Chapter 1 NOTES
Chapter 1 NOTES ::: 1 Sam Hill and Glenn Rifkin, Radical Marketing (New York: Impact of Market Structure, Firm Structure, Strategy and HarperBusiness, 1999); Gerry Khermouch, “Keeping the Froth Market Orientation Culture on Dimensions of Business on Sam Adams,” BusinessWeek, September 1, 2003, pp. 54–56. Performance,” Journal of the Academy of Marketing Science 24, 2 American Marketing Association, 2004. no. 1 (1996): 27–43; Rohit Deshpande and John U. Farley, 3 Peter Drucker, Management: Tasks, Responsibilities, Practices “Measuring Market Orientation: Generalization and Synthesis,” (New York: Harper and Row, 1973), pp. 64–65. Journal of Market-Focused Management 2 (1998): 213–232. 4 Philip Kotler, “Dream Vacations: The Booming Market for 19 John C. Narver, Stanley F. Slater, and Douglas L. MacLachlan, Designed Experiences,” The Futurist (October 1984): 7–13; B. “Total Market Orientation, Business Performance, and Joseph Pine II and James Gilmore, The Experience Economy Innovation,” Working Paper Series, Marketing Science Institute, (Boston: Harvard Business School Press, 1999); Bernd Schmitt, Report No. 00-116, 2000, pp. 1–34. See also, Ken Matsuno and Experience Marketing (New York: Free Press, 1999). John T. Mentzer, “The Effects of Strategy Type on the Market 5 Irving J. Rein, Philip Kotler, and Martin Stoller, High Visibility Orientation–Performance Relationship,” Journal on Marketing (Chicago: NTC Publishers, 1998). (October 2000): 1–16. 6 Philip Kotler, Irving J. Rein, and Donald Haider, Marketing 20 John R. Brandt, “Dare to Be Different,” Chief Executive,May Places: Attracting Investment, Industry, and Tourism to Cities, 2003, pp. 34–38. States, and Nations (New York: Free Press, 1993); and Philip 21 Christian Homburg, John P.Workman Jr., and Harley Krohmen, Kotler, Christer Asplund, Irving Rein, Donald H.
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