction is becoming the new differentiation. Birchbox, an online-first beauty product retailer, opened its brick-and-mortar store to complement its existing e- commerce business.
The retailer provides iPads to make personalized recommendations, mimicking its online personalization scheme. Zappos, an online shoe and clothing retailer, relies heavily on very personal call-center interactions as a winning formula. Buying shoes online can be a daunting task for many customers, but a touch of personal consultation from the call-center agents reduces the psychological barrier.
When making transactions on ATMs in these centers, customers can video-chat with a personal teller for assistance. The service combines ATM convenience with a personalized human touch. On the other hand, a high-tech interface can also enhance a predominantly high-touch interaction, making it more compelling.
Macy's shopBeacon project is an example of this. With Apple's iBeacon transmitters installed in various locations within a Macy's store, customers will be alerted with highly targeted offerings throughout their journey in-store. When walking past a certain department, customers might be reminded of their shopping list, receive discount notifications, and get gift recommendations through an iPhone app.
As transaction data accumulate over time, the offerings will become more personalized to each shopper profile. Another example is John Lewis's sofa studio, which allows customers to select a sofa model from 3-D- printed miniatures.
By placing a miniature alongside a selection of fabric in front of a computer screen, customers can see what their sofa will look like on the screen.
It gives a very playful customer experience when choosing sofa model and fabric. As it turns out, the online and offline world will eventually coexist and converge. Technology touches both the online world and the offline physical space, making it possible for the ultimate online—offline convergence. Sensor technologies, such as near field communication NFC and location-based iBeacon, provide a far more compelling customer experience.
In the engine room, big-data analytics enables the personalization that new customers are longing for. All of these complement the traditional human interface that was the backbone of marketing before the rise of the internet.
Traditional and contemporary media for marketing communications such as television and social media will also complement each other. Many people go to Twitter for breaking news but eventually return to television and watch CNN for more credible and deeper news coverage. On the other hand, watching television is often a trigger for people to pursue online activities on their smartphones.
For example, a movie showing on television might trigger an online review search. A television commercial can also be a call to action for people to buy products online. The characters of the new customers prompt us to realize that the future of marketing will be a seamless blend of online and offline experiences across customer paths.
In the beginning, brand awareness and appeal will come from a mix of analytics-powered marketing communications, past customer experiences, and recommendations from friends and family, both online and offline. Customers will then follow up through series of further research, utilizing the reviews from other customers—again online and offline. If customers decide to make a purchase, they will experience a personalized touch from both the machine and the human interface.
Experienced customers will in turn become advocates for inexperienced customers. Entire experiences are recorded, which further improves the accuracy of the analytics engine.
In a highly connected world, a key challenge for brands and companies is to integrate online and offline elements into the total customer experience. It is valid to say that most of them actively search for information on brands. They make more informed purchase decisions. But despite their higher level of curiosity and knowledge, they are not in control of what they want to buy.
In making purchase decisions, customers are essentially influenced by three factors. First, they are influenced by marketing communications in various media such as television ads, print ads, and public relations. Second, they are persuaded by the opinions of their friends and family.
Third, they also have personal knowledge and an attitude about certain brands based on past experiences. The truth is that today's customers have become highly dependent on the opinions of others. In many cases, others' words have even outweighed both personal preference and marketing communications. The reason for this is none other than the connectivity itself.
On the bright side, connectivity brings a lot of protection and confidence. In the customers' minds, their inner circle of friends and family provides protection against bad brands and companies. But connectivity, along with the presence of multiple devices and screens, also brings distractions.
It hampers the customers' ability to focus and often limits their ability to decide. Thus, many customers make their decisions by following the wisdom of the crowd. This is further fueled by the low level of trust that customers put in advertising and the limited time they have to compare qualities and prices. Further, because it is very convenient to receive advice from others, the importance of word of mouth is growing in the final purchase decision.
This is the portrait of the future customers—connected yet distracted. A survey by the National Center for Biotechnological Information shows that the average human attention span has dropped from 12 seconds in to 8 seconds in This can be attributed to the massive and overwhelming volume of messages that constantly bombard our connected mobile devices and demand instant attention.
The challenge for marketers going forward is twofold. First, marketers need to win customer attention. It would be hard for a brand manager to get a customer to sit through a second advertisement and for a salesperson to engage a customer using a second elevator pitch.
In the future, it will be more difficult to get a brand message across. Customer attention will be scarce; thus, only brands with WOW! Second, marketers need to create brand conversations in customer communities despite not having much control over the outcome. Marketers need to make sure that when customers ask others about a brand, there will be loyal advocates who sway the decision in the brand's favor.
It changes the mindset of customers to admit that advice from strangers might be more credible than a recommendation from celebrity brand endorsers. Thus, connectivity creates a perfect environment for customer advocacy of brands. Advocacy itself is not a new concept in marketing. Customers who are considered loyal to a brand have the willingness to endorse and recommend the brand to their friends and family.
The most famous measurement of brand advocacy is arguably the Net Promoter Score designed by Frederick Reichheld. The Net Promoter Score is measured by the percentage of promoters subtracted from the percentage of detractors. The key argument is that the ill effect of negative word of mouth reduces the good effect of positive word of mouth. While the concept has proven to be useful for tracking loyalty, the simple subtraction might leave behind some important insights.
When a brand stays true to its DNA and consistently pursues its target segment, the brand polarizes the market. Some become lovers and others become haters of the brand. But in the context of connectivity, a negative advocacy might not necessarily be a bad thing. In reality, sometimes a brand needs negative advocacy to trigger positive advocacy from others. We argue that in many cases, without negative advocacy, positive advocacy might remain dormant.
Like brand awareness, brand advocacy can be spontaneous or it can prompted. Spontaneous brand advocacy happens when a customer, without being prompted or asked, actively recommends a particular brand. In truth, this type of advocacy is rare. One needs to be a die-hard fan to be an active advocate. Another form of advocacy is the prompted advocacy—a brand recommendation that results from a trigger by others. This type of advocacy, while very common, is dormant.
When a brand has strong prompted advocacy, it needs to be activated by either customer enquiries or negative advocacy. It is true that the balance between lovers and haters must be managed.
Still, great brands do not necessarily have significantly more lovers than haters. In fact, YouGov BrandIndex reveals an interesting fact.
McDonald's, for example, has 33 percent lovers and 29 percent haters, a near balanced polarization. Starbucks has a similar profile: 30 percent lovers and 23 percent haters. From the Net Promoter Score point of view, two of the biggest brands in the food and beverage industry would have very low scores because they have too many haters.
But from an alternative viewpoint, the group of haters is a necessary evil that activates the group of lovers to defend McDonald's and Starbucks against criticisms.
Without both positive and negative advocacy, the brand conversations would be dull and less engaging. But what these brands should aim to have is the ultimate sales force: an army of lovers who are willing to guard the brand in the digital world.
Summary: Marketing Amid Paradoxes The changing landscape creates a set of paradoxes for marketers to deal with, one of which is online versus offline interaction. Both are meant to coexist and be complementary, with a common aim of delivering superior customer experience. Furthermore, there is a paradox of the informed versus the distracted customer. Even as connectivity empowers customers with abundant information, customers have also become overly dependent on others' opinions, which often outweigh personal preferences.
Finally, with connectivity come enormous opportunities for brands to earn positive advocacies. Still, they are also prone to attracting negative advocacies. That may not necessarily be bad because negative advocacies often activate positive advocacies. Reflection Questions What are some of the cases in your industry that capture the paradoxical nature of connected customers? How do you plan to embrace the paradoxes? Some segments rely on their own personal preferences and what they hear from advertising; thus advocacy does not matter to them.
Moreover, they do not share their experience with everyone else. Other segments have a greater tendency to ask for and give recommendations on brands. They are the ones who are more likely to be loyal brand advocates. For increased probability of getting advocacy, marketers should place their bets on youth, women, and netizens YWN. Many topics related to these three major segments have been researched and explored separately. In terms of size, each of these is a very lucrative segment.
Thus, the marketing approach has been tailored specifically to cater to them. But here is the bigger picture. There is a common thread that connects them: YWN are the most influential segments in the digital era. It is perhaps not surprising that most subcultures—groups that have sets of norms and beliefs outside of the mainstream culture e. They were, in many parts of the world, considered minorities and on the periphery of society. In the past, authority and power indeed belonged to seniors, men, and citizens.
This was due to the traditionally higher level of income and purchasing power that seniors, men, and citizens have had.
But over time, the importance and influence of YWN has increased significantly. In fact, the subcultures that YWN represent have begun to influence the mainstream culture. Their relatively larger networks of communities, friends, and family empower them to do this. Youth, for example, set the trends for their seniors, especially when it comes to pop culture fields such as music, movies, sports, food, fashion, and technology.
Younger-generation consumers often become the first to try new products, thus often becoming the primary target market for marketers. When youth accept new products, those products usually reach the mainstream market successfully. In many countries the women in the household act as the chief financial officer of the family. In selecting which brand to buy in many product and service categories, women's voices often trump men's. This is because most women have the patience and interest to go through a comprehensive process of researching for the best choice, something that most men consider useless or even painful.
Thus, women play a significant role in becoming the gatekeeper of any products and services that marketers offer to families. Netizens—or citizens of the internet—are also highly influential. As digital natives, they are very savvy in connecting with others online while sharing information. While not all their shared information is valuable and not all their activities are productive, they are clearly the epitome of smarter customers. Representing what they see as a true model of boundaryless democracy, they freely express their opinions and feelings about brands, often anonymously.
They create ratings, post comments, and even create content that other citizens pay attention to. Because of their characteristics, YWN are not easy to impress. But when we impress them, they will be the most loyal advocates of our brands. Brand advocacy from quality segments such as YWN is more valuable than from others. Because YWN have a strong influence on the mainstream market, brands will reap huge benefits by engaging them.
Youth: Acquiring the Mind Share For marketers, it makes sense to target youth. Interestingly, approximately 90 percent of them are living in less-developed countries. They are facing all sorts of life challenges to realize their full potential in education and career while managing social dynamics among their peers.
Marketers are identifying and solving these challenges. The goal is to be relevant to young people's lives and therefore to gain access to their growing wallets.
Even marketers whose products and services do not primarily aim at young customers pursue this lucrative market. The objective is to influence their minds early in their lives, even if it is still not profitable to do so currently.
Today's young people, in the near future, will be the primary and probably the most profitable customers. Moreover, targeting youth is the most exciting thing that marketers do. Marketing to them always involves either cool advertisements, trendy digital content, celebrity endorsements, or innovative brand activations.
Unlike older segments, youth are so dynamic that it is rarely unproductive to engage them. And since the demographic size is huge, companies are often willing to spend heavily on this interesting marketing segment. The role of youth in influencing the rest of the market is immense. First, they are early adopters. Youth are often accused of being rebellious and anti- establishment—that is, they love what adults hate. Although some youth are behaving as accused, most of them are not. The truth is that youth are just not afraid of experimentation.
They try new products and experience new services that older segments deem too risky. Marketers with newly developed and launched products need them. A youth- first strategy often has the highest likelihood of success. When the iPod was first introduced in , the youth-oriented tonality of its advertising helped create rapid early adoption and eventually mainstream market success.
Similarly, when Netflix offered its streaming-only service in , its early adopters were tech-savvy youth. Secondly, youth are trendsetters. Youth are the Now Generation customers who demand instant everything. When it comes to trends, they are very agile. They follow trends so fast that marketers often fail to keep up.
But the upside is that this allows marketers to quickly pinpoint trends that will influence the market in the near future. Their tribal nature means that youth are also very fragmented. Thus, trends that youth follow are equally fragmented. Certain sports, music, and fashion trends might have cult following among some youth tribes but might not be relevant for others.
Perhaps the only trend that most youth follow is the movement toward a digital lifestyle. While many youth-endorsed trends turn out to be short-lived fads due to this fragmentation, some evolving trends do manage to hit the mainstream. The rise of Justin Bieber, who initially gained fame as a trending YouTube artist followed by millions of youth, is an example.
The entire universe of social media, such as Facebook and Twitter, also started out as a trend among youth. This PDF book include principle of marketing multiple choice question document. To download free mkt 1s principles of marketing umm directory Principles of Source Source Principles of. Philip Kotler Gary Armstrong. To download free mau mkt principles of marketing syllabus. This PDF book incorporate principles of marketing 13th edition conduct. To download free mark principles of marketing you need to Principles of marketing Palgrave Palgrave Principles of marketing and integrating marketing principles in their operations.
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