科特勒经典之作的这一新版本展现了他的最新思想，反映了市场营销学在理论和实践方面的新发展，提供了市场实践中的最新案例。科特勒教授和阿姆斯特朗教授的共同努力，使错综复杂的市场营销学变得非常实用、易学，并且妙趣横生。本书是最适合我国的MBA及经理人员的营销学读本。

第一篇 理解市场营销和营销管理过程
第1章 变化世界中的市场营销：创造顾客价值和满意
什么是市场营销
市场营销管理
进入下个世纪进所面临的市场营销挑战
小结
重点术语
第2章 战略规划和市场营销过程
战略规划
设计业务组织
战略规划制定与小型企业
市场营销程序
市场营销活动
小结
重点术语
第二篇 分析市场营销机会
第3章 市场营销环境
公司的微观环境
公司的宏现环境
对营销环境的对策
小结
重点术语
第4章 市场营销调研和信息系统
营销信息系统
营销调研程序
有关营销调查的其它问题
小结
重点术语
第5章 消费者市场和消费者购买行为
消费者行为的模式
影响消费者行为的特征
购买者决策过程
新产品的购买者决策过程
跨国界的消费者行为
小结
重点术语
第6章 商业市场及商业购买者行为
……
第三篇 设计市场营销战略及营销组合
第7章 市场细分、目标市场选择及市场定位以获得竞争优势
第8章 产品和服务战略
第9章 新产品开发和产品生命周期战略
第10章 产品定价：定价考虑和战略
第11章 销售渠道和后勤管理
第12章 零售和批发
第13章 整合营销交流战略
第14章 广告、促销和公共关系
第15章 人员销售和销售管理
第四篇 市场营销扩展
第16章 全球市场
第17章 营销和社会：社会责任和营销道德
录像案例
公司案件
附录一 营销计算
营销职业

Home Depot attracts the besf salespeople by paying above-average salaries then it rrains them thoroughly. All employees take regular "product knowledge'classes to gain hands-on experience with problems thar customers will face. When it comes to crearing customer value and satisfaction, Home Depot trears it'employees as partners. All full-time employees receive at least 7 percent of theiannual salary in company stock. As a result, Home Depor employees take own

ership in the business of serving customers. Each employee wears a bright orangiapron that says, "Hello, l'm ____, a Home Depot stockholder. Let me help you.'

Bernie and Arthur have become energetic crusaders in the cause of customeservice. For example, four Sundays a year at 6:30 A.M., the two don their owiorange aprons and air Breakfast with Bernie and Art-a good old-fashioneirevival broadcast--live over closed-circuir TV to fhe company's 70,000 employees nationwide. According to one account, "Bernie regularly rouses his disciple with the following: 'Where do you go if you want a job?' They yell back: 'Sears . .Lowe's . . . Builders Square.' 'Where do you go if you want a careerV 'HOMlDEPOT!' they roar. At times, when the excitement becomes feverish, Marcus habeen known to grab a resisting Blank, plant a noisy kiss on his cheek, and exclaim 'Arthur, l love you!'"

Home Depot avoids the high-pressure sales techniques used by some rerailers. Instead, it encourages salespeople to build long-term relationships with customers-to spend whatever time it takes, visit after visit, to solve cusromer problems. Home Depot pays employees a straight salary so that they can spend amuch time as necessary with customers withour worrying about making rhe sale Bernie Marcus declares, "The day l'm dead with an apple in my mouth is the dawe'll pay commissions." in fact, rather than pushing customers to overspenaemployees are trained to help customers spend less than they expected. "l love i

when shoppers tell me they were prepared to spend S150 and our people showethem how to do the job for four or five bucks," says Bernie.

Taking care of customers has made Home Depot one of today's mosr smcessful retailers. Founded in 1978, it has grown explosively in less than 20 year to become the nation's largest do-it-yourself chain. Home Depot sales hav

increased at a compound annual rate of 40 percent during the past decade, anearnings have grown at a 46 percent pace. in 1996, Fortune magazine nameHome Depot as America's most-admired retailer. In fact, a current concern in som

stores is too many customers: Some outlets are generating an astounding $600 (sales per square foot (compared with Wal-Mart at $250 and Kmart at $150). Thhas created problems with clogged aisles, stockouts, too few salespeople, and lon

checkout lines. Although many retailers would welcome this kind of problem,bothers Bernie and Arthur greatly, and they've quickly taken corrective actioiContinued success, they know, depends on rhe passionate pursuit of customer sa

isfaction. Bernie will tell you, "Every customer has to be treated like your motheyour father, your sister, or your brother." And you certainly wouldn't want to kee

your mother waiting in line.'



Many factors contnbure ro making a business successful. However, roday's successful companies ar ali levels have one thing in common-they are strongly customer focused and heavily committed fo marketing. These companies share an

absolute dedication to understanding and satisfying the needs ot customers in well-defincd targer markets. They morivare everyone in the organization to produce

supcrior value for their customers, leading to high levels of customer satisfaction.As Bernie Marcus of Home Depor asserts in our opening story, "All of our peo-

ple understand whar the Holy Grail is. it's not the bottom line. it's an almosrhlind, passionate commitment to tnking care of customers."



Marketing, more rhan any other business function, deals vvirh customers.Creanng cusromer value and satisfaction are at the very heart of modern market-ing rhinking and pracrk-e. Although we will explore more detailed dcfinitions of

marketing latcr in this chapter, perhaps the simplest definition is this one: Markering is the delivery of customer satisfaction at a profit. The goal of marketing

is ro attract nevv cnstomcrs hy promising superior value and to keep current cus-romers hy dclivering safisfacrion.



Wal-Mart has hecume the world's largest retailer by delivering on its promise"We sell fur less-always." Federal .Rxpress dominates the U.S. small-package

frcight indiistry hy consistently making good on its promise of fast, reliable small-package delivcry. Rirz-Carlton promises--and delivers--truly "memorable experi-

ences" for its horel guests. And Coca-Cola, long the world's teading soft drink,ddivers on the simple bur enduring promise, "Always Coca-Cola"--always thirsr-

quenching, always good with food, always cool, always a parr of your life. These and other highly successful companies know that if they rake care of their customers, market share and profits will follow.

科特勒：“现代营销学之父”，美国西北大学凯洛洛管理研究生院教授。

阿姆斯特朗：北卡罗来纳大学教会山分校凯南-弗莱格勒商学院营销学系任兼教授。