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."^[1]

For business to consumer marketing it is "the process by which companies create value for customers and build strong customer relationships, in order to capture value from customers in return". For business to business marketing it is creating value, solutions, and relationships either short term or long term with a company or brand. It generates the strategy that underlies sales techniques, business communication, and business developments.^[2] It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves.^[2]

Marketing is used to identify the customer, satisfy the customer, and keep the customer. With the customer as the focus of its activities, marketing management is one of the major components of business management. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacities in the last 2-3 centuries.^{[citation needed]} The adoption of marketing strategies requires businesses to shift their focus from production to the perceived needs and wants of their customers as the means of staying profitable.^{[citation needed]}

The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions.^[3] It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors.^[3]

The term developed from an original meaning which referred literally to going to a market to buy or sell goods or services. Seen from a systems point of view, sales process engineering marketing is "a set of processes that are interconnected and interdependent with other functions,^[4] whose methods can be improved using a variety of relatively new approaches."

Further definitions[link]

The Chartered Institute of Marketing defines marketing as "the management process responsible for identifying, anticipating and satisfying customer requirements profitably."^[5] A different concept is the value-based marketing which states the role of marketing to contribute to increasing shareholder value.^[6] In this context, marketing is defined as "the management process that seeks to maximize returns to shareholders by developing relationships with valued customers and creating a competitive advantage."^[6]

Marketing practice tended to be seen as a creative industry in the past, which included advertising, distribution and selling,Merchandise support. However, because the academic study of marketing makes extensive use of social sciences, psychology, sociology, mathematics, economics, anthropology and neuroscience, the profession is now widely recognized as a science, allowing numerous universities to offer Master-of-Science (MSc) programmes. The overall process starts with marketing research and goes through market segmentation, business planning and execution, ending with pre- and post-sales promotional activities. It is also related to many of the creative arts. The marketing literature is also adept at re-inventing itself and its vocabulary according to the times and the culture.

Browne (2010) reveals that supermarkets spend millions of dollars intensively researching and studying consumer behaviour. Their aim is to make sure that shoppers leave their stores spending much more than they originally planned. ‘Choice’ examined the theory of trolleyology finding that many shoppers instinctively look to the right when they’re in the supermarket.

Supermarkets move products around to confuse shoppers, the entry point is another marketing tactic. Consumer psychologist Dr. Paul Harrison (cited in Browne, 2010) states that supermarkets are constantly using different methodologies of selling. One method is performing regular overhauls changing the locations of products all around to break habitual shopping, and break your budget. Harrison also contends that people who are shopping in a counter clockwise direction are likely to spend more money than people shopping in a clockwise direction. Consumer psychologists (cited in Browne, 2010) reported that most people write with their right hand, thus it is a biological trait that people have the tendency of veering to the right when shopping, it is understood that supermarkets capitalize on this fact. Found on the capturing right-hand side are usually appealing products that a shopper might impulsively buy e.g. an umbrella when the weather is dull.^[7]

Evolution of marketing[link]

An orientation, in the marketing context, related to a perception or attitude a firm holds towards its product or service, essentially concerning consumers and end-users. Throughout history, marketing has changed considerably in conjunction with consumer tastes.^[8]

Earlier approaches[link]

The marketing orientation evolved from earlier orientations, namely, the production orientation, the product orientation and the selling orientation.^[8][9]

Contemporary approaches[link]

Recent approaches in marketing include relationship marketing with focus on the customer, business marketing or industrial marketing with focus on an organization or institution and social marketing with focus on benefits to society.^[10] New forms of marketing also use the internet and are therefore called internet marketing or more generally e-marketing, online marketing, search engine marketing, desktop advertising or affiliate marketing. It attempts to perfect the segmentation strategy used in traditional marketing. It targets its audience more precisely, and is sometimes called personalized marketing or one-to-one marketing. Internet marketing is sometimes considered to be broad in scope, because it not only refers to marketing on the Internet, but also includes marketing done via e-mail and wireless media.

Customer orientation[link]

Constructive criticism helps marketers adapt offerings to meet changing customer needs.

A firm in the market economy survives by producing goods that persons are willing and able to buy. Consequently, ascertaining consumer demand is vital for a firm's future viability and even existence as a going concern. Many companies today have a customer focus (or market orientation). This implies that the company focuses its activities and products on consumer demands. Generally, there are three ways of doing this: the customer-driven approach, the market change identification approach and the product innovation approach^{[citation needed]}.

In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of a market offering, including the nature of the product itself, is driven by the needs of potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no reason to spend R&D funds developing products that people will not buy. History attests to many products that were commercial failures in spite of being technological breakthroughs.^[11]

A formal approach to this customer-focused marketing is known as SIVA^[12] (Solution, Information, Value, Access). This system is basically the four Ps renamed and reworded to provide a customer focus. The SIVA Model provides a demand/customer-centric alternative to the well-known 4Ps supply side model (product, price, placement, promotion) of marketing management.

If any of the 4Ps were problematic or were not in the marketing factor of the business, the business could be in trouble and so other companies may appear in the surroundings of the company, so the consumer demand on its products will decrease. However, in recent years service marketing has widened the domains to be considered, contributing to the 7P's of marketing in total. The other 3P's of service marketing are: process, physical environment and people.

Some qualifications or caveats for customer focus exist. They do not invalidate or contradict the principle of customer focus; rather, they simply add extra dimensions of awareness and caution to it.

The work of Christensen and colleagues^[13] on disruptive technology has produced a theoretical framework that explains the failure of firms not because they were technologically inept (often quite the opposite), but because the value networks in which they profitably operated included customers who could not value a disruptive innovation at the time and capability state of its emergence and thus actively dissuaded the firms from developing it. The lessons drawn from this work include:

• Taking customer focus with a grain of salt, treating it as only a subset of one's corporate strategy rather than the sole driving factor. This means looking beyond current-state customer focus to predict what customers will be demanding some years in the future, even if they themselves discount the prediction.
• Pursuing new markets (thus new value networks) when they are still in a commercially inferior or unattractive state, simply because their potential to grow and intersect with established markets and value networks looks like a likely bet. This may involve buying stakes in the stock of smaller firms, acquiring them outright, or incubating small, financially distinct units within one's organization to compete against them.

Other caveats of customer focus are:

• The extent to which what customers say they want does not match their purchasing decisions. Thus surveys of customers might claim that 70% of a restaurant's customers want healthier choices on the menu, but only 10% of them actually buy the new items once they are offered. This might be acceptable except for the extent to which those items are money-losing propositions for the business, bleeding red ink. A lesson from this type of situation is to be smarter about the true test validity of instruments like surveys. A corollary argument is that "truly understanding customers sometimes means understanding them better than they understand themselves." Thus one could argue that the principle of customer focus, or being close to the customers, is not violated here—just expanded upon.
• The extent to which customers are currently ignorant of what one might argue they should want—which is dicey because whether it can be acted upon affordably depends on whether or how soon the customers will learn, or be convinced, otherwise. IT hardware and software capabilities and automobile features are examples. Customers who in 1997 said that they would not place any value on internet browsing capability on a mobile phone, or 6% better fuel efficiency in their vehicle, might say something different today, because the value proposition of those opportunities has changed.

Organizational orientation[link]

In this sense, a firm's marketing department is often seen as of prime importance within the functional level of an organization. Information from an organization's marketing department would be used to guide the actions of other departments within the firm. As an example, a marketing department could ascertain (via marketing research) that consumers desired a new type of product, or a new usage for an existing product. With this in mind, the marketing department would inform the R&D department to create a prototype of a product/service based on consumers' new desires.

The production department would then start to manufacture the product, while the marketing department would focus on the promotion, distribution, pricing, etc. of the product. Additionally, a firm's finance department would be consulted, with respect to securing appropriate funding for the development, production and promotion of the product. Inter-departmental conflicts may occur, should a firm adhere to the marketing orientation. Production may oppose the installation, support and servicing of new capital stock, which may be needed to manufacture a new product. Finance may oppose the required capital expenditure, since it could undermine a healthy cash flow for the organization.

Herd behavior[link]

Herd behavior in marketing is used to explain the dependencies of customers' mutual behavior. The Economist reported a recent conference in Rome on the subject of the simulation of adaptive human behavior.^[14] It shared mechanisms to increase impulse buying and get people "to buy more by playing on the herd instinct." The basic idea is that people will buy more of products that are seen to be popular, and several feedback mechanisms to get product popularity information to consumers are mentioned, including smart card technology and the use of Radio Frequency Identification Tag technology. A "swarm-moves" model was introduced by a Florida Institute of Technology researcher, which is appealing to supermarkets because it can "increase sales without the need to give people discounts." Other recent studies on the "power of social influence" include an "artificial music market in which some 19,000 people downloaded previously unknown songs" (Columbia University, New York); a Japanese chain of convenience stores which orders its products based on "sales data from department stores and research companies;" a Massachusetts company exploiting knowledge of social networking to improve sales; and online retailers who are increasingly informing consumers about "which products are popular with like-minded consumers" (e.g., Amazon, eBay).

Further orientations[link]

• An emerging area of study and practice concerns internal marketing, or how employees are trained and managed to deliver the brand in a way that positively impacts the acquisition and retention of customers, see also employer branding.
• Diffusion of innovations research explores how and why people adopt new products, services, and ideas.
• With consumers' eroding attention span and willingness to give time to advertising messages, marketers are turning to forms of permission marketing such as branded content, custom media and reality marketing.

Marketing research[link]

Marketing research involves conducting research to support marketing activities, and the statistical interpretation of data into information. This information is then used by managers to plan marketing activities, gauge the nature of a firm's marketing environment and attain information from suppliers. Marketing researchers use statistical methods such as quantitative research, qualitative research, hypothesis tests, Chi-squared tests, linear regression, correlations, frequency distributions, poisson distributions, binomial distributions, etc. to interpret their findings and convert data into information. The marketing research process spans a number of stages, including the definition of a problem, development of a research plan, collection and interpretation of data and disseminating information formally in the form of a report. The task of marketing research is to provide management with relevant, accurate, reliable, valid, and current information.

A distinction should be made between marketing research and market research. Market research pertains to research in a given market. As an example, a firm may conduct research in a target market, after selecting a suitable market segment. In contrast, marketing research relates to all research conducted within marketing. Thus, market research is a subset of marketing research.

Marketing environment[link]

The market environment is a marketing term and refers to factors and forces that affect a firm’s ability to build and maintain successful relationships with customers.Three levels of the environment are: Micro (internal) environment - ma forces within the company that affect its ability to serve its customers. Meso environment – the industry in which a company operates and the industry’s market(s). Macro (national) environment - larger societal forces that affect the microenvironment.^[15]

Market segmentation[link]

Market segmentation pertains to the division of a market of consumers into persons with similar needs and wants. For instance, Kellogg's cereals, Frosties are marketed to children. Crunchy Nut Cornflakes are marketed to adults. Both goods denote two products which are marketed to two distinct groups of persons, both with similar needs, traits, and wants.

Market segmentation allows for a better allocation of a firm's finite resources. A firm only possesses a certain amount of resources. Accordingly, it must make choices (and incur the related costs) in servicing specific groups of consumers. In this way, the diversified tastes of contemporary Western consumers can be served better. With growing diversity in the tastes of modern consumers, firms are taking note of the benefit of servicing a multiplicity of new markets.

Market segmentation can be defined in terms of the STP acronym, meaning Segment, Target and Position.^{[citation needed]}

Types of Market Research[link]

Market research, as a sub-set aspect of marketing activities, can be divided into the following parts:

• Primary research (also known as field research), which involves the conduction and compilation of research for a specific purpose.
• Secondary research (also referred to as desk research), initially conducted for one purpose, but often used to support another purpose or end goal.

By these definitions, an example of primary research would be market research conducted into health foods, which is used solely to ascertain the needs/wants of the target market for health foods. Secondary research in this case would be research pertaining to health foods, but used by a firm wishing to develop an unrelated product.

Primary research is often expensive to prepare, collect and interpret from data to information. Nevertheless, while secondary research is relatively inexpensive, it often can become outdated and outmoded, given that it is used for a purpose other than the one for which it was intended. Primary research can also be broken down into quantitative research and qualitative research, which, as the terms suggest, pertain to numerical and non-numerical research methods and techniques, respectively. The appropriateness of each mode of research depends on whether data can be quantified (quantitative research), or whether subjective, non-numeric or abstract concepts are required to be studied (qualitative research).

There also exist additional modes of marketing research, which are:

• Exploratory research, pertaining to research that investigates an assumption.
• Descriptive research, which, as the term suggests, describes "what is".
• Predictive research, meaning research conducted to predict a future occurrence.
• Conclusive research, for the purpose of deriving a conclusion via a research process.

Marketing planning[link]

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The marketing planning process involves forging a plan for a firm's marketing activities. A marketing plan can also pertain to a specific product, as well as to an organization's overall marketing strategy. Generally speaking, an organization's marketing planning process is derived from its overall business strategy. Thus, when top management are devising the firm's strategic direction or mission, the intended marketing activities are incorporated into this plan. There are several levels of marketing objectives within an organization. The senior management of a firm would formulate a general business strategy for a firm. However, this general business strategy would be interpreted and implemented in different contexts throughout the firm.

Marketing strategy[link]

The field of marketing strategy encompasses the strategy involved in the management of a given product.

A given firm may hold numerous products in the marketplace, spanning numerous and sometimes wholly unrelated industries. Accordingly, a plan is required in order to effectively manage such products. Evidently, a company needs to weigh up and ascertain how to utilize its finite resources. For example, a start-up car manufacturing firm would face little success should it attempt to rival Toyota, Ford, Nissan, Chevrolet, or any other large global car maker. Moreover, a product may be reaching the end of its life-cycle. Thus, the issue of divest, or a ceasing of production, may be made. Each scenario requires a unique marketing strategy. Listed below are some prominent marketing strategy models.

A marketing strategy differs from a marketing tactic in that a strategy looks at the longer term view of the products, goods, or services being marketed. A tactic refers to a shorter term view. Therefore, the mailing of a postcard or sales letter would be a tactic, but a campaign of several postcards, sales letters, or telephone calls would be a strategy.

Marketing specializations[link]

With the rapidly emerging force of globalization, the distinction between marketing within a firm's home country and marketing within external markets is disappearing very quickly. With this in mind, firms need to reorient their marketing strategies to meet the challenges of the global marketplace, in addition to sustaining their competitiveness within home markets.^[16]

Buying behaviour[link]

A marketing firm must ascertain the nature of customers' buying behavior if it is to market its product properly. In order to entice and persuade a consumer to buy a product, marketers try to determine the behavioral process of how a given product is purchased. Buying behavior is usually split into two prime strands, whether selling to the consumer, known as business-to-consumer (B2C), or to another business, known as business-to-business (B2B).

B2C buying behaviour[link]

This mode of behaviour concerns consumers and their purchase of a given product. For example, if one imagines a pair of sneakers, the desire for a pair of sneakers would be followed by an information search on available types/brands. This may include perusing media outlets, but most commonly consists of information gathered from family and friends. If the information search is insufficient, the consumer may search for alternative means to satisfy the need/want. In this case, this may mean buying leather shoes, sandals, etc. The purchase decision is then made, in which the consumer actually buys the product. Following this stage, a post-purchase evaluation is often conducted, comprising an appraisal of the value/utility brought by the purchase of the sneakers. If the value/utility is high, then a repeat purchase may be made. This could then develop into consumer loyalty to the firm producing the sneakers.

B2B buying behaviour[link]

Relates to organizational/industrial buying behavior.^[17] Business buy either wholesale from other businesses or directly from the manufacturer in contracts or agreements. B2B marketing involves one business marketing a product or service to another business. B2C and B2B behavior are not precise terms, as similarities and differences exist, with some key differences listed below:

In a straight re-buy, the fourth, fifth and sixth stages are omitted. In a modified re-buy scenario, the fifth and sixth stages are precluded. In a new buy, all stages are conducted.

Use of technologies[link]

Marketing management can also rely on various technologies within the scope of its marketing efforts. Computer-based information systems can be employed, aiding in better processing and storage of data. Marketing researchers can use such systems to devise better methods of converting data into information, and for the creation of enhanced data gathering methods. Information technology can aid in enhancing an MKIS' software and hardware components, and improve a company's marketing decision-making process.

In recent years, the notebook personal computer has gained significant market share among laptops, largely due to its more user-friendly size and portability. Information technology typically progresses at a fast rate, leading to marketing managers being cognizant of the latest technological developments. Moreover, the launch of smartphones into the cellphone market is commonly derived from a demand among consumers for more technologically advanced products. A firm can lose out to competitors should it ignore technological innovations in its industry.

Technological advancements can lessen barriers between countries and regions. Using the World Wide Web, firms can quickly dispatch information from one country to another without much restriction. Prior to the mass usage of the Internet, such transfers of information would have taken longer to send, especially if done via snail mail, telex, etc.

Recently, there has been a large emphasis on data analytics. Data can be mined from various sources such as online forms, mobile phone applications and more recently, social media.

Services marketing[link]

Services marketing relates to the marketing of services, as opposed to tangible products. A service (as opposed to a good) is typically defined as follows:

• The use of it is inseparable from its purchase (i.e., a service is used and consumed simultaneously)
• It does not possess material form, and thus cannot be touched, seen, heard, tasted, or smelled.
• The use of a service is inherently subjective, meaning that several persons experiencing a service would each experience it uniquely.

For example, a train ride can be deemed a service. If one buys a train ticket, the use of the train is typically experienced concurrently with the purchase of the ticket. Although the train is a physical object, one is not paying for the permanent ownership of the tangible components of the train.

Services (compared with goods) can also be viewed as a spectrum. Not all products are pure goods, nor are all pure services. An example would be a restaurant, where a waiter's service is intangible, but the food is tangible.

See also[link]

• Advertising
• Consumer behaviour
• Consumer confusion
• Demand chain
• Distribution (Placement)
• Family in advertising
• List of marketing terms
• Market segmentation
• Megamarketing
• Multicultural marketing
• Outline of marketing
• Positioning
• Pricing
• Product
• Promotion (marketing)
• Real-time marketing

References[link]

Bibliography[link]

Works cited[link]

• Christensen, Clayton M. (1997), The innovator's dilemma: when new technologies cause great firms to fail, Boston, Massachusetts, USA: Harvard Business School Press, ISBN 978-0-87584-585-2, http://books.google.com/books/about/?id=SIexi_qgq2gC. 

Further reading[link]

Look up marketing in Wiktionary, the free dictionary.

Wikiquote has a collection of quotations related to: Marketing

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Seth Godin
Born	(1960-07-10) July 10, 1960 (age 51)
Alma mater	Tufts University Stanford University
Occupation	author, marketing guru
Website
sethgodin.com

Seth Godin (born July 10, 1960) is an American entrepreneur, author and public speaker. Godin popularized the topic of permission marketing.

Background[link]

Born in Mount Vernon, New York, Seth Godin graduated from Tufts University in 1979 with a degree in computer science and philosophy. Godin earned his MBA from the Stanford Graduate School of Business. From 1983 to 1986, he worked as a brand manager at Spinnaker Software. For a time Godin commuted every week between California and Boston both to do his new job and to complete his MBA..

After leaving Spinnaker Software in 1986, Godin used $20,000 in savings to found Seth Godin Productions, primarily a book packaging business, out of a studio apartment in New York City.^[1] It was in the same offices that Godin met Mark Hurst and founded Yoyodyne. After a few years Godin sold the book packaging business to his employees and focused his efforts on Yoyodyne, one of the first online marketing companies.^{[citation needed]} It was with Yoyodyne that Godin came up with the concept of permission marketing.^{[citation needed]} For a period of time, Godin served as a columnist for Fast Company^{[citation needed]}

Godin and his wife Helene now live in Hastings-on-Hudson, New York with their two sons.

Viewpoints[link]

Godin believes that the end of the "TV-Industrial complex" means that marketers no longer have the power to command the attention of anyone they choose, whenever they choose. Second, in a marketplace in which consumers have more power, he thinks marketers must show more respect; this means no spam, no deceit and a bias for keeping promises. Finally, Godin asserts that the only way to spread the word about an idea is for that idea to earn the buzz by being remarkable. Godin refers to those who spread these ideas as "Sneezers", and to the spreading idea as an "IdeaVirus." He calls a remarkable product or service a purple cow.

Advertisements on television and radio are classified as 'interruption marketing' which interrupt the customer while they are doing something of their preference. Godin introduced the concept of "permission marketing" where the business provides something "anticipated, personal, and relevant".

Business ventures[link]

Yoyodyne[link]

In 1995, Godin launched Yoyodyne which used contests, online games, and scavenger hunts to market companies to participating users. In August, 1996, venture-capital firm Flatiron Partners invested $4 million in Yoyodyne in return for a 20% stake.^[2] The site gained significant traction, with over one million viewers visiting the site, and companies like America Online, American Express, H&R Block, Microsoft, Procter & Gamble, Sony Music, Sprint, and Volvo using its services.^[3]

At Yoyodyne, Godin developed the principle of permission marketing and authored Permission Marketing: Turning strangers into friends and friends into customers.

In 1998, Godin sold Yoyodyne to Yahoo! for $30 million^[4] and became Yahoo's vice president of direct marketing, a position he held until 2000.^[5]

Squidoo[link]

In March 2006, Godin launched Squidoo, a community website allowing users to create pages (called "lenses") for subjects of interest.^[6] The site donates 5% of the profits to charity, and 50% to the lensmasters. Godin and Squidoo have been profiled on CNN and the Washington Post.^[7][8] The site was given top prize in SXSW's community/wiki category.^[9] As of July 2008, Squidoo was one of the 500 most visited sites in the world.^[10]

Other projects[link]

ChangeThis[link]

Godin developed the idea for ChangeThis, a website aimed at spreading ideas through PDF files.^[11] In the summer of 2004, Godin hired five interns—Amit Gupta, Catherine Hickey, Noah Weiss, Phoebe Espiritu and Michelle Sriwongtong—to build and develop the website.^[12] The website went live on August 14, 2004.^[13] Tom Peters, Chris Anderson, and Guy Kawasaki all had manifestos featured on ChangeThis.^[14] In July 2005, ChangeThis was turned over to 800-CEO-READ, the leading distributor of business literature in the United States.^[15][16]

Six month alternative MBA program[link]

In December 2008, Godin announced in a blog post that he would be offering a six month alternative MBA program at his office in Hastings on Hudson, NY.^[17] 48,000 people looked at the post and 340 applied. He invited 27 applicants to his office for a group interview. They spent two hours interviewing one another. After co-mingling, they and Godin together wrote down the names of their favorite candidates. Three weeks later the chosen 9 showed up at Godin's office.^[18] This group graduated in July 2009.^[19]

The Domino Project[link]

In December 2010, Godin announced on his blog that he would be working directly with Amazon on a venture called The Domino Project.^[20]

Stop Stealing Dreams (what is school for)[link]

In February 2012, Godin released a 30,000 word manifesto on Squidoo in response to the question "What do you think we ought to do about education?". This manifesto is "totally free to read, share, translate, print and, most of all, use to start an essential conversation". ^[21]

Books[link]

Godin is the author of 11 books; his Free Prize Inside was a Forbes Business Book of the Year in 2004,^[22] in its first two years of release, Purple Cow sold over 150,000 copies in more than 23 printings.^[23] The Dip was a Business Week and New York Times bestseller.^[24][25] And Godin has called his free ebook Unleashing the Ideavirus the most "popular ebook ever written".^[26] In the early 1990s he created a ten book series for children titled Worlds of Power, which was written by various writers. In each the plot of a single video game was told in a novelized form.^[27]

Beginning with Permission Marketing, Godin uses the concepts discussed in the books to promote the book. For Permission Marketing, Godin gave 1/3 of the book away for free to anyone who sent an e-mail. For Unleashing the Ideavirus, Godin released the entire eBook on the Internet for free, which led to eventual publishing deals in 41 countries and a public speaking career. For Purple Cow, Godin created a milk carton container for the book which generated attention from work colleagues. For Tribes, Godin launched an exclusive online community for the first 3000 people who pre-ordered the book. For Linchpin, Godin gave the book away for three weeks before its release for free to anyone willing to give $30 to the Acumen Fund for the $20 book, and raised $100,000 for the Acumen Fund.

Bibliography[link]

• Godin, Seth (1993). The Smiley Dictionary. Berkeley: Peachpit Press. ISBN 1-56609-008-3. 
• Godin, Seth (1995). eMarketing: Reaping Profits on the Information Highway. New York: Berkley Pub. Group. ISBN 0-399-51904-1. 
• Godin, Seth (1999). Permission marketing: turning strangers into friends, and friends into customers. New York: Simon & Schuster. ISBN 0-684-85636-0. 
• Godin, Seth (2001). Unleashing the Ideavirus. New York: Hyperion. ISBN 0-7868-8717-6.  Book online - Detailing the idea of Viral marketing
• Godin, Seth (2002). The Big Red Fez: How To Make Any Web Site Better. New York: Free Press. pp. 112. ISBN 0-7432-2790-5. 
• Godin, Seth (2002). Survival is not enough: zooming, evolution, and the future of your company. New York: Free Press. ISBN 0-7432-2571-6. 
• Godin, Seth (2003). Purple Cow: Transform Your Business by Being Remarkable. Portfolio. pp. 224. ISBN 1-59184-021-X. 
• Godin, Seth (2004). Free Prize Inside!: The Next Big Marketing Idea. Penguin USA Portfolio. pp. 256. ISBN 1-59184-041-4. 
• Godin, Seth (2005). All Marketers Are Liars: The Power of Telling Authentic Stories in a Low-Trust World. Portfolio Hardcover. ISBN 1-59184-100-3. 
• Godin, Seth; the Group of 33 (2005). The Big Moo: Stop Trying to be Perfect and Start Being Remarkable. Portfolio Hardcover. ISBN 1-59184-103-8. 
• Godin, Seth (2006). Small Is the New Big: and 193 Other Riffs, Rants, and Remarkable Business Ideas. Portfolio Hardcover. ISBN 1-59184-126-7. 
• Godin, Seth (2007). The Dip: A Little Book That Teaches You When to Quit (and When to Stick). Portfolio Hardcover. ISBN 1-59184-166-6. 
• Godin, Seth (2008). Meatball Sundae: Is Your Marketing out of Sync?. Portfolio Hardcover. ISBN 1-59184-174-7. 
• Godin, Seth (2008). Tribes: We Need You to Lead Us. Portfolio Hardcover. p. 160. ISBN 1-59184-233-6. 
• Godin, Seth (2010). Linchpin: Are You Indispensable?. Portfolio Hardcover. p. 256. ISBN 1-59184-316-2. 
• Godin, Seth (2011). Poke the Box. Portfolio Hardcover. ISBN 1-936719-00-2. 
• Godin, Seth (2011). We Are All Weird. The Domino Project. ISBN 1-936719-22-3. 

Blog[link]

Godin's Seth's Blog^[28] is ranked in the AdAge Power 150 as the #1 marketing blog out of 976 tracked. ^[29]

References[link]

External links[link]

• Official website
• Seth Godin on TED
• Seth Godin at the Internet Movie Database
• Subvert Magazine interview
• Smart People Podcast - interview (2011)
• The Marketplace of Ideas - interview (2010)

This section relies on references to primary sources or sources affiliated with the subject, rather than references from independent authors and third-party publications. Please add citations from reliable sources. (September 2010)

Jim Rohn (September 17, 1930 - December 5, 2009) was an American entrepreneur, author and motivational speaker. His rags to riches story played a large part in his work, which influenced others in the personal development industry.

Early life[link]

Emanuel James "Jim" Rohn was born in Yakima, Washington to Emanuel and Clara Rohn. The Rohns owned and worked a farm in Caldwell, Idaho where Jim grew up, as an only child.

Career[link]

Jim graduated from high school 3rd out of a class of 140. He went to college for a year and a half before dropping out and joining the work force. At age 25, according to his accounts, he was working as a stock clerk for Sears collecting a weekly $57 paycheck. He wasn't broke but struggling financially, unable to see a way that would lead to his personal ambitions.^{[citation needed]} Around this time, a friend invited him to a lecture given by John Earl Shoaff, an entrepreneur who impressed Rohn with his wealth, business accomplishments, charisma, and life philosophy. At that time, Shoaff was VP of Sales in a nutritional supplement company called AbundaVita. In October 1955, Rohn joined AbundaVita and began a process of personal development that culminated in his becoming a millionaire by age 31. Shoaff, who had challenged Rohn at age 25 to reach for this goal, died one year before Rohn achieved it at age 31.

Rohn was invited by a friend to come and tell his "rags-to-riches" story to his rotary club. He accepted and titled his talk "Idaho farm boy makes it to Beverly Hills." The talk went so well that soon others began asking him to speak at various luncheons and other events. In 1963, at the Beverly Hills Hotel, he gave his first public seminar. He then began presenting seminars all over the country, telling his story and teaching the personal development philosophy he felt had led to his accomplishments.

Throughout the '70s, Rohn conducted a number of seminars for the management and employees of the Marketing Dept. of Standard Oil (California) which now does business as Chevron Corporation. At the same time, he conducted a personal development business called "Adventures in Achievement" which featured both live seminars as well as personal development workshops. Ultimately, he presented seminars worldwide for more than 40 years.

Tony Robbins who worked for Rohn in the late '70s, was mentored by Rohn during the early years of his career. Others who credit Rohn for his influence on their careers include authors Mark Victor Hansen and Jack Canfield (Chicken Soup book series), author/lecturer Brian Tracy, T. Harv Eker, author/teacher Vincent's Genesius Evans, from Indonesia. Rohn's last protege was leadership/motivational speaker Chris Widener, who continues Rohn's legacy teaching Twelve Pillars Seminars based on Widener and Rohn's book (Rohn's last), the Twelve Pillars of Success. Widener and Rohn worked together from 2002 until Mr. Rohn's death.

Rohn was the recipient of the 1985 National Speakers Association CPAE Award for excellence in speaking. He is also the author of 17 different books, audio and video programs.

Death[link]

Jim Rohn died of pulmonary fibrosis after an 18-month battle on December 5, 2009 in West Hills, California.^[1]

[edit] Five Major Pieces To the Life Puzzle

Rohn's book Five Major Pieces to the Life Puzzle, published in 1991,^[2] was built around what he considered the five components of success:

• Philosophy - how you think
• Attitude - how you feel
• Action - what you do
• Results - measure often to see if you are making progress
• Lifestyle - the kind of life you can make for yourself out of the first four pieces

See also[link]

• Personal development
• Motivational speaking

References[link]

External links[link]

• Jim Rohn official website
• Jim Rohn official FaceBook page
• Jim Rohn's biography at Woopidoo biographies
• 70 Jim Rohn Quotations at BrainyQuote.com

This article relies on references to primary sources or sources affiliated with the subject, rather than references from independent authors and third-party publications. Please add citations from reliable sources. (March 2012)

Philip Kotler
Born	(1931-05-27) May 27, 1931 (age 81) Chicago, Illinois
Nationality	American
Occupation	Marketing Professor and Consultant
Signature

Philip Kotler (born 27 May 1931 in Chicago) is an American academic focused on marketing. The author of Marketing Management among dozens of other textbooks and books, he is the S.C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management at Northwestern University.^[1] The nine volume Legends in Marketing: Philip Kotler published in 2012 collects over 150 of his articles, with critical commentary.

Notes[link]

References[link]

"Guru" books that contain a complete chapter on Professor Kotler's contributions and accomplishments:

• Stuart Crainer (1998) The Ultimate Book of Business Gurus: 110 Thinkers Who Really Made a Difference (New York: AMACOM).

• Carol Kennedy (1998) Guide to the Management Gurus: Shortcuts to the Ideas of Leading Management Thinkers (London: Century Business).

• Marcia Layton Turner (2000) How to Think Like the World's Greatest Marketing Minds (New York: McGraw-Hill).

• Tom Brown, Stuart Crainer, Des Dearlove, and Jorge N. Rodrigues (2002) Business Minds (London: Financial Times/Prentice-Hall).

External links[link]

• Philip Kotler biography at Kellogg School of Management
• Kotler’s Business Educators Member Profile