Download the full version of the textbook now at textbookfull.

com

Marketing Strategy and Competitive

Positioning Hooley

https://textbookfull.com/product/marketing-
strategy-and-competitive-positioning-hooley/

Explore and download more textbook at https://textbookfull.com

 Recommended digital products (PDF, EPUB, MOBI) that
you can download immediately if you are interested.

Digital Marketing strategy: An integrated approach to

online marketing Simon Kingsnorth

https://textbookfull.com/product/digital-marketing-strategy-an-
integrated-approach-to-online-marketing-simon-kingsnorth/

textbookfull.com

Marketing Channel Strategy International Edition Robert

Palmatier

https://textbookfull.com/product/marketing-channel-strategy-
international-edition-robert-palmatier/

textbookfull.com

Marketing Channel Strategy An Omni Channel Approach Ansary

https://textbookfull.com/product/marketing-channel-strategy-an-omni-
channel-approach-ansary/

textbookfull.com

Policy Design in the European Union: An Empire of

Shopkeepers in the Making? 1st Edition Risto Heiskala

https://textbookfull.com/product/policy-design-in-the-european-union-
an-empire-of-shopkeepers-in-the-making-1st-edition-risto-heiskala/

textbookfull.com
Specialty oils and fats in food and nutrition properties
processing and applications 1st Edition Talbot

https://textbookfull.com/product/specialty-oils-and-fats-in-food-and-
nutrition-properties-processing-and-applications-1st-edition-talbot/

textbookfull.com

Rediscovering John Dewey: How His Psychology Transforms

Our Education Rex Li

https://textbookfull.com/product/rediscovering-john-dewey-how-his-
psychology-transforms-our-education-rex-li/

textbookfull.com

Cook s Illustrated 142 2016 september october 1st Edition

Cook'S Illustrated

https://textbookfull.com/product/cook-s-
illustrated-142-2016-september-october-1st-edition-cooks-illustrated/

textbookfull.com

The American Psychiatric Association Publishing Textbook

of Neuropsychiatry and Clinical Neurosciences 6th Edition
David B Arciniegas
https://textbookfull.com/product/the-american-psychiatric-association-
publishing-textbook-of-neuropsychiatry-and-clinical-neurosciences-6th-
edition-david-b-arciniegas-2/
textbookfull.com

Comprehensive Healthcare Simulation Program Center

Development 1st Edition Michael A. Seropian

https://textbookfull.com/product/comprehensive-healthcare-simulation-
program-center-development-1st-edition-michael-a-seropian/

textbookfull.com
The Policing of Protest, Disorder and International
Terrorism in the UK since 1945 1st Edition Peter Joyce

https://textbookfull.com/product/the-policing-of-protest-disorder-and-
international-terrorism-in-the-uk-since-1945-1st-edition-peter-joyce/

textbookfull.com
 MARKETING STRATEGY & COMPETITIVE POSITIONING
Sixth Edition
Marketing Strategy and Competitive Positiowning 6e deals with the process of developing and
implementing a marketing strategy. The book focuses on competitive positioning at the heart of Sixth Edition
marketing strategy and includes in-depth discussion of the processes used in marketing to achieve
competitive advantage.

The book is primarily about creating and sustaining superior performance in the marketplace.
It focuses on the two central issues in marketing strategy formulation – the identification of MARKETING STRATEGY
& COMPETITIVE
target markets and the creation of a differential advantage. In doing that, it recognises the emergence

MARKETING STRATEGY & COMPETITIVE POSITIONING

of new potential target markets born of the recession and increased concern for climate change;
and it examines ways in which firms can differentiate their offerings through the recognition of
environmental and social concerns.

New to this edition

POSITIONING
• Updated to reflect the on-going global economic crisis and its impact on business and marketing.
Graham Hooley
• New coverage including the impact of emerging market on innovation, the perverse customer as a
market force, the new realities in competing through services and market analysis and segmentation.
Nigel F. Piercy
• Updated chapters on strategic customer management and strategic alliances.
• Increased emphasis on competing through innovation including new business models such as Brigitte Nicoulaud
Uber, Netflix and new types of retailing.
• Updates vignettes at the beginning of chapters focusing on companies such as Amadeus, John M. Rudd
Mastercard and Samsung Pay and including discussion questions.
• New cases throughout the book including Ryanair, Amazon and Lego.
• Up-dated online resources include an Instructor’s Manual and PowerPoint slides for instructors,
along with additional case studies for students.
• The book is ideal for undergraduate and postgraduate students taking modules in Marketing
Strategy, Marketing Management and Strategic Marketing Management.

Graham Hooley is Emeritus Professor of Marketing at Aston University. He is a past President of

the European Marketing Academy, Fellow of the Chartered Institute of Marketing, British Academy
of Management, EMAC and the Higher Education Academy.
Nigel F. Piercy was previously Professor of Marketing & Strategic Management & Associate
Dean at Warwick Business School, Warwick University.
Brigitte Nicoulaud is Senior Teaching Fellow at Aston Business School.
John M. Rudd is a Professor of Marketing and Head of the Marketing Group at Warwick
Business School.
Sixth
Edition
Nicoulaud Rudd
Hooley Piercy

Cover photograph: Ben Pruchnie/Getty Images www.pearson-books.com

CVR_HOOL7310_06_SE_CVR.indd 1 14/12/2016 12:31

 Marketing Strategy
& Competitive
Positioning

A01_HOOL7310_06_SE_FM.indd 1 04/01/2017 18:30

A01_HOOL7310_06_SE_FM.indd 2 04/01/2017 18:30
 Sixth edition

Marketing Strategy
& Competitive
Positioning
Graham Hooley • Nigel F. Piercy •
Brigitte Nicoulaud • John M. Rudd

Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong
Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan

A01_HOOL7310_06_SE_FM.indd 3 04/01/2017 18:30

 Pearson Education Limited
Edinburgh Gate
Harlow CM20 2JE
United Kingdom
Tel: +44 (0)1279 623623
Web: www.pearson.com/uk

First published in 1993 as Competitive Positioning: The key to market success (print)
Second edition published 1998 by Prentice Hall Europe (print)
Third edition 2004 (print)
Fourth edition 2008 (print)
Fifth edition 2012 (print)
Sixth edition published 2017 (print and electronic)

© Prentice Hall International (UK) Ltd 1993, 1998

© Pearson Education Limited 2004, 2008, 2012, 2017 (print and electronic)

The rights of Graham Hooley, Nigel Piercy, Brigitte Nicoulaud and John M. Rudd to be identified as
authors of this work has been asserted by them in accordance with the Copyright,
Designs and Patents Act 1988.

The print publication is protected by copyright. Prior to any prohibited reproduction, storage
in a retrieval system, distribution or transmission in any form or by any means, electronic,
mechanical, recording or otherwise, permission should be obtained from the publisher or,
where applicable, a licence permitting restricted copying in the United Kingdom should be obtained
from the Copyright Licensing Agency Ltd, Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN.

The ePublication is protected by copyright and must not be copied, reproduced, transferred,
distributed, leased, licensed or publicly performed or used in any way except as specifically
permitted in writing by the publishers, as allowed under the terms and conditions under which
it was purchased, or as strictly permitted by applicable copyright law. Any unauthorised distribution
or use of this text may be a direct infringement of the authors’ and the publisher’s rights and those
responsible may be liable in law accordingly.

All trademarks used herein are the property of their respective owners. The use of
any trademark in this text does not vest in the author or publisher any trademark
ownership rights in such trademarks, nor does the use of such trademarks imply any
affiliation with or endorsement of this book by such owners.

Pearson Education is not responsible for the content of third-party internet sites.

ISBN: 978-1-292-01731-0 (print)

978-1-292-01734-1 (PDF)
978-1-292-17145-6 (ePub)

British Library Cataloguing-in-Publication Data

A catalogue record for the print edition is available from the British Library

Library of Congress Cataloging-in-Publication Data

A catalog record for the print edition is available from the Library of Congress

10  9  8  7  6  5  4  3  2  1
20  19  18  17  16

Print edition typeset in 10/12pt Sabon MT Pro by SPi Global

Print edition printed and bound in Slovakia by Neografia

NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION

A01_HOOL7310_06_SE_FM.indd 4 04/01/2017 18:30

 Brief Contents

Preface xi
Acknowledgements xiii
Publisher’s acknowledgements xiv

PART 1 Marketing STRATEGY 3

1 Market-Led Strategic Management 4

2 Strategic Marketing Planning 28

PART 2 Competitive Market Analysis 53

3 The Changing Market Environment 54

4 Customer Analysis 88

5 Competitor Analysis 106

6 Understanding The Organisational Resource Base 130

PART 3 Identifying Current and

Future Competitive Positions 157

7 Segmentation and Positioning Principles 158

8 Segmentation and Positioning Research 188

9 Selecting Market Targets 214

PART 4 Competitive Positioning Strategies 237

10 Creating Sustainable Competitive Advantage 238

11 Competing Through the New Marketing Mix 268

12 Competing Through Innovation 298

13 C
 ompeting Through Superior Service
and Customer Relationships 332

PART 5 Implementing the Strategy 363

14 S
 trategic Customer Management and the Strategic
Sales Organisation 365

15 Strategic Alliances and Networks 400

A01_HOOL7310_06_SE_FM.indd 5 04/01/2017 18:30

 vi Brief contents

16 Strategy Implementation and Internal Marketing 429

17 Corporate Social Responsibility and Ethics 460

PART 6 Conclusions 499

18 Twenty-First Century Marketing 500

References 521
Index 545

A01_HOOL7310_06_SE_FM.indd 6 04/01/2017 18:30

 Contents

Preface
Acknowledgements
xi
xiii
Part 2
Publisher’s acknowledgements xiv Competitive Market
Analysis

Part 1 Chapter 3
The Changing Market Environment
MARKETING STRATEGY 54

Introduction 55
3.1 A framework for macro-environmental analysis 56
Chapter 1 3.2 The economic and political environment 57
Market-Led Strategic Management 4 3.3 The social and cultural environment 59

Introduction 5
3.4 The technological environment 63

1.1 The marketing concept and market orientation 6

3.5 Changes in marketing infrastructure
1.2 The resource-based view of marketing 12
and practices 64

1.3 Organisational stakeholders 14

3.6 New strategies for changing
1.4 Marketing fundamentals 19
macro-environments 66

1.5 The role of marketing in leading strategic 3.7 The Five Forces model of industry
management 23
competition 68

Summary 25
3.8 The product life cycle 72

Case study: Lego builds new dimension 3.9 Strategic groups 75

with digital vision 25

3.10 Industry evolution and forecasting 78
3.11 Environmental stability 80
3.12 SPACE analysis 82
Chapter 2 3.13 The Advantage Matrix 84
Strategic Marketing Planning 28
Summary 85
Introduction 29 Case study: Food group shifts strategy
2.1 Defining the business purpose or mission 30 to volume growth 86
2.2 The marketing strategy process 33
2.3 Establishing the core strategy 34 Chapter 4
2.4 Creation of the competitive positioning 43 Customer Analysis 88
2.5 Implementation 46
Summary 50
Introduction 89

Case study: Amazon eyes online sales 4.1 What we need to know about customers 89

boost through ‘Fire’ smartphone 50

4.2 Marketing research 92
4.3 The marketing research process 100
4.4 Organising customer information 102
Summary 104
Case study: Balderton plugs into teenagers’
attention spans 105

A01_HOOL7310_06_SE_FM.indd 7 04/01/2017 18:30

 viii Contents

Chapter 5 Summary 185

Competitor Analysis 106
Case study: Nestlé refines its arsenal
Introduction 107 in the luxury coffee war 186
5.1 Competitive benchmarking 108
5.2 The dimensions of competitor analysis 110
Chapter 8
5.3 Choosing good competitors 122
Segmentation and Positioning
5.4 Obtaining and disseminating Research 188
competitive information 124
Summary 127 Introduction 189

Case study: Adidas kicks off US drive 8.1 A priori segmentation approaches 190

to close in on Nike 128 8.2 Post hoc/cluster-based segmentation

approaches 194
8.3 Qualitative approaches to positioning
Chapter 6 research 200
Understanding the Organisational 8.4 Quantitative approaches to positioning
Resource Base 130
research 202
Introduction 131 Summary 211
6.1 Marketing resources as the foundation Case study: A passion that became a brand 212
for differentiation 132
6.2 Value-creating disciplines 133
Chapter 9
6.3 The resource-based view of the firm 135
Selecting Market Targets 214
6.4 Creating and exploiting marketing assets 139
6.5 Developing marketing capabilities 147 Introduction 215

6.6 Dynamic marketing capabilities 149 9.1 The process of market definition 216

6.7 Resource portfolios 151 9.2 Defining how the market is segmented 218

6.8 Developing and exploiting resources 152 9.3 Determining market segment attractiveness 220

Summary 153 9.4 Determining current and potential strengths 227

Case study: Family tradition in domestic 9.5 Making market and segment choices 229

partnership 154 9.6 Alternative targeting strategies 231

Summary 233
Case study: No-frills Ryanair faces
test with Business Plus 234

Part 3
Identifying Current
and Future Competitive Part 4
Positions Competitive Positioning
Strategies
Chapter 7
Segmentation and Positioning Chapter 10
Principles 158 Creating Sustainable Competitive
Advantage 238
Introduction 159
7.1 Principles of competitive positioning 160 Introduction 239
7.2 Principles of market segmentation 163 10.1 Using organisational resources
7.3 The underlying premises to create sustainable competitive
of market segmentation 163 advantage 239
7.4 Bases for segmenting markets 164 10.2 Generic routes to competitive advantage 241
7.5 Segmenting consumer markets 165 10.3 Achieving cost leadership 242
7.6 Segmenting business markets 176 10.4 Achieving differentiation 245
7.7 Identifying and describing market segments 180 10.5 Sustaining competitive advantage 253
7.8 The benefits of segmenting markets 181 10.6 Offensive and defensive competitive
7.9 Implementing market segmentation 182 strategies 255

A01_HOOL7310_06_SE_FM.indd 8 04/01/2017 18:30

 Contents ix

Summary 266 Part 5

Case study: Volvo’s heart will ‘remain Implementing
in Sweden’ 267
the Strategy
Chapter 11
Competing Through the New Chapter 14
Marketing Mix 268
Strategic Customer Management
and the Strategic Sales
Introduction 269 Organisation 365
11.1 The market offer 270
11.2 Pricing strategies 280
Introduction 366

11.3 Communications strategies 285

14.1 Priorities for identifying strategic
11.4 Distribution strategies 290
sales capabilities 369

11.5 The extended marketing mix – people, 14.2 The new and emerging competitive
processes and physical evidence 292
role for sales 372

11.6 New businesses and business models 293

14.3 The strategic sales organisation 375

Summary 295
14.4 Strategic customer management tasks 382

Case study: Sensory ploys and the scent 14.5 Managing the customer portfolio 384

of marketing 296
14.6 Dealing with dominant customers 386
Summary 397
Case study: Power of the ‘mummies’ key
Chapter 12 to Nestlé’s strategy in DR Congo 398

Competing Through Innovation 298

Introduction 299
Chapter 15
Strategic Alliances and Networks 400
12.1 Innovation strategy 300
12.2 New products 314 Introduction 401
12.3 Planning for new products 317 15.1 Pressures to partner 402
12.4 The new product development process 320 15.2 The era of strategic collaboration 406
12.5 Speeding new product development 326 15.3 The drivers of collaboration strategies 407
12.6 Organising for new product development 326 15.4 Network forms 411
Summary 329 15.5 Alliances and partnerships 413
Case study: Apple moves into fashion 15.6 Strategic alliances as a competitive force 417
business with Watch launch 330 15.7 The risks in strategic alliances 419
15.8 Managing strategic alliances 420

Chapter 13 Summary 425

Competing Through Superior Case study: UPS and FedEx turn focus
Service and Customer to consumer behaviour 426

Relationships 332

Introduction 334
Chapter 16
Strategy Implementation
13.1 The goods and services spectrum 337
and Internal Marketing 429
13.2 Service and competitive positioning 339
13.3 Relationship marketing 342 Introduction 430
13.4 Customer service 347 16.1 The strategy implementation challenge
13.5 Providing superior service 347 in marketing 433
13.6 Customer relationship management 351 16.2 The development of internal marketing 436
13.7 E-service quality 352 16.3 The scope of internal marketing 437
13.8 Measuring and monitoring customer 16.4 Planning for internal marketing 447
satisfaction 354 16.5 Cross-functional partnership as internal
Summary 357 marketing 450
Case study: Property portals hand control 16.6 Implementation and internal marketing 456
to homeowners 358 Summary 457

A01_HOOL7310_06_SE_FM.indd 9 04/01/2017 18:30

Visit https://textbookfull.com
now to explore a rich
collection of eBooks, textbook
and enjoy exciting offers!
 x Contents

Case study: EasyJet blazes trail Summary 494

on customer service 458 Case study: How Skanska aims to become
the world’s greenest construction company 494

Chapter 17
Corporate Social Responsibility
and ethics 460
Part 6
Introduction 461
Conclusions
17.1 Marketing strategy and corporate
social responsibility 465 Chapter 18
17.2 The scope of corporate social responsibility 467 Twenty-First Century Marketing 500
17.3 Drivers of corporate social responsibility
initiatives 470
Introduction 501

17.4 The other side of corporate social 18.1 The changing competitive arena 501

responsibility initiatives 474

18.2 Fundamentals of strategy in a changing
17.5 Defensive corporate social responsibility world 506

initiatives 478
18.3 Competitive positioning strategies 510

17.6 Corporate social responsibility Summary 518

and innovative competitive advantage 484

Case study: Twitter builds on its character 519

17.7 How companies are responding

to the CSR mandate 488 References 521
17.8 CSR and customer value 492 Index 545

A01_HOOL7310_06_SE_FM.indd 10 04/01/2017 18:30

 Preface

Since the fifth edition of this book, published in 2011, In parallel the technology revolution is in full swing:
developed economies around the world have continued driverless cars are a reality, members of the Y genera-
to feel the aftershocks of the deepest recession since the tion communicate and share their feedback via social
Great Depression of the 1930s that started with the media, customers are looking for consistent experi-
well-publicised “credit crunch”. Despite some continu- ences across all shopping channels even the traditional
ing academic debate about the causes and extent, there taxi business model has been disrupted by an app.
is now little doubt that climate change and global Within this context, throughout this sixth edition
warming is beginning to have a significant impact on we have attempted to identify new approaches to doing
our physical environment. Technology and the ever- business that will promote sustainability, both for the
growing acceptance and use of social media are having organisations adopting them and for the environment
a profound effect on customer expectations and (economic, social and natural) in which they operate.
experience. Marketing Strategy and Competitive Positioning 6e
Whilst appearing to move out of recession and deals with the process of developing and implement-
beginning to enjoy some degree of economic growth, ing a marketing strategy. The book focuses on competi-
governments of major national economies are still left tive positioning at the heart of marketing strategy and
with unprecedented levels of national debt and auster- includes in-depth discussion of the processes used in
ity programmes introduced in 2010 are continuing in marketing to achieve competitive advantage within the
an attempt to rebalance the books for example in the context introduced above.
European Union. These have caused severe hardship to The book is primarily about creating and sustaining
citizens of countries such as Greece and Spain where superior performance in the marketplace. It focuses on
unemployment reached a high of around 24% in 2015. the two central issues in marketing strategy formulation
Despite these on-going economic difficulties climate – the identification of target markets and the creation
change has not been ignored. Caused by a combination of a differential advantage. In doing that, it recognises
of factors including build up of CO2 in the atmosphere the emergence of new potential target markets born
due to emissions from the burning of fossil fuels such of the recession, increased concern for climate change
as coal and oil, deforestation and animal agriculture, and disruption from on-going technological advances.
and feedback loops created through the shrinking of It examines ways in which firms can differentiate their
the polar ice caps and glaciers that reflect solar radia- offerings through the recognition of environmental and
tion, a number of implications are becoming apparent. social concerns and innovation.
As ice melts so sea levels rise, and weather patterns Topics examined include service quality and rela-
become less predictable. Extreme weather events come tionship marketing, networks and alliances, innovation,
more frequent, water and food security become greater internal marketing and corporate social responsibility.
concerns, and subtropical deserts expand. Climate Emphasis is placed on the development of dynamic
change poses significant challenges for businesses. Sus- marketing capabilities, together with the need to reas-
tainable energy technologies such as wind, solar, wave sess the role of marketing in the organisation as a criti-
and thermal biomass are now being pursued more vig- cal process and not simply as a conventional functional
orously and attempts to reduce energy consumption specialisation.
(of cars, buildings and airplanes) are creating new busi-
ness opportunities. Increasingly companies, public sec- The book structure
tor organisations, individuals and nations are signing
up to measures such as sourcing more raw materials Part 1 is concerned with the fundamental changes that
locally to reduce ‘carbon miles’ and limiting the use are taking place in how marketing operates in organisa-
of high-emission travel options to reduce their carbon tions and the increasing focus on marketing as a process
footprint as in the Paris Agreement of December 2015 rather than as a functional specialisation. The central
where 195 countries adopted the first ever legally bind- questions of the market orientation of organisations
ing climate deal. and the need to find better ways of responding to the

A01_HOOL7310_06_SE_FM.indd 11 04/01/2017 18:30

 xii Preface

volatile and hard to predict market environments lead us Part 5 examines implementation issues in more
to emphasise the market-led approach to strategic man- detail. The section includes chapters on strategic cus-
agement and the framework for developing marketing tomer management and corporate social responsibility
strategy which provides the structure for the rest of the as well as updated chapters on strategic alliances and
book. Our framework for strategic marketing planning networks and internal marketing.
provides the groundwork for two critical issues on which Part 6 provides our perspective on competition for
we focus throughout this volume: the choice of market the second decade of the 21st century. The various
targets and the building of strong competitive positions. themes from the earlier parts of the book are draws
Central to this approach is the resource-based view of together in order to identify the major changes tak-
marketing and the need to develop, nurture and deploy ing place in markets, the necessary organisational
dynamic marketing capabilities. responses to those changes and the competitive posi-
Part 2 deals with the competitive environment in tioning strategies that could form the cornerstones of
which the company operates and draws specifically effective future marketing.
on recent changes brought about by recession and
concerns for sustainability. Different types of strate-
New to this edition:
gic environment are first considered, together with
the critical success factors for dealing with each type. ● Updated content to reflect the on-going global eco-
Discussion then focuses on the ‘strategic triangle’ of nomic crisis and its impact on business and market-
customers, competitors and company in the context ing.
of the environment (social, economic and natural) that ● New coverage including the impact of emerg-
the firm operates in. Ways of analysing each in turn are ing markets on innovation, the perverse customer
explored to help identify the options open to the com- as a market force, the new realities in competing
pany. The emphasis is on matching corporate resources, through services and market analysis and segmen-
assets and capabilities to market opportunities. tation.
Part 3 examines in more detail the techniques avail- ● Updated chapters on strategic customer manage-
able for identifying market segments (or potential tar- ment and strategic alliances.
gets) and current (and potential) positions. Alternative ● Increased emphasis on competing through innova-
bases for segmenting consumer and business markets tion including new business models such as Uber,
are explored, as are the data collection and analy- Netflix and new types of retailing.
sis techniques available. Selection of market targets ● Updates vignettes at the beginning of chapters fo-
through consideration of the market attractiveness and cusing on companies such as Amadeus, Mastercard
business strength is addressed. and Samsung Pay and including discussion ques-
Part 4 returns to strategy formulation. The sec- tions.
tion opens with discussion of how to create a sustain-
● New cases throughout the book including Ryanair,
able position in the marketplace. Three chapters are
Amazon and Lego.
concerned with specific aspects of strategy formula-
● Up-dated online resources include an Instructor’s
tion and execution. The new chapter on competing
Manual and PowerPoint slides for instructors,
through the marketing mix has been retained from the
along with additional case studies for students.
fifth edition and expanded to reflect increasing use of
new media to promote, distribute and create market The book is ideal for undergraduate and postgradu-
offerings. The roles of customer service in relationship- ate students taking modules in Marketing Strategy,
building and innovation to create competitive advan- Marketing Management and Strategic Marketing
tage are considered in depth. ­Management.

A01_HOOL7310_06_SE_FM.indd 12 04/01/2017 18:30

 Acknowledgements

We wish to acknowledge the support of many friends, Hassan, J. Mac Hulbert, Nick Lee, Peter Leeflang, Ian
colleagues, students and managers who have helped Lings, David Jobber, Hans Kasper, Costas Katsikeas,
shape our ideas over the years. Philip Kotler, Giles Laurent, Gary Lilien, Jim Lynch,
Our first and biggest thanks must go to Professor Malcolm MacDonald, Felix Mavando, Sheelagh Mat-
John Saunders, our friend, colleague and co-author of tear, Hafiz Mizra, Kristian Müller, Neil Morgan, Hans
the first three editions of this book. John is an out- Muhlbacher, Niall Piercy, Leyland Pitt, Bodo Schle-
standing marketing scholar who has made a very sig- gelmilch, David Shipley, Stan Slater, Anne Souchon,
nificant contribution to both marketing thought and Jan-Benedict Steenkamp, Vasilis Theohorakis, Rajan
practice over the years. Much of his contribution to Varadarajan, Michel Wedel, David Wilson, Berend
the early editions remains in the current edition and we Wirenga, Robin Wensley, Michael West, Veronica
thank him for his generosity in allowing it to continue Wong and Oliver Yau.
to be included. We would like to pay particular tribute to the role
We would also like to acknowledge the contribu- of our friend and colleague, the late Peter Doyle. We
tions of a number of outstanding management and have learned an enormous amount from Peter over the
marketing scholars with whom we have been fortunate years and owe him and incalculable debt for helping us
to work and learn from over recent years: ­Professor shape and sharpen our ideas.
Gary Armstrong, George Avionitis, Amanda Beat-
son, Suzanne Beckmann, Jozsef Beracs, Pierre Ber-
thon, Günther Botschen, Amanda Broderick, Rod
Brodie, Peter Buckley, John Cadogan, Frank Cespedes, Graham Hooley
David Cook, David Cravens, Adamantios Diaman- Nigel F. Piercy
torpoulos, Susan Douglas, Colin Egan, Heiner Evan- Brigitte Nicoulaud
schitztky, John Fahy, Krzysztof Fonfara, Gordon Foxall, John M. Rudd
Mark Gabbott, Brandan Gray, Gordon Greenley, Salah December 2016

A01_HOOL7310_06_SE_FM.indd 13 04/01/2017 18:30

 Publisher’s acknowledgements

We are grateful to the following for permission to reproduce Association; Figure 17.4 from ‘The link between competitive
copyright material: advantage and corporate social responsibility’ by Michael E.
Porter and Mark R. Kramer, December 2006. Copyright ©
Figures 2006 by the Harvard Business School Publishing. Used by
Figure 3.2 from The Economist Newspaper Limited, London permission; Figure 17.5 adapted from ‘Walmart’s European
09/09/2008; Figure 3.5 adapted from ”Supplier Relationships: adventure’, in Market-Led Strategic Change: Transforming
A Strategic Initiative,” by Jagdish N. Sheth, Emory University the Process of Going to Market Taylor & Francis (Piercy,
and Arun Sharma, University of Miami. Figure 2, Shift in N.F.) p. 39 (ISBN 9781856175043), reproduced by permission
Organizational Purchasing Strategy, page 18. This paper of Taylor & Francis Books UK.
extends research published by the authors in Industrial Mar-
keting Management (March 1997). Please address correspon- Tables
dence to Arun Sharma, asharma@bus.miami.edu, Table on page 9 from Market Driven Management, John
Department of Marketing, University of Miami, P.O. Box Wiley & Sons (Webster, F.E. 1994), Reproduced with permis-
248147, Coral Gables FL 33124, Telephone: (305) 284 1770, sion of Blackwell Scientific in the format Republish in a book
FAX: (305) 284 5326; Figure 3.6 from COMPETITIVE via Copyright Clearance Center; Table 6.1 from The Global
ADVANTAGE: Creating and Sustaining Superior Perfor- Top Ten Brands, Interbrand’s 2001, 2009, 2010, 2013 Best
mance, Simon & Schuster, Inc. (Porter, M.E. 1998) Copyright Global Brands Report, www.interbrand.com; Table 7.1 from
© 1985 by Michael E. Porter. Reprinted with the permission Occupation Groupings: A Job Dictionary, 6th ed, 2006.
of Free Press, a Division of Simon & Schuster, Inc. All rights https://www.mrs.org.uk/pdf/occgroups6.pdf. The Market
reserved; Figure 3.9 from iPodlounge.com, Data are for every Research Society.
two months from November 2001 to May, 2004. Thus 11 is
November 2001, 1.02 is January 2002 etc.; Figure 3.12 Text
adapted from Competitive Marketing: A Strategic Approach, Case Study on page 4 from Puma gives the boot to cardboard
3rd ed, Cengage (O’Shaughnessy, J. 1995) Reprint rights shoeboxes, Financial Times, 14/04/2010 (Wilson, J. and
ISBN: 978-0-415-09317-0, Table 9.1, Porter’s evolutionary Milne, R.), © The Financial Times Limited. All Rights
stages vs traditional PLC approach, page 315. Reproduced by Reserved; Case Study on page 25 from Lego enters a new
permission of Cengage Learning EMEA Ltd; Figure 6.9 dimension with its digital strategy, Financial Times,
adapted from Competing for the Future, Harvard Business 27/09/2015 (Milne, R.), © The Financial Times Limited. All
School Press (Hamel, G. and Prahalad, C.K. 1994) used by Rights Reserved; Case Study on page 28 from Asos founder
permission; Figure 9.1 adapted from Market-Led Strategic turns to online homeware, Financial Times, 28/06/2010
Change: Transforming the Process of Going to Market, Tay- (Kuchler, H.), © The Financial Times Limited. All Rights
lor & Francis Books (Piercy, N.F. 1997) (ISBN 9781856175043), Reserved; Quote on page 44 from Gov.uk website, https://
p. 298; Figure 10.4 adapted from COMPETITIVE ADVAN- www.gov.uk/government/organisations/uk-export-finance/
TAGE: Creating and Sustaining Superior Performance (Por- about, accessed 2014, September, Gov.UK. OGL, licensed
ter, M.E. 1985) Copyright © 1985 by Michael E. Porter. under the Open Government Licence v.3.0; Case Study on
Reprinted with the permission of Free Press, a Division of page 50 from Amazon eyes online sales boost through “Fire”
Simon & Schuster, Inc. All rights reserved; Figures 11.5 and smartphone, Financial Times, 19/06/2014 (Mishkin, S.), ©
11.6 from New Scientist, 2004, October 16. www.newscien- The Financial Times Limited. All Rights Reserved; Case
tist.com. Reed Business Information Ltd; Figure 12.2 and Study on page 54 from Recession-hit Aga trials green energy,
Figure 16.4 adapted from Market-Led Strategic Change: Financial Times, 12/03/2010 (Jones, A.), © The Financial
Transforming the Process of Going to Market, 4th ed (Piercy, Times Limited. All Rights Reserved; Case Study on page 86
N. 2009) Copyright Butterworth-Heinemann (2008); Elsevier from Food group shifts strategy to volume growth, Financial
Ltd, Global Rights Department c/o Butterworth-Heinemann; Times, 10/01/2010 (Daneshkhu, S. and Wiggins, J.), © The
Figure 13.4 from Relationship Marketing for Competitive Financial Times Limited. All Rights Reserved; Case Study on
Advantage, Butterworth-Heinemann (Payne, A., Christopher, page 88 from Amadeus set to soar on airline bookings, Finan-
M., Clark, M. and Peck, H. 1995). Elsevier Science Ltd (UK); cial Times, 26/02/2015 (Hale, T.), © The Financial Times
Figures 13.6 and 13.11 adapted from Parasuraman, A., Limited. All Rights Reserved; Case Study on page 105 from
Zeithaml, V.A. and Berry, L.L. (1985), ‘A conceptual model Balderton plugs into teenagers’ attention spans, Financial
of service quality and the implications for further research’, Times, 18/06/2010 (Bradshaw, T.), © The Financial Times
Journal of Marketing, Fall, 41–50. American Marketing Limited. All Rights Reserved; Case Study on page 106 from

A01_HOOL7310_06_SE_FM.indd 14 04/01/2017 18:30

 Publisher’s acknowledgements xv

Gatwick seeks greater competition with BAA, Financial from Letting go can cut both ways, Financial Times,
Times, 21/06/2010 (Sherwood, B.), © The Financial Times 29/06/2009 (Southon, M.); Case Study on page 398 from
Limited. All Rights Reserved; Case Study on page 128 from Power of the mummies key to Nestlé’s strategy in DR Congo,
Adidas struggles to catch up with Nike’s runaway success, Financial Times, 01/10/2014 (Manson, K.), © The Financial
Financial Times, 07/08/2015 (Whipp, L and Shotter, J.), © Times Limited. All Rights Reserved; Case Study on page 400
The Financial Times Limited. All Rights Reserved; Case from MasterCard cashes in on smart transit, Financial Times,
Study on page 130 from Waterstone’s links up with Paper- 02/07/2015 (Edgecliffe-Johnson, A.), © The Financial Times
chase, Financial Times, 06/05/2010 (Felsted, A.), © The Limited. All Rights Reserved; Case Study on page 426 from
Financial Times Limited. All Rights Reserved; Case Study on UPS and FedEx turn focus to consumer behaviour, Financial
page 154 from Miele focuses on old-fashioned quality, Finan- Times, 12/08/2014 (Wright, R.), © The Financial Times Lim-
cial Times, 13/11/2003 (Marsh, P.); Case Study on page 158 ited. All Rights Reserved; Case Study on page 429 from GM
from Jaeger targets younger shoppers, Financial Times, backs away from drive to end use of ‘Chevy’ Financial Times,
15/04/2010 (Felsted, A.), © The Financial Times Limited. All 10/06/2010 (Simonin, B.), © The Financial Times Limited. All
Rights Reserved; Case Study on page 186 from Nestlé refines Rights Reserved; Case Study on page 458 from EasyJet blazes
its arsenal in the luxury coffee war, Financial Times, trail on customer service, Financial Times, 23/12/2013 (Wild,
28/04/2010 (Betts, P.), © The Financial Times Limited. All J.), © The Financial Times Limited. All Rights Reserved; Epi-
Rights Reserved; Case Study on page 188 from E-reader mar- graph on page 460 from Porter, M.E. and Kramer, M.R.
ket cuts prices again, Financial Times, 02/07/2010 (Gelles, (2011), ‘Creating shared value’, Harvard Business Review,
D.), © The Financial Times Limited. All Rights Reserved; January–February, 62–77; Case Study on page 460 from Eco-
Case Study on page 212 adapted from A passion that became friendly fabrics, Financial Times, 16/04/2010 (Sims, J), © The
a brand, Financial Times, 24/02/2010 (Simonian, H.), © The Financial Times Limited. All Rights Reserved; Case Study on
Financial Times Limited. All Rights Reserved; Case Study on page 496 from How Skanska aims to become the world’s
page 214 from The public image: Kodak, Financial Times, greenest construction ...Innovation begins at home: Group
10/05/2010 (Bradshaw, T.), © The Financial Times Limited. puts its slant on sustainable housing. http://www.ft.com/
All Rights Reserved; Case Study on page 234 from No-frills cms/s/0/73a1bea4-a61a-11e3-8a2a-00144feab7de.
Ryanair faces test with Business Plus, Financial Times, html\#axzz4IHkjdYlh, © The Financial Times Limited. All
27/08/2014 (Boland, V. and Wild, J), © The Financial Times Rights Reserved; Case Study on page 500 from Hanwang sets
Limited. All Rights Reserved; Case Study on page 238 from its e-reader sights high, Financial Times, 26/04/2010 (Hille,
Samsung to launch new mobile payment service in the US, K.), © The Financial Times Limited. All Rights Reserved;
Financial Times, 25/09/2015 (Jung-a, S.), © The Financial Case Study on page 519 from Twitter builds on its character
Times Limited. All Rights Reserved; Case Study on page 267 Financial Times, 15/04/2010 (Gelles, D.), © The Financial
from Volvo’s heart will “remain in Sweden”, Financial Times, Times Limited. All Rights Reserved.
29/03/2010 (Reed, J.), © The Financial Times Limited. All
Rights Reserved; Case Study on page 268 from Black Friday Photos
breaks records at John Lewis, Financial Times, 02/12/2014 Alamy Images: ACORN 1 296, Terry Allen 460, Greg Bal-
(Barrett, C.), © The Financial Times Limited. All Rights four Evans 88, British Retail Photography 130, Matthew
Reserved; Case Study on page 296 from Sensory ploys and the Chattle 268, James Copeland 330, Ian G Dagnall 234, epa
scent of marketing, Financial Times, 03/06/2013 (Budden, R), european pressphoto agency b.v. 426, 494, Roger Harvey
© The Financial Times Limited. All Rights Reserved; Case 54, Jim Holden 86, IanDagnall Computing 458, David
Study on page 298 from Dyson to double numbers in UK Lee 94, Ian Leonard 106, Oleksiy Maksymenko Photogra-
engineering team, Financial Times, 26/04/2010 (Kavanagh, phy 267, MBI 105, Niall McDiarmid 253, REUTERS 238,
D.), © The Financial Times Limited. All Rights Reserved; sjscreens 358, Kumar Sriskandan 398, Torontonian 128, uk
Case Study on page 330 from Apple moves into fashion busi- retail Alan King 225, vario images GmbH & Co.KG 73;
ness with Watch launch, Financial Times, 10/09/2014 (Brad- Centre Parcs Ltd 169; Corbis: © EVERETT KENNEDY
shaw, T. and Waters, R), © The Financial Times Limited. All BROWN / epa 275; Dyson 115, 298; Getty Images: AFP 71,
Rights Reserved; Epigraph on page 332 from Awkward cus- 154, Bloomberg / Duncan Chard 186, Bloomberg / Chip
tomers, Financial Times, 12/02/2003, p. 12 (Skapinker, M.); Chipman 519, Bloomberg / Patrick T. Fallon 25, Bloom-
Case Study on page 332 from The customer is more right berg / Andrew Harrer 188, Bloomberg / Gary Malerba 429,
than you know Financial Times, 19/05/2010 (Moules, J.), © Bloomberg / Maurice Tsai 500, BEN STANSALL / AFP 158,
The Financial Times Limited. All Rights Reserved; Case Justin Sullivan 50; Mondelez UK Ltd 99; Phil Jesson (A-Z
Study on page 358 from Property portals hand control to logo reproduced by permission of Geographers’ A-Z Map
homeowners Financial Times, 22/08/2014 (Allen, K.), © The Company Ltd) 365; PhotoDisc: Jacobs Stock Photography
Financial Times Limited. All Rights Reserved; Epigraph on 214; Press Association Images: Philip Toscano / PA Archive
page 365 from Stewart, T.A. (2006), ‘The top line’, Harvard 400; Puma United Kingdom Ltd. 4; SuperJam 332; Zai AG:
Business Review, July–August, 10; Case Study on page 365 Zai Rider Simon.

A01_HOOL7310_06_SE_FM.indd 15 04/01/2017 18:30

 2  

M01_HOOL7310_06_SE_C01.indd 2 02/01/2017 21:20

 Part 1
Marketing
Strategy
The first part of this book is concerned with the role of marketing in strategy devel-
opment and lays the groundwork for analysing the two central issues of competitive
positioning and market choices.
Chapter 1 discusses marketing as a process of value creation and delivery to customers
that transcends traditional departmental boundaries. We examine the issue of market
orientation as a way of doing business that places the customer at the centre of opera-
tions, and aligns people, information and structures around the value-creation process.
We also recognise the role of organisational resources in creating sustainable competi-
tive advantage. The chapter concludes with a set of fundamental marketing principles to
guide the actions of organisations operating in competitive markets, and by identifying
the role of marketing in leading and shaping strategic management.
Chapter 2 presents a framework for developing a marketing strategy that is then adopted
throughout the rest of the text. A three-stage process is proposed. First, the establish-
ment of the core strategy. This involves defining the business purpose, assessing the
alternatives open to the organisation through an analysis of customers, competition
and the resources of the organisation, and deciding on the strategic focus that will be
adopted. Second is the creation of the competitive positioning for the company. This
boils down to the selection of the target market(s) (which dictates where the organisa-
tion will compete) and the establishment of a competitive advantage (which spells out
how it will compete). Third, implementation issues are discussed, such as the achieve-
ment of positioning through the use of the marketing mix, organisation and control of
the marketing effort.
The ideas and frameworks presented in Part 1 are used to structure the remainder of the
text, leading into a more detailed discussion of market analysis in Part 2, segmentation
and positioning analysis in Part 3, the development of competitive positioning strategies
in Part 4, and strategy implementation issues in Part 5.

M01_HOOL7310_06_SE_C01.indd 3 02/01/2017 21:20

 Chapter 1
Market-Led Strategic
Management

The purpose of marketing is to contribute to maximising shareholder value

and marketing strategies must be evaluated in terms of how much value they
create for investors.
Peter Doyle (2008)

Puma gives the boot to cardboard shoeboxes

Puma is to eliminate the humble cardboard

shoebox and plans to produce half of its
sportswear from sustainable sources as part
of a push to use ethical credentials to steal a
march on rivals.
Jochen Zeitz, former chief executive, said
Puma wanted to become the ‘most sus-
tainable’ sportswear company, but offered
collaboration with other companies on
its packaging technology, which includes
the use of a corn starch-based product to
replace plastic in wrapping clothing and in
carrier bags in the group’s stores.
The initiatives by the world’s third-larg-
Source: www.puma.com
est sporting goods maker – which vies for
Puma has unveiled a reusable bag to replace
consumer spending with Adidas, its German neigh-
boxes for shipping shoes from factories to consumers
bour and rival, and Nike of the US – shows how
from late next year. The company also said at least
environmental concerns are prompting consumer
half its footwear, clothing and accessories would in
goods companies to alter production and marketing
time be produced from recycled or organic products.
methods.
Puma, owned by PPR, the French luxury goods
Mr Zeitz said Puma had decided to pre-empt any
group, said its new packaging and production meth-
potential legislation that would enforce more environ-
ods would initially increase costs. ‘If you buy recy-
mentally sustainable practices. ‘Puma must face the
cled material or organic it costs more . . . we hope
reality that neither its business nor the retail industry
there will be more [cheap] supplies in the future,’
are currently sustainable in a way that does not affect
Mr Zeitz said.
future generations,’ the company said.

M01_HOOL7310_06_SE_C01.indd 4 02/01/2017 21:20

 Introduction 5

2014 marked a turning point in Puma’s footwear

packaging concept. Their customers and retail part- Discussion questions
ners repeatedly reported issues regarding difficulties 1 What issues are Puma trying to address?
in the handling of the Clever Little Bag in the retail
2 How are Puma’s plans in line with the market-
environment, which led to the development of a new,
ing concept?
more conventional footwear packaging. To uphold
CONFIDENTIAL: Uncorrected WIP proof, NOT for circulation or distribution. © Pearson Education.

high environmental standards, the new PUMA shoe-

box is made from over 95% recycled and fully FSC®
certified material.
Source: from ‘Puma gives the boot to cardboard shoeboxes’, Financial
Times, 14/04/2010 (Wilson, J. and Milne, R.).

Introduction

Peter Doyle (2008) points out that the primary overarching goal for chief executives of
commercial companies is to maximise shareholder value. Is this at odds with increasing
awareness and attention to environmental and social responsibility? Surely firms seeking to
maximise shareholder value will pay scant regard to the natural and social environment in
which they operate, taking what they can irrespective of the consequences, to make a quick
buck? Isn’t this the essence of market-based capitalism – red in tooth and claw?
Wrong! The essence of the shareholder value approach is the long-term sustainability of the
organisation through the creation of lasting value. Indeed, Doyle also argues that shareholder
value is often confused with maximising profits. Maximising profitability is generally consid-
ered to be a short-term approach (and may result in eroding long-term competitiveness through
actions such as cost cutting and shedding assets to produce quick improvements in earnings).
Maximising shareholder value, on the other hand, requires long-term thinking, the identification
of changing opportunities and investment in the building of competitive advantage.
The role of marketing in the modern organisation poses something of a paradox. As Doyle
(2008) again points out, few chief executives come from a marketing background, and many
leading organisations do not even have marketing directors on their boards. Indeed, in many
firms, the marketing function or department has had little or no strategic role; being relegated
to public relations (PR), advertising or sales roles. However, there has been a change over
the last decade or so, regarding the importance of the marketing concept in setting the stra-
tegic direction and influencing the culture of firms. Greyser (1997), for example, notes that
marketing has successfully ‘migrated’ from being a functional discipline to being a concept of
how businesses should be run. Similarly, marketing is talked of as a key discipline in organisa-
tions other than conventional commercial enterprises, for example in not-for-profit enterprises
such as charities and the arts, in political parties, and even in public sector organisations, such
as universities and the police service.
Managers increasingly recognise that the route to achieving their commercial or social
objectives lies in successfully meeting the needs and expectations of their customers
(be they purchasers or users of services). The concept of the customer has always been
strong in commercial businesses, and as supply has outstripped demand in so many indus-
tries so customer choice has increased. Add to that the vast increase in information available
to customers through media sources such as the Internet, and the power in the supply chain
has shifted dramatically from manufacturer, to retailer/supplier, to end customer. In such
a world, organisations that don’t have customer satisfaction at the core of their strategic
decision making will find it increasingly hard to survive.
In the not-for-profit world the concept of the ‘customer’ is taking more time to get estab-
lished but is no less central. Public sector organisations talk in terms of ‘clients’, ‘patients’,
‘students’, ‘passengers’, and the like. In reality all are customers, in that they ‘receive’ benefits

M01_HOOL7310_06_SE_C01.indd 5 02/01/2017 21:20

Visit https://textbookfull.com
now to explore a rich
collection of eBooks, textbook
and enjoy exciting offers!
 6 CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT

from an exchange with an identifiable entity or service provider. Where customers can make
choices between service providers (within the public sector or outside it) they will choose
providers who best serve their needs. Increasingly private sector providers are identifying
areas where customers are not well served by the public sector, and providing new choices
(in healthcare, education, security services and transport, for example).
While organisational structures, operational methods and formal trappings of marketing
can and should change to reflect new developments and market opportunities, the philoso-
phy and concept of marketing, as described in this chapter, are even more relevant in the
business environment faced today than ever before.
This first chapter sets the scene by examining the marketing concept and market orienta-
tion as the foundations of strategic marketing, the role of marketing in addressing various
stakeholders in the organisation, and the developing resource-based marketing strategy
approach.

1.1 The marketing concept and market orientation

1.1.1 Evolving definitions of marketing

One of the earliest pieces of codification and definition in the development of the market-
ing discipline was concerned with the marketing concept. Over 50 years ago Felton (1959)
proposed that the marketing concept is:
A corporate state of mind that exists on the integration and coordination of all the market-
ing functions which, in turn, are melded with all other corporate functions, for the basic
objective of producing long-range profits.

Kotler et al. (1996) suggested that the defining characteristic is that:

The marketing concept holds that achieving organisational goals depends on determin-
ing the needs and wants of target markets and delivering the desired satisfactions more
effectively and efficiently than competitors do.

At its simplest, it is generally understood that the marketing concept holds that, in
increasingly dynamic and competitive markets, the companies or organisations which are
most likely to succeed are those that take notice of customer expectations, wants and needs
and gear themselves to satisfying them better than their competitors. It recognises that there
is no reason why customers should buy one organisation’s offerings unless they are in some
way better at serving their wants and needs than those offered by competing organisations.
In fact, the meaning and domain of marketing remains controversial. In 1985 the American
Marketing Association (AMA) reviewed more than 25 marketing definitions before arriving
at their own (see Ferrell and Lucas, 1987):
Marketing is the process of planning and executing the conception, pricing, planning and
distribution of ideas, goods and services to create exchanges that satisfy individual and
organisational objectives.

This has since evolved further, but very much embraces the broad ideas expressed in this
initial definition. The AMA’s most recent (July 2013) definition of marketing is:
Marketing is the activity, set of institutions, and processes for creating, communicating,
delivering, and exchanging offerings that have value for customers, clients, partners, and
society at large.

Taken together, these definitions position marketing as being embedded within an

organisation, and as something that has extensive impact outside the organisation. They

M01_HOOL7310_06_SE_C01.indd 6 02/01/2017 21:20

 THE MARKETING CONCEPT AND MARKET ORIENTATION 7

Figure 1.1
Mutually beneficial
exchanges

also reinforce the notion of the centrality of the marketing concept, value, process, mutu-
ally beneficial exchange and customer relationships. These issues may or may not be man-
aged by a marketing department or function. These definitions lead to a model of ‘mutually
beneficial exchanges’ as an overview of the role of marketing, as shown in Figure 1.1.
Definitions of marketing are, of course, extremely useful, however the reality of what
marketing means operationally, and in reality, is a much more difficult topic. Webster
(1997) points out that, of all the management functions, marketing has the most difficulty
in defining its position in the organisation, because it is simultaneously culture, strategy and
tactics. He argues that marketing involves the following:
● Culture: marketing may be expressed as the ‘marketing concept’ i.e. a set of values
and beliefs embedded in employees that drives organisational decision making through
a fundamental commitment to serving customers’ needs, as the path to sustained
profitability.
Strategy: as strategy, marketing seeks to develop effective responses to changing market
environments by defining market segments, and developing and positioning product
offerings for those target markets.
● Tactics: marketing as tactics is concerned with the day-to-day activities of product

management, pricing, distribution and marketing communications such as advertising,

personal selling, publicity and sales promotion.

The challenge of simultaneously building a customer orientation in an organisation

(culture), developing value propositions and competitive positioning (strategy) and
developing detailed marketing action plans (tactics) is complex. It is perhaps unsur-
prising that the organisational reality of marketing often falls short of the demands
suggested above.

1.1.2 Market orientation

Marketing Science Institute studies during the 1990s attempted to identify the specific activi-
ties that translate the philosophy of marketing into reality, i.e. to achieve market orientation.
In one of the most widely quoted research streams in modern marketing, Kohli and Jaworski
(1990) defined market orientation in the following terms:
a market orientation entails (1) one or more departments engaging in activities geared
towards developing an understanding of customers’ current and future needs and the
factors affecting them, (2) sharing of this understanding across departments, and (3) the
various departments engaging in activities designed to meet select customer needs. In
other words, a market orientation refers to the organisation-wide generation, dissemina-
tion, and responsiveness to market intelligence.

M01_HOOL7310_06_SE_C01.indd 7 02/01/2017 21:20

 8 CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT

Figure 1.2
Components and
context of market
orientation

This view of market orientation is concerned primarily with the development of what
may be called market understanding throughout an organisation, and poses a substantial
management challenge.
In another seminal contribution to this discussion, Narver and Slater (1990) defined
market orientation as:
The organisational culture . . . that most effectively and efficiently creates the necessary
behaviours for the creation of superior value for buyers and, thus, continuous superior
performance for the business.

From this work a number of components, and the context of marketing, are proposed
(see Figure 1.2):
● customer orientation: understanding customers well enough continuously to create
superior value for them;
● competitor orientation: awareness of the short- and long-term capabilities of
competitors;
● interfunctional coordination: using all company resources to create value for target
customers;
● organisational culture: linking employee and managerial behaviour to customer
satisfaction;
● long-term creation of shareholder value: as the overriding business objective.
Although research findings are somewhat mixed regarding the impact and efficacy
of market orientation, there is a significant and compelling amount of support for the
view that market orientation is associated with superior organisational performance, i.e.
financial performance and non-financial performance such as employee commitment, and
esprit de corps (Jaworski and Kohli, 1993; Slater and Narver, 1994; Cano et al., 2004;
Kumar et al., 2011).
However, it has also been suggested that there may be substantial barriers to achieving
market orientation (Harris, 1996, 1998; Piercy et al., 2002). The reality may be that execu-
tives face the problem of creating and driving marketing strategy in situations where the
company is simply not market oriented. This is probably at the heart of many strategy
implementation problems in marketing (see Chapter 16).
An interesting attempt to ‘reinvent’ the marketing concept for a new era of different
organisational structures, complex relationships and globalisation, which may be rel-
evant to overcoming the barriers to market orientation, is made by Webster (1994).

M01_HOOL7310_06_SE_C01.indd 8 02/01/2017 21:20

 THE MARKETING CONCEPT AND MARKET ORIENTATION 9

Table 1.1 The fabric of the new marketing concept

1 Create customer focus throughout the business

2 Listen to the customer

3 Define and nurture the organisation’s distinct competencies

4 Define marketing as market intelligence

5 Target customers precisely

6 Manage for profitability, not sales volume

7 Make customer value the guiding star

8 Let the customer define loyalty

9 Measure and manage customer expectations

10 Build customer relationships and loyalty

11 Define the business as a service business

12 Commit to continuous improvement and innovation

13 Manage culture along with strategy and structure

14 Grow with partners and alliances

15 Destroy marketing bureaucracy

Source: Webster (1994).

He presents ‘the new marketing concept as a set of guidelines for creating a customer-
focused, market-driven organisation’, and develops 15 ideas that weave the ‘fabric of the new
marketing concept’ (Table 1.1).
Webster’s conceptualisation/ ‘checklist’ represents a useful and helpful attempt to
develop a pragmatic operationalisation of the marketing concept.
We can summarise the signs of market orientation in the following terms, and under-
line the links between them and our approach here to marketing strategy and competitive
positioning:
● Reaching marketing’s true potential may rely mostly on success in moving past market-
ing activities (tactics), to marketing as a company-wide issue of real customer focus
(culture) and competitive positioning (strategy). The evidence supports suggestions that
marketing has generally been highly effective in tactics, but only marginally effective in
changing culture, and largely ineffective in the area of strategy (Day, 1992; Varadarajan,
1992; Webster, 1997; Varadarajan, 2012).
● One key is achieving understanding of the market and the customer throughout the
company and building the capability for responsiveness to market changes. The real
customer focus and responsiveness of the company is the context in which marketing
strategy is built and implemented. Our approach to competitive market analysis in Part 2
provides many of the tools that can be used to enhance and share an understanding of
the customer marketplace throughout the company.
● Another issue is that the marketing process should be seen as interfunctional and cross-
disciplinary, and not simply the responsibility of the marketing department. This is the

M01_HOOL7310_06_SE_C01.indd 9 02/01/2017 21:20

 10 CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT

real value of adopting the process perspective on marketing, which is becoming more
widely adopted by large organisations (Hulbert et al., 2003). We shall see in Part 4 on
competitive positioning strategies that superior service and value, and innovation to
build defensible competitive positions, rely on the coordinated efforts of many functions
and people within the organisation. Cross-functional relationships are also an important
emphasis in Part 5.
● It is also clear that a deep understanding of the competition in the market from the
customer’s perspective is critical. Viewing the product or service from the customer’s
viewpoint is often difficult, but without that perspective a marketing strategy is highly
vulnerable to attack from unsuspected sources of competition. We shall confront this
issue in Part 3, where we are concerned with competitive positioning.
● Finally, it follows that the issue is long-term performance, not simply short-term results,
and this perspective is implicit in all that we consider in building and implementing
marketing strategy.
A framework for executives to evaluate market orientation in their own organisations
is shown in Box 1.1. However, it is also important to make the point at this early stage
that marketing as organisational culture (the marketing concept and market orientation)
must also be placed in the context of other drivers of the values and approaches of the
organisation. A culture that emphasises customers as key stakeholders in the organisation
is not inconsistent with one that also recognises the needs and concerns of shareholders,
employees, managers and the wider social and environmental context in which the organi-
sation operates.

Box 1.1 Market orientation assessment

1 Customer orientation

Strongly Agree Neither Disagree Strongly Don’t

agree disagree know

Information about customer needs and 5 4 3 2 1 0

requirements is collected regularly

Our corporate objective and policies 5 4 3 2 1 0

are aimed directly at creating satisfied
customers

Levels of customer satisfaction are 5 4 3 2 1 0

regularly assessed and action is taken
to improve matters where necessary

We put major effort into building stronger 5 4 3 2 1 0

relationships with key customers and
customer groups

We recognise the existence of distinct 5 4 3 2 1 0

groups or segments in our markets with
different needs and we adapt our offerings
accordingly

Total score for customer orientation (out of 25)

M01_HOOL7310_06_SE_C01.indd 10 02/01/2017 21:20

Random documents with unrelated
content Scribd suggests to you:
is less of the hopeless, inevitable sweep of things than we have found
in other of the author’s recent studies.”

+ Dial 68:804 Je ’20 60w

“It will be interesting to see whether the people who like the
somewhat over-sentimental ‘Friendship Village’ stories continue to
like Zona Gale as the far from sentimental and exceedingly skilful
author of ‘Miss Lulu Bett.’”

+ Ind 103:186 Ag 14 ’20 150w

“Miss Zona Gale has written a thoroughly admirable and

thoroughly unpopular book and vindicated at last the promise of her
literary beginnings. The work is clear, direct, dry, and full of
haunting little implications.”

+ Nation 110:557 Ap 24 ’20 450w

“The book stands as a signal accomplishment in American letters.”

C. M. Rourke

+ New Repub 23:315 Ag 11 ’20 420w

“Nothing could well be more astonishing or claim a more

ungrudging tribute than Miss Gale’s recent achievement in ‘Miss
Lulu Bett.’ This short novel is the result of the most courageous
imaginable revision of her entire fictional method. [This] revision of
her method has lost her nothing that she ever had, and it has gained
her a great deal that one has constantly deplored her lack of.”
 + N Y Evening Post p2 My 1 ’20 1500w

“Lulu Bett herself is an exquisite piece of portrayal. Her

development during the course of the events that befall her is logical
and natural. To us it seems the best thing Miss Gale has yet done,
and more than this, it is a promise of a new type of work from her.”

+ N Y Times 25:139 Mr 28 ’20 1000w

“A fine example of close, careful character study on a small scale.”

+ Outlook 125:281 Je 9 ’20 120w

“To say that here also [in the conclusion] the author rises to the
occasion is simply to credit her once again with that fine and finished
art that make all her writing an abiding joy to the discriminating.” F:
T. Cooper

+ Pub W 97:991 Mr 20 ’20 400w

“In ‘Birth,’ its immediate predecessor, Miss Gale showed a

surprising growth not only as ‘localist’ but as ironic interpreter of
character. This story is firmer in tone as well as more compact in
form.” H. W. Boynton

+ Review 2:394 Ap 17 ’20 320w

“The artist in her has guided her pen in careful work, and the
characters are as clearly and completely delineated as if seen on the
stage.”
 + Springf’d Republican p11a My 30 ’20
250w
The Times [London] Lit Sup p685 O 21
’20 70w

GALLAGHER, PATRICK. America’s aims and

Asia’s aspirations. il *$3.50 Century 940.314

20–15149

The book consists chiefly of reminiscences of the peace conference,

by one who was there, with the author’s individual opinions on the
events as they transpired and on the personages that took part in
them, the whole permeated by a spirit of benevolent imperialism and
unshakeable faith in America. Of the six books that make up the
volume, Pagans and prophets deals especially with the peace
conference personalities; Isles and islanders with Australia, Ireland
and the Philippines; High lights and history with the Asiatic side of
the war. The remaining three books are; Amateurs and experts; The
cause célebrè, in re Kiaochau, China v. Japan, ex parte, W. Wilson;
Unfinished business. There are illustrations, appendices and an
index.

Booklist 17:65 N ’20

“The Asiatic chapters, the bulk of the book, are complete enough;
they are a little too full. There is too much that is documentary, and
the vivacity of the author’s high-gaited style suffers a little, though
there is always a story or a joke to take the curse off. There is, too, a
little confusion in a treatment that takes us unawares from one
period back to an earlier without sufficient warning.”

+ − N Y Times p9 S 19 ’20 2000w

Reviewed by W. R. Wheeler

+ Yale R n s 10:431 Ja ’21 340w

GALLICHAN, CATHERINE GASQUOINE

(HARTLEY) (MRS WALTER M. GALLICHAN).
Women’s wild oats. *$1.50 (3c) Stokes 396

20–6280

“Essays on the re-fixing of moral standards.” (Sub-title) Of the

“hideous abuses” created by three generations of industrialism and
brought to a climax by the war, the author is considering those
affecting the position and moral standards of women. The book is an
attempt to distinguish between a “too ready acceptance of the
fashions of the day,” and a “too loyal obedience to the prejudices of
yesterday.” Accordingly she would curb the too frantic present day
rebelliousness of women by a return to the Jewish ideal of marriage
as a religious duty, and praising the perfect feminist ideal inherited
by the Jewish women. On the other hand she would facilitate
divorce, would lift the burden of illegitimacy from the shoulders of
innocent children, and would procure some sort of honorable
recognition for sexual partnerships outside of marriage. The essays
are: Introductory; The prosperity of fools; The covenant of God; That
which is wanting; “Give, give!” If a child could choose? Foreseeing
evil; Conclusion, and appendices.

“The book is well worth reading.”

+ Ath p320 Mr 5 ’20 200w

“In justice to Mrs Hartley I must admit that in the earlier part of
‘Women’s wild oats’ she argues for the home as against the factory.
But the second half of her book is a defense of all the things which
tend to break up the home. Even in Mrs Hartley’s early chapters the
hysterical note in her ‘womanly womanliness’ led me to expect that it
would not last.” T: Maynard

− Bookm 52:74 S ’20 840w

“There are those, however, who will be inclined to think that her
comparisons of English with American conditions are rather too
flattering to American life of the present day. Either that or we must
read into the English situation even darker colors than those with
which she paints it. Nevertheless hers has been a healthful effort and
should do good in clearing away some of the illusions of the
situation.” D. L. M.

+ Boston Transcript p4 Je 9 ’20 850w

“In spite of her fervid indignation at the unnecessary burdens of

woman-kind, she usually fails to understand the real difficulties and
she altogether ignores more radical cures. Her own favoured
remedies are too vaguely indicated to be a matter for demonstration
or refutation; they are rather the passionate assertions of a personal
faith.” V. G.
 − Freeman 2:333 D 15 ’20 300w

“The most satisfactory chapter is that describing the position of the

illegitimate child. The book is marked by the tension of the long war
and the superficial disillusions of peace, and her summary of present
tendencies seems too incoherent and egotistic to have much value.”
N. C.

− + Int J Ethics 31:119 O ’20 230w

+ Nation 111:135 Jl 31 ’20 260w

“It is with some hesitation that one sets to work to criticise a book
such as ‘Women’s wild oats,’ for one wants to recognize its courage
and its sincerity, and at the same time one disagrees with certain
points of view, as one necessarily must when one is dealing with the
work which touches so many sides of a great question. One thing we
can say is that Mrs Hartley is always honest and always wise.” W. L.
George

+ − N Y Times p1 S 12 ’20 2150w

Reviewed by K. F. Gerould

Review 3:377 O 27 ’20 900w

“‘Women’s wild oats’ is less sensational than its title, though it

contains much that will provoke dissent. It is a sober and earnest
book, at once incisive and felicitous in style, but it must be believed
that in her diagnosis of social tendencies in England there is some
exaggeration. A certain captiousness—one might almost say,
querulousness—in Mrs Hartley leads her very close to inconsistency.”

+ − Springf’d Republican p11a Je 6 ’20

580w
The Times [London] Lit Sup p143 F 26
’20 100w

“The book is an irritating mixture of good sense, violent prejudice,

and a most trying method of using the English language.”

− + The Times [London] Lit Sup p196 Mr

25 ’20 850w

GALLICHAN, WALTER M. Letters to a young

man on love and health. *$1 (4c) Stokes 612.6

20–15339

These letters are from an uncle to his nephew, beginning when the
boy is sixteen and extending over a period of five years. They are on
puberty, with its accompanying unrest and longings, and on sex and
marital hygiene and treat these subjects with large insight, sanity and
sympathy.

“There is much common sense in these letters.”

+ Ath p1166 N 7 ’19 170w

 Springf’d Republican p8 O 16 ’20 110w

“While this book is undoubtedly more desirable than those

products of an earlier day that endeavored to enforce a moral code
through fear, still there are many reasonable objections to be raised
against it that render its great usefulness doubtful. The modern
serious youth desiring sex knowledge does not want a sugar-coated
pill but simple facts. This author is not always accurate or up-to-date
in his statements or teaching.” H. W. Brown

+ − Survey 45:137 O 23 ’20 420w

The Times [London] Lit Sup p635 N 6
’19 30w

GALSWORTHY, JOHN. Awakening. il *$2

Scribner

20–20951

This child idyll concerns the first eight years of the latest of the
Jolyon Forsytes, whose birth was announced toward the close of the
author’s novel “In chancery.” Little Jon is a healthy and, in the words
of his mother, “loving, lovable, imaginative, sanguinary” little savage,
and, so successful in the choice of his parents that he is enabled to
live the life prompted by his dramatic instinct. The illustrations by R.
H. Sauter are a feature of the book. The story appeared in Scribner’s
magazine, November, 1920.

“Illustrations and text fit together with unusual charm.”

 + Ind 103:442 D 25 ’20 90w

“The story is slight and the note of tenderness is perhaps too long
drawn out. But it throws an agreeable sidelight on the ‘Forsyte saga’
and on Mr Galsworthy’s affection for some of his creatures.” L. L.

+ Nation 112:88 Ja 19 ’21 80w

“Since little Jon was born in 1901 it seems a safe presumption that
Mr Galsworthy’s forthcoming volume will take him up to the
threshhold of manhood. But Jon’s childhood, as here set forth, is so
charming and perfect a thing in itself that, however interesting Mr
Galsworthy may make his future career, one is almost tempted to
wish that he might remain in memory as we know him in this little
volume.”

+ N Y Evening Post p5 N 20 ’20 490w

“A few episodes in the life of a little boy of eight years old, vividly
realized and described with great charm.”

+ Spec 125:784 D 11 ’20 120w

GALSWORTHY, JOHN. In chancery. *$2 (2c)

Scribner

20–18929
 The story is a sequel to the author’s earlier novel, “The man of
property,” and relates the further fortunes of the Forsyte family.
With one exception the possessive instinct is still strong in the male
generation, who include their wives and progeny in their property.
Soames Forsyte, after his wife, Irene, had run away with another
man lives on into middle life nursing his injuries until he poignantly
realizes that he is still without a son to inherit his fortune and his
name. Meeting Irene again, after a separation of fifteen years,
awakens the old desire to possess her, and failing of her consent,
nothing in law is too sordid for him for the attainment of a divorce.
Even the family tradition for respectability must go by the board as
he forces his cousin Jolyon—the one Forsyte that has not run true to
type—into the rôle of correspondent. At the end he marries the pretty
French girl, whom he does not love, and smothers his
disappointment at having a girl child, and no hope of another, in his
sense of proprietorship. At least—“that thing was his.”

“When we have said that ‘In chancery’ is not a great novel, we

would assure our readers that it is a fascinating, brilliant book.” K.
M.

+ − Ath p810 D 10 ’20 870w

Booklist 17:116 D ’20

“As a story of human persons, ‘In chancery’ should rank among his
best.” H. W. Boynton

+ Bookm 52:251 N ’20 630w

“As we have already said, these Forsytes are extremely boresome,

and we fear Mr Galsworthy exaggerates not only their importance
and the extent of the world’s interest in them, but also the value of
his own contribution to modern imaginative literature.” E. F. Edgett

− Boston Transcript p4 N 6 ’20 1100w

“With grace and clearness and with a skill that holds the reader’s
attention unfailingly, the tale is told. Its accomplishment is fine and
delicate, though its convincingness is not complete.”

+ − Boston Transcript p7 N 10 ’20 480w

(Reprinted from London Observer)

“Here we have again in careful acrimony mingled with a warm

consciousness of physical beauty which is so characteristic of Mr
Galsworthy.” E. W. N.

+ Freeman 2:454 Ja 19 ’21 200w

“Mr Galsworthy never lets his utmost penetration make him

ruthless. He knows that ruthlessness is simply a failure to perceive
the dark and pathetic humanity that lies just beyond the immediate
horizon of one’s vision.” L. L.

+ Nation 112:88 Ja 19 ’21 750w

“The book is in many ways one of the biggest Mr Galsworthy has

ever written; perhaps the very biggest. A better balanced, more
logical and saner novel than ‘The saint’s progress,’ one accepts its
reasonings and analyses, which satisfy at once one’s brain and one’s
instinct. It is notable among the notable, a novel to read—and to read
again.”
 + N Y Times p24 O 24 ’20 1500w

“It is a serious drawback that the first dozen pages or so of this

book are a regular barbedwire obstruction because of their intricate
tangle of genealogy and relationships. The reader who perseveres,
however, will be rewarded by as fine and penetrating a study of
temperament and heredity as is often written—not ‘highbrow’ or
philosophical, but dramatic, tense and vivid.” R. D. Townsend

+ − Outlook 126:653 D 8 ’20 430w

Reviewed by H. W. Boynton

Review 3:382 O 27 ’20 210w

“Most of the characters of ‘In chancery’ are the brooding victims of

Mr Galsworthy’s remote wrath—Soames’s father, James, is the most
free from literary victimisation. Here is an old man drawn with skill,
without prejudice, and with that untiring care which is this author’s
chief asset as a craftsman. It seems to us that for him our little world
is a sick man tossing feverishly upon his bed; Mr Galsworthy, finger
on pulse and clinical thermometer in hand, sits patiently by his side,
recording the slow sinking towards dissolution.”

− + Sat R 130:458 D 4 ’20 630w

“One may add that here, as always, Mr Galsworthy is remarkably

just to the characters with whom he is not in perfect sympathy. He
writes of the old régime with respect and even regret.”

+ Spec 125:820 D 18 ’20 600w

 “It is a most absorbing story viewed merely as a personal narrative.
But apart from that it is a section from the history of English society.
The book must be classed with Mr Galsworthy’s most characteristic
and finest work.”

+ Springf’d Republican p7a N 21 ’20 620w

“Once more Mr Galsworthy shows his quiet mastery, now and then
a little pontifical perhaps, but always suggesting the good rider on
the spirited horse. And once more he lights up his sober fabric with
the golden thread of beauty.”

+ The Times [London] Lit Sup p698 O 28

’20 1050w
Wis Lib Bul 16:238 D ’20 60w

GALSWORTHY, JOHN. Plays; 4th ser. *$2.50

Scribner 822

20–9081

The book contains three plays: A bit o’ love; The foundations; The
skin game. In the first play a young clergyman, Michael Strangway, is
deserted by his wife, who returns during the first act to plead with
her husband not to divorce her out of consideration for the career of
her lover. He consents and thereby makes himself impossible with
his narrow-minded parishioners. His struggle is between his love as a
cosmic manifestation and the essence of Christianity, and his love for
the woman, his wrongs and his worldly prospects. When, at the
moment of the most hopeless desolation, he has prepared a suicide’s
noose for himself, the cry of a little child for “a bit o’ love,” and the
brave fight with his sorrow of a brother in affliction, recall him to the
world and his stronger self.

“This fourth volume of Mr Galsworthy’s plays is hardly up to the

best of his earlier dramatic work. Of the three plays which it
contains, ‘The skin game’ is the most skilfully and convincingly
written; but even ‘The skin game’ leaves us comparatively cold.”

+ − Ath p733 Je 4 ’20 560w

“Written with the usual sincerity and dramatic intensity.”

+ Booklist 16:337 Jl ’20

“It is sufficient of the first two, ‘A bit o’ love’ and ‘The foundations,’
to say that they are ‘good Galsworthy,’ which means that they are
more than readable and that they are beautifully constructed and
phrased. More must be said of ‘The skin game,’ the third play. It is
Galsworthy at his best.”

+ Drama 10:355 Jl ’20 280w

“Mr Galsworthy has written better plays than these, but if you care
for his plays at all you will find them worth reading.”

+ Ind 104:70 O 9 ’20 180w

“Of the new plays the first, A bit of love, is undeniably the
weakest.... The skin-game has a more timeless touch. It takes the
tragicomedy of all human conflict, localizes it narrowly, embodies it
with the utmost concreteness, and yet exhausts its whole
significance. Galsworthy has never derived a dramatic action from
deeper sources in the nature of man; he has never put forth a more
far-reaching idea nor shown it more adequately in terms of flesh and
blood.” Ludwig Lewisohn

+ Nation 110:732 My 29 ’20 1100w

“To the reader who revolts against the rather sickly sentiment of
the first of them and who has smiled half-heartedly at the forced
comedy, in which the same sentiment still appears, in the second, the
virility and grasp of the third comes as a tonic.” S. C. C.

− + New Repub 24:172 O 13 ’20 760w

“These three plays will hardly add much to the fame of John
Galsworthy, although, on the other hand, enough skill and command
of character is evidenced to render them interesting additions to his
work.”

+ − N Y Times p15 S 19 ’20 700w

“‘A bit o’ love,’ ‘The foundations,’ and ‘The skin game’ display
ability of a high order. That fact is presumed in their authorship and
is verified in their perusal. But all three have an effect of interlude or
byplay; they are corollaries to earlier and weightier dicta.” O. W.
Firkins

+ − Review 3:396 O 27 ’20 1100w

 “He has many gifts, many qualities—technical ability,
imaginativeness, sympathy, experience of life, ideas, ideals; but the
one supreme, essential gift—the ability to create living men and
women working out their destinies in the grip of fate—is not his. Mr
Galsworthy, in fact, remains the second-rate artist he always was.”

− + Sat R 129:590 Je 26 ’20 1050w

+ − Springf’d Republican p11a Jl 11 ’20
800w

“‘A bit o’ love’ is in Mr Galsworthy’s weaker vein. ‘The skin game’

possesses a greater number of powerful scenes of dramatic conflict
than Mr Galsworthy has ever put into a single play. ‘The foundations’
is an utter departure for Mr Galsworthy or any other English
playwright. Our stage is almost unfitted at present to handle such a
play, but the existence of the manuscript ought to do something
towards stimulating the development of a new producing method.”

+ Theatre Arts Magazine 4:348 O ’20

300w

GALSWORTHY, JOHN. Tatterdemalion. *$1.90

(3c) Scribner

20–5770

A collection of stories and sketches, some of them reprinted from

Scribner’s Magazine, the New Republic and the Atlantic Monthly.
Among the sketches that compose Part 1, Of war-time, are a number
presenting unfamiliar aspects of the war period. Two of these, The
bright side and “The dog it was that died,” are stories of Germans
interned in England. The other titles are: The grey angel; Defeat;
Flotsam and jetsam; “Cafard”; Recorded; The recruit; The peace
meeting; In heaven and earth; The mother stone; Poirot and Bidan;
The muffled ship; Heritage; ‘A green hill far away.’ Part 2, Of peace-
time, contains eight stories: Spindleberries; Expectations; Manna; A
strange thing; Two looks; Fairyland; The nightmare child; Buttercup-
night.

+ Booklist 16:347 Jl ’20

+ Ind 104:70 O 9 ’20 180w

“On the side of art ‘Tatterdemalion’ illustrates the Galsworthian

qualities which are quite familiar by this time: a mellowness that
never degenerates into softness; a virile tenderness of tone; an
unobtrusive ease in the progression of the narrative; a diction which
is always adequate, often beautiful, but which will not or cannot
exploit all its own full resources of either beauty or strength through
some inflexibility of inner modulation. Some of the short stories here
are, with these definite qualities and their defects, among the best of
our time.”

+ Nation 110:522 Ap 17 ’20 750w

“In his earlier novels and tales there was a marked predominance
of the emotional quality over the intellectual. The two are here more
nearly in accord. With possibly one exception none of the
impressions is overwrought, or marred by sentimentality, or blurred
by loud-voiced passion. Mr Galsworthy’s restrained, softly
modulated style, as of an instrument with few overtones, wins its
effect without recourse to obvious eloquence or special pleading.” S.
C. C.

+ New Repub 22:427 My 23 ’20 850w

“Unalike as these tales and sketches are in many ways, they

resemble one another in this—that always there is the intense feeling
for beauty. Among the artists in literature of the present day—and
they are not so few as some would like to imagine—those are rare
who can safely challenge comparison with the John Galsworthy of
‘Tatterdemalion.’” L. M. Field

+ N Y Times 25:139 Mr 28 ’20 1200w

“The contents of the volume are diverse in the extreme; yet the
keynote of the whole can be expressed in one word—beauty.”

+ N Y Times 25:191 Ap 18 ’20 100w

“The volume is an interesting and notable example of Mr

Galsworthy’s workmanship, typical of his clearness of vision and of
his fearlessness in telling the truth, notwithstanding the fact that the
winds of popular passion and taste blow in the opposite direction.”

+ Springf’d Republican p13a Ap 25 ’20

500w

“There are pieces in this book which will probably drop out of his
collected works some decades hence. Yet we would willingly miss
none of them from the book before us. If circumstance has deprived
some of these tales and studies of the finest touch of craftsmanship
which Mr Galsworthy can give, the book as a whole is clear revelation
of one of the best and bravest minds of our time.”

+ − The Times [London] Lit Sup p186 Mr

18 ’20 480w

GALWAY, CONOR. Towards the dawn. *$2.50

Stokes

“The novel is, quite simply and frankly, propaganda for the cause
of Sinn Fein. Its heroine is a vigorous, eager, impulsive, large-
hearted young woman whom the reader first sees as a gawky,
somewhat impish slip of a girl in her first teens. She gets caught in a
street fight between Orangemen and Hibernians, brought on because
some drummers of the former refuse to give way to the band heading
a procession of the others; she is knocked down, trampled and has a
narrow escape from being killed. The first thing she says when she
comes back to consciousness is to declare solemnly that she hates
both factions and thereafter will be a Fenian. To this determination
she holds with enthusiasm, becoming a Sinn Feiner when that
organization comes into activity. At one time, moved by the desire to
make a sacrifice, she enters a convent with the intention of becoming
a nun, but her desire to take part in the active measures Sinn Fein is
planning brings her out again and into the ranks of that
organization’s most ardent protagonists.”—N Y Times

“Pleasantly written and containing some excellent character

drawings, ‘Towards the dawn’ is likely to prove a distinct success.”

+ Cath World 112:264 N ’20 320w

 “Would be interesting if the author’s viewpoint could be trusted to
be accurate and impartial. But it is quite evident that it is never
impartial and therefore only actual knowledge of conditions can say
whether or not it is accurate.”

+ − N Y Times p25 S 5 ’20 350w

Reviewed by H. W. Boynton

Review 3:422 N 3 ’20 160w

GAMBIER, KENYON. Girl on the hilltop. *$1.75

(2½c) Doran

20–10304

When Roger Lingard comes to England in 1914, it is to look up his

ancestry, for he is the descendant of the Lingard of St Dyfrigs’ Park,
who years before had eloped with Charity Turle, his cowman’s
daughter, and emigrated to America. The modern Roger finds
Dorothy Lingard and another Charity Turle interesting
representatives of the family in the present generation. Before he has
revealed himself to them, the war breaks out and he enlists. At the
end of four years, he returns to his ancestral acres, to find himself, by
the death of the male line, their owner. Then follows the interesting
question, what shall become of the female line. Roger offers himself
to Dorothy, that thus she may not be deprived of her birthright. But
he finds himself superseded in her affections by another and when he
turns to the humbler Charity, he finds a similar situation to exist. But
the telegram which he sends to the mysterious “girl on the hilltop”
reads “The third time’s lucky!” and so it proves to be.