Kotler's Greatest Hits
Philip Kotler’s first book, Marketing Management: Analysis, Planning, Implementation and Control (Prentice-Hall, 1967), made him a business star around the globe. Since then the Kellogg professor has written or coauthored 35 more books and 125 articles that have transformed the marketing world. Here is a look at some of these books and the ideas they contain:
High Visibility: The Making and Marketing of Professionals into Celebrities (Dodd, Mead & Co., 1987) with Irving Rein, professor of communication studies, and Martin Stoller (C84, GC87, 89), professor of crisis management. Looks at the celebrity-making industry and examines how people are marketed.
“Why is high visibility important? In an increasingly competitive marketplace, it is the single factor that explains the difference between a merely competent surgeon and one who earns seven figures and appears on talk shows to plug his or her latest book. … Understanding the high-visibility process can also explain why some celebrities capture the spotlight and then fade almost instantly while others, such as Madonna, reappear in new forms.”
Marketing for Congregations: Choosing to Serve People More Effectively (Abingdon Press, 1992) with Gustave Rath, professor emeritus in the School of Education and Social Policy, Norman Shawchuck and Bruce Wrenn. Urges religious leaders to use marketing concepts and tools to analyze what their congregations can offer to the vast number of people who have unmet spiritual and affiliation needs.
“Most of the 300,000 churches in America are not satisfying their congregations and more people are becoming unchurched citizens. Many churches and synagogues have lost touch with their constituents.”
Marketing Places: Attracting Investment, Industry, and Tourism to Cities, States, and Nations (Free Press, 1993) with Donald H. Haider, professor of public management, and Irving Rein. Uses marketing principles to help cities, regions and countries compete for investment and tourists.
“First, it (the community) must assure that basic services are being provided and infrastructure maintained to the satisfaction of its citizens, businesses, and visitors. Second, the place may need new attractions to improve the quality of life to sustain current business and public support and to attract new investment, businesses, or people. Third, the community needs to communicate its improved features and life quality through a vigorous image and communication program. Finally, the place must generate support from its citizens, leaders, and current institutions for making the place hospitable and enthusiastic about attracting new companies, investment, and visitors to its community.”
Standing Room Only: Strategies for Marketing the Performing Arts (Harvard Business School Press, 1997) with Joanne Scheff (KSM92), adjunct professor of arts management. Suggests that performing arts groups can attract audiences and build loyalty through marketing.
“Artistic productions must be communicated creatively to potential audience members. Performing arts organizations must shift from a pure product focus to one that balances the artistic decision-making process with audience needs and preferences.”
Kotler on Marketing: How to Create, Win, and Dominate Markets (Free Press, 1999). Advises managers on finding, winning and keeping customers in a rapidly changing world.
“It is no wonder that many CEOs complain that their marketing isn’t working. ... One reason is that they are spending more on the same old type of marketing. … The premium will go to those companies that invent new ways to create, communicate, and deliver value to their target markets.”
Social Marketing: Improving the Quality of Life (Sage, 2002) with Nancy Lee and Eduardo Roberto. Outlines the most successful approaches to encouraging positive changes in behavior such as avoiding hard drugs and tobacco and adopting healthful behaviors.
“Unfortunately, many social change campaigns accomplish little, and this fact can breed widespread cynicism among social reformers and citizens. … The campaigns may not have targeted the appropriate audience, the reform message may not have been sufficiently motivating, the individuals, and groups, or populations that were targeted … were not given a way to respond constructively, or a campaign may have been underfunded.”
Marketing Moves: A New Approach to Profits, Growth, and Renewal (Harvard Business School Press, 2002) with Dipak C. Jain, dean of the Kellogg School of Management, and Suvit Maesincee. Presents a radically new marketing paradigm, called holistic marketing, arising from the emergence of electronic connectivity and interactivity among companies, customers and collaborators.
“In today’s world, customers are scarce — not products
— and classic marketing needs to be deconstructed, redefined,
and broadened to reflect this new reality.”