Media Selling

Television, Print, Internet, Radio

Charles Warner

• Éditeur: Wiley-Blackwell
• Année: 2011
• ISBN:
  9781444359275
• Édition: 4
• Sujet: Business
• Sous-sujet: Media & Communications Industry

This newly revised and updated edition of Media Selling addresses the significant changes that have taken place in media industries over the last few years, while continuing as a seminal resource for information on media sales.

• A classic in this field, this book has long served students and professionals in broadcasting and media industries as an indispensable tool for learning, training, and mastering sales techniques for electronic media
  
• Addresses the unprecedented consolidation and sweeping change faced by media industries in recent years, and now features greatly expanded coverage of the Internet, including video streaming and the impact of social network sites
  
• Covers a broad span of media industries and issues, including: electronic media, newspapers, magazines, outdoor/billboard promotion, sales ethics, emotional intelligence, and interactive media selling
  
• Fully updated to include much greater focus on national and international media sales issues, as well as expanded coverage of network-level selling, product placement, sales promotion use of market data

Part I
The Marketing/Media Ecology and Personal Selling

• 1 The Marketing/Media Ecology
• 2 Selling: Assumptions, Approaches, and Types of Selling
• 3 Sales Ethics
• 4 The AESKOPP System of Selling

1
The Marketing/Media Ecology

Charles Warner

1. What Is Marketing?
2. Some Brief Economic History
3. The Marketing Concept
4. What Is Advertising?
5. The Media

The media are integral elements of America’s economy and of the marketing process that is vital to that economy’s vigor. Consumer demand (and spending) are what drives the economy, and it is marketing and advertising that fuel consumer demand. Advertising is a major component of marketing and it is through the media that consumers receive advertising messages about products. If any one of the three elements (marketing, advertising, and the media) is not healthy, the other two cannot thrive. This chapter will examine the interdependent relationships among marketing, advertising, and the media.

What Is Marketing?

In his influential book, The Practice of Management, Peter Drucker, “the Father of Modern Management,” presented and answered a series of simple, straightforward questions. He asked, “What is a business?” The most common answer, “An organization to make a profit,” is not only false; it is also irrelevant to Drucker. If we want to know what a business is, we have to start with its purpose. “There is only one valid definition of business purpose: to create a customer,” Drucker wrote.

Drucker pointed out that businesses create markets for products: “There may have been no want at all until business action created it – by advertising, by salesmanship, or by inventing something new. In every case it is a business action that creates a customer.” Furthermore, he said, “What a business thinks it produces is not of first importance – especially not to the future of the business and to its success.” “What the customer thinks he is buying, what he considers ‘value,’ is decisive – it determines what a business is, what it produces and whether it will prosper.” Finally, Drucker said, “Because it is its purpose to create a customer, any business enterprise has two – and only these two – basic functions: marketing and innovation.”¹

Notice that Drucker did not mention production, manufacturing, or distribution, but only customers. That is what marketing is – a customer-focused business approach. The production-oriented business produces goods and then tries to sell them; the customer-oriented business produces goods that it knows will sell, not that might sell.

Another leading theorist, former Harvard Business School Professor Theodore Levitt, wrote an article in 1960 titled “Marketing myopia” that is perhaps the most influential single article on marketing ever published. Levitt claims that the railroads went out of business “not because the need [for passenger and freight transportation] was filled by others . . . but because it was not filled by the railroads themselves. They let others take customers away from them because they assumed themselves to be in the railroad business rather than in the transportation business.”² In other words, they failed because they did not know how to create a customer; they were not marketing-oriented. Where would makers of buggy whips be today if they had decided they were in the vehicle acceleration business or in the transportation accessory business instead of being in the buggy whip business?

Levitt cited the problems Detroit’s car manufacturers were having in 1960 and would have in the future – they were too production oriented. When American automobile makers researched the needs of their customers, they merely found out customers’ preferences among existing products. Japanese automobile makers did the right research in the 1970s and gave these customers what they really wanted and still are doing so today, as evidenced by the fact that Toyota has become the world’s number-one car manufacturer.

As a result of the customer-oriented, marketing approach espoused by Drucker, Levitt, and other leading management and business writers, many companies asked themselves the question, “What business are we in?” and subsequently changed their direction. They began to have a heightened sensitivity to customers and began to change the old attitude of “Let’s produce this product because we’ve discovered how to make it.”

In today’s economy the customer rules and any company that does not put their customers on a pedestal and make raving fans of them will disappear from the business landscape as fast as so many of the dot.coms did.

Some Brief Economic History

From the beginning of the eighteenth century to the latter part of the nineteenth century, America had little or no mass-production capability. People devoted their time to producing agricultural goods, building manufacturing capacity, and developing commerce. They concentrated on inventing and manufacturing products. It was the era of production.

By the beginning of the twentieth century, the population had spread out from the East Coast, manufacturing had become efficient, and surpluses had developed. The basic problem shifted from one of production to one of distribution – getting the plentiful goods to people. Thus, in response to the new challenge, businesses developed new distribution systems: mail-order houses (the beginning of Sears, Roebuck and Company), chain stores, wholesalers and distributors, and department stores. It was the era of distribution.

When the 1920s came roaring in, the problem changed from one of supply to one of demand. Mass production and mass distribution were in place and an abundance of goods was produced and distributed. The problem now was to convince consumers to buy what was available. Enter the era of selling, as businesses attempted to create a demand for the products they had produced and distributed with more intensive selling techniques and advertising. Manufacturers made deceptive and extravagant promises about products, and high-pressure selling tactics were common, especially during the Depression in the 1930s as businesses became more desperate to sell their products.

After World War II, businesses had no trouble selling whatever was made. Consumers released their pent-up demand for goods built up during the years when manufacturing capacity was directed toward supplying the war effort. However, by the 1950s, consumers were beginning to be particular and to demand more choices; they wanted what they wanted, not what manufacturers happened to want to produce. The era of marketing had begun. Those businesses, such as IBM and General Electric, that recognized the shift in consumer attitudes adopted a consumer-driven approach and survived; those that did not, such as the Pennsylvania Railroad, disappeared.

As has been widely reported, we are now in the era of information. Those businesses that can provide, distribute, organize, access, and create information are the ones that are growing rapidly. Google is an information era company that, by creating popular search technology, has more market capitalization than General Motors or Ford, older production-oriented companies. The Internet is the ultimate distribution channel for information and has become an integral part of most companies’ marketing efforts.

The Marketing Concept

The fundamental concept underlying marketing is that of consumer orientation; however, just because a business is consumer oriented doesn’t automatically ensure its competitive survival. Two other ideas must accompany consumer orientation for the marketing concept to be complete: profit and internal organization.

To continue to be sensitive to consumer needs, a business must also stay in business by making a profit. Although Drucker pointed out that profit is not the purpose of a business, profits are still the fuel that keeps the machines of business running; thus, profits are a necessary ingredient in the marketing concept.

To serve consumers, businesses must be organized internally to do so. The efforts of a number of functional areas or departments have to be coordinated so that all of them have the same goal – to create customers by serving the customers’ needs.

When the marketing era evolved in the 1950s, many marketing-oriented companies, such as Procter and Gamble (P&G), realized they had to change their internal organizational structure to accommodate their change in corpo...