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CONTENTS
Preface xvi Growing share of customer 19

About the authors xxi Building customer equity 19
Acknowledgements xxiii The changing marketing landscape 21
The digital age: online, mobile and social
Part 1: Defining marketing media marketing 21
Social media marketing 22
and the marketing process 1
Mobile marketing 23
Chapter 1 Marketing: creating The changing economic environment 23
customer value and engagement 2 The growth of not-for-profit marketing 24
Chapter preview 2 Rapid globalisation 25
Objectives outline 2 Sustainable marketing – the call for more
environmental and social responsibility 25
What is marketing? 4
So, what is marketing? Pulling it all together 26
Marketing defined 5
Objectives review and key terms 28
The marketing process 5
Navigating the key terms 29
Understanding the marketplace and customer
needs 6 Discussion and critical thinking 30
Customer needs, wants and demands 6 Discussion questions 30
Market offerings – products, services and Critical-thinking exercises 30
experiences 6 Mini-cases and applications 30
Customer value and satisfaction 7 Online, mobile and social media marketing:
Exchanges and relationships 8 Xbox One 30
Markets 8 Marketing ethics: extreme baby monitoring 30
Designing a customer value-driven Marketing by the numbers: consumers
marketing strategy 9 rule! 31
Selecting customers to serve 9 References 31
Choosing a value proposition 9 Company case: Pegasus Airlines: delighting
a new type of travelling customer 33
Marketing management orientations 10
Preparing an integrated marketing plan
and programme 13 Chapter 2 Company and marketing
Building customer relationships 13 strategy: partnering to build customer
Customer relationship management 13 engagement, value and relationships 36
Engaging customers 16 Chapter preview 36
Partner relationship management 18 Objectives outline 36
Capturing value from customers 18 Company-wide strategic planning:
Creating customer loyalty and defining marketing’s role 38
retention 19 Defining a market-oriented mission 39
vii
Contents
Setting company objectives and goals 40 The macroenvironment 73

Designing the business portfolio 41 The demographic environment 74
Planning marketing: partnering to build Geographic shifts in population and
customer relationships 45 market diversity 79
Partnering with other company departments 45 The economic environment 82
Partnering with others in the marketing The natural environment 85
system 46 The technological environment 86
Marketing strategy and the marketing mix 47 The political and social environment 88
Customer value-driven marketing strategy 47 The cultural environment 90
Developing an integrated marketing mix 49 Responding to the marketing environment 92
Managing the marketing effort 51 Objectives review and key terms 93
Marketing analysis 51 Navigating the key terms 94
Marketing planning 52 Discussion and critical thinking 94
Marketing implementation 52 Discussion questions 94
Marketing department organisation 54 Critical-thinking exercises 94
Marketing control 54 Mini-cases and applications 94
Measuring and managing marketing return Online, mobile and social media marketing:
on investment 55 social data 94
Objectives review and key terms 56 Marketing ethics: television isn’t what it used
Navigating the key terms 57 to be 95
Discussion and critical thinking 58 Marketing by the numbers: tiny markets 95
Discussion questions 58 References 96
Critical-thinking exercises 58 Company case: The era of cheap chic for
Mini-cases and applications 58 Primark 98
Online, mobile and social media marketing:
the PC-osaurus 58
Marketing ethics: digital dark side 58
Chapter 4 Managing marketing information
Marketing by numbers: profitability 59
to gain customer insights 102
References 59 Chapter preview 102
Company case: Lego: one more brick Objectives outline 102
in the wall? 60 Marketing information and customer insights 104
Marketing information and today’s ‘big data’ 105
Managing marketing information 105
Part 2: Understanding the Assessing marketing information needs 106
marketplace and consumers 65 Developing marketing information 107
Internal data 107
Chapter 3 Analysing the marketing Competitive marketing intelligence 107
environment 66
Marketing research 109
Chapter preview 66 Defining the problem and research objectives 110
Objectives outline 66 Developing the research plan 110
The microenvironment 70 Gathering secondary data 111
The company 70 Primary data collection 112
Suppliers 70 Implementing the research plan 121
Marketing intermediaries 71 Interpreting and reporting the findings 121
Competitors 71 Analysing and using marketing information 122
Publics 72 Customer relationship management and
Customers 72 mining big data 122
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Contents
Distributing and using marketing Influence of product characteristics on rate

information 123 of adoption 159
Other marketing information considerations 124 Objectives review and key terms 160
Marketing research in small businesses and Navigating the key terms 161
non-profit organisations 124 Discussion and critical thinking 161
International marketing research 125 Discussion the concepts 161
Public policy and ethics in marketing Critical-thinking exercises 161
research 126 Mini-cases and applications 162
Objectives review and key terms 128 Online, mobile and social media marketing:
Navigating the key terms 129 digital influencers 162
Discussion and critical thinking 129 Marketing ethics: liquid gold 162
Discussion questions 129 Marketing by the numbers: evaluating
Critical-thinking exercises 129 alternatives 162
Mini-cases and applications 129 References 163
Online, mobile and social media marketing: Company case: Porsche: guarding the old while
you are what you like 129 bringing in the new 164
Marketing ethics: research ethics 130
Marketing by the numbers: sample size 130
Chapter 6 Business markets and
References 130
business buyer behaviour 168
Company case: Holland & Barret by Dr Eleri Chapter preview 168
Rosier, Cardiff Business School 132 Objectives outline 168
Business markets 170
Chapter 5 Consumer markets and Market structure and demand 171
buyer behaviour 136
Nature of the buying unit 171
Chapter preview 136 Types of decisions and the decision
Objectives outline 136 process 172
Model of consumer behaviour 139 Business buyer behaviour 172
Characteristics affecting consumer Major types of buying situations 173
behaviour 140 Participants in the business buying
Cultural factors 140 process 174
Social factors 144 Major influences on business buyers 175
Personal factors 147 The business buying process 176
Psychological factors 150 E-procurement and online purchasing 179
Types of buying decision behaviour 153 Institutional and government markets 180
Complex buying behaviour 153 Institutional markets 180
Dissonance-reducing buying behaviour 154 Government markets 181
Habitual buying behaviour 154 Objectives review and key terms 182
Variety-seeking buying behaviour 155 Navigating the key terms 183
The buyer decision process 155 Discussion and critical thinking 183
Need recognition 155 Discussion questions 183
Information search 156 Critical-thinking exercises 183
Evaluation of alternatives 156 Mini-cases and applications 184
Purchase decision 157 Online, mobile and social media marketing:
Post-purchase behaviour 157 e-procurement and mobile procurement 184
The buyer decision process for new products 158 Marketing ethics: commercial bribery 184
Stages in the adoption process 158 Marketing by the numbers: salespeople 184
Individual differences in innovativeness 158 References 184
ix
Contents
Company case: Industrial Internet at General Products, services and experiences 227
Electric: why B-to-B doesn’t stand for Levels of product and services 227
‘boring-to-boring’ by Andrew Pressey, Birmingham Product and service classifications 228
Business School 185
Product and service decisions 231
Individual product and service decisions 231
Product line decisions 235
Part 3: Designing a customer Product mix decisions 236
value-driven strategy and mix 189 Services marketing 237
Chapter 7 Customer-driven marketing The nature and characteristics of a service 237
strategy: creating value for target Marketing strategies for service firms 238
customers 190 Branding strategy: building strong brands 243
Brand equity 243
Chapter preview 190
Building strong brands 244
Objectives outline 190
Managing brands 251
Market segmentation 194
Segmenting consumer markets 194
Segmenting business markets 200
Discussion and critical thinking 254
Segmenting international markets 201
Discussion questions 254
Requirements for effective segmentation 202
Critical-thinking exercises 254
Market targeting 203
Mini-cases and applications 254
Evaluating market segments 203
Selecting target market segments 203 keeping tabs on Fido’s health 254
Differentiation and positioning 209 Marketing ethics: $450 Starbucks gift card 254
Positioning maps 209 Marketing by the numbers: Pop-Tarts gone nutty! 255
Choosing a differentiation and positioning References 255
strategy 209
Company case: John Lewis: Middle England’s
Communicating and delivering the chosen retailer of choice 257
position 215
Chapter 9 New product development
and product life-cycle strategies 260
Discussion questions 217 Chapter preview 260
Critical-thinking exercises 217 Objectives outline 260
Mini-cases and applications 217 New product development strategy 263
Online, mobile and social media marketing: New product development process 263
SoLoMo (Social + Local + Mobile) 217 Idea generation 263
Marketing ethics: unrealistic bodies 218 Idea screening 266
Marketing by the numbers: USAA 218 Concept development and resting 267
References 218 Marketing strategy development 268
Company case: Asos: fast fashion for fast Business analysis 269
consumers 220 Product development 269
Test marketing 270
Chapter 8 Products, services and brands: Commercialisation 270
building customer value 224 Managing new product development 271
Chapter preview 224 Customer-centred new product development 271
Objectives outline 224 Team-based new product development 272
What is a product? 226 Systematic new product development 273
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Contents
New product development in turbulent times 274 Online, mobile and social media marketing:
Product life-cycle strategies 274 online price tracking 307
Introduction stage 277 Marketing ethics: psychology of mobile payments 308
Growth stage 277 Marketing by the numbers: reseller margins 308
Maturity stage 278 References 308
Decline stage 279 Company case: Cath Kidston: nostalgic fantasy
Additional product and service considerations 280 that creates value for consumers 309
Product decisions and social responsibility 280
International product and services marketing 280 Chapter 11 Pricing strategies: additional
Objectives review and key terms 283 consideration 312
Chapter preview 312
New product pricing strategies 314
Market-skimming pricing 314
Market-penetration pricing 315
Product mix pricing strategies 315
Reading Rainbow app 284
Product line pricing 315
Marketing ethics: orphan drugs 285
Optional-product pricing 316
Marketing by the numbers: dental house calls 285
Captive-product pricing 316
References 285
By-product pricing 317
Company case: Reckitt Benckiser: building a
brand powerhouse 287 Product bundle pricing 317
Price adjustment strategies 318
Discount and allowance pricing 318
Chapter 10 Pricing: understanding Segmented pricing 318
and capturing customer value 290 Psychological pricing 319
Chapter preview 290 Promotional pricing 320
Objectives outline 290 Geographical pricing 321
What is a price? 292 Dynamic and Internet pricing 322
Major pricing strategies 293 International pricing 324
Customer value-based pricing 293 Price changes 325
Cost-based pricing 296 Initiating price changes 325
Competition-based pricing 299 Responding to price changes 327
Other internal and external considerations Public policy and pricing 328
affecting price decisions 301 Pricing within channel levels 328
Overall marketing strategy, objectives Pricing across channel levels 329
and mix 301 Objectives review and key terms 330
Organisational considerations 302 Navigating the key terms 332
The market and demand 302 Discussion and critical thinking 332
The economy 304 Discussion questions 332
Other external factors 305 Critical-thinking exercises 332
Objectives review and key terms 305 Mini-cases and applications 332
Navigating the key terms 307 Online, mobile and social media marketing:
Discussion and critical thinking 307 online price glitches 332
Discussion questions 307 Marketing ethics: airfare pricing 333
Critical-thinking exercises 307 Marketing by the numbers: Louis Vuitton
Mini-cases and applications 307 price increase 333
xi
Contents
References 333 References 368

Company case: Coach: riding the wave of Company case: Amazon and P&G:
premium pricing 335 taking channel partnering to a new level 369
Chapter 12 Marketing channels:

delivering customer value 338 Chapter 13 Retailing and wholesaling 372
Chapter preview 338 Chapter preview 372

Objectives outline 338 Objectives outline 372
Supply chains and the value delivery network 340 Retailing 375
The nature and importance of marketing channels 341 Types of retailers 375
How channel members add value 343 Retailer marketing decisions 381
Number of channel levels 344 Retailing trends and developments 386
Channel behaviour and organisation 345 Wholesaling 393
Channel behaviour 346 Types of wholesalers 394
Vertical marketing systems 347 Wholesaler marketing decisions 395
Horizontal marketing systems 349 Trends in wholesaling 397
Multi-channel distribution systems 349 Objectives review and key terms 398
Changing channel organisation 350 Navigating the key terms 399
Channel design decisions 351 Discussion and critical thinking 399
Analysing consumer needs 352 Applying the concepts 399
Setting channel objectives 352 Critical-thinking exercises 399
Identifying major alternatives 353 Mini-cases and applications 399
Evaluating the major alternatives 354 Online, mobile and social media marketing:
local retailers 399
Designing international distribution channels 354
Marketing ethics: marketplace fairness 400
Channel management decisions 356
Marketing by the numbers: stockturn rate 400
Selecting channel members 356
References 400
Managing and motivating channel members 356
Company case: Auchen: maybe Walmart
Evaluating channel members 357
is not unbeatable after all? 402
Public policy and distribution decisions 357
Marketing logistics and supply chain
management 358 Chapter 14 Engaging customers and
Nature and importance of marketing logistics 358 communicating customer value: integrated
Goals of the logistics system 359 marketing communications strategy 406
Major logistics functions 360 Chapter preview 406
Integrated logistics management 363 Objectives outline 406
Objectives review and key terms 365 The promotion mix 408
Navigating the key terms 366 Integrated marketing communications 409
Discussion and critical thinking 366 The new marketing communications model 409
Discussion questions 366 The need for integrated marketing
Critical-thinking exercises 367 communications 411
Mini-cases and applications 367 A view of the communication process 412
Online, mobile and social media marketing: Steps in developing effective marketing
self-publishing 367 communication 414
Marketing ethics: supplier safety 367 Identifying the target audience 414
Marketing by the numbers: Tyson Determining the communication objectives 414
expanding distribution 368 Designing a message 415
xii
Contents
Message content 416 Online, mobile and social media marketing:

Choosing the communication Facebook audience network 457
channels and media 417 Marketing ethics: Amazon’s dronerama 458
Selecting the message source 419 Marketing by the numbers: C3, CPM and CPP 458
Collecting feedback 419 References 459
Setting the total promotion budget and mix 420 Company case: Public relations and customer
Setting the total promotion budget 420 engagement at Coca-Cola: from impressions to
Shaping the overall promotion mix 421 expressions to transactions 461
Integrating the promotion mix 424
Socially responsible marketing communication 424 Chapter 16 Personal selling and sales
Advertising and sales promotion 425 promotion 464
Personal selling 425 Chapter preview 464
Objectives review and key terms 426 Objectives outline 464
Navigating the key terms 427 Personal selling 466
Discussion and critical thinking 427 The nature of personal selling 467
Discussion questions 427 The role of the sales force 468
Critical-thinking exercises 427 Managing the sales force 470
Mini-cases and applications 427 Designing sales force strategy and structure 470
Online, mobile and social media: marketing Recruiting and selecting salespeople 474
native advertising 427
Training salespeople 475
Marketing ethics: racist promotion? 428
Compensating salespeople 476
Marketing by the numbers:
Supervising and motivating salespeople 477
advertising-to-sales ratios 428
Evaluating salespeople and sales force
References 428
performance 478
Company case: Red Bull: a different kind of
Social selling: online, mobile and social
integrated campaign 429
media tools 479
The role of salespeople in a digital and
Chapter 15 Advertising and public relations 434 social media age 480
Chapter preview 434 The new digital selling environment 481
Objectives outline 434 The personal selling process 482
Advertising 437 Steps in the selling process 482
Setting advertising objectives 438 Personal selling and managing customer
Setting the advertising budget 440 relationships 485
Developing advertising strategy 441 Sales promotion 486
Evaluating advertising effectiveness and The rapid growth of sales promotion 486
the return on advertising investment 451 Sales promotion objectives 486
Other advertising considerations 452 Major sales promotion tools 487
Public relations 454 Developing the sales promotion programme 492
The role and impact of PR 454 Objectives review and key terms 492
Major public relations tools 455 Navigating the key terms 493
Objectives review and key terms 456 Discussion and critical thinking 494
Navigating the key terms 457 Discussion questions 494
Discussion and critical thinking 457 Critical-thinking exercises 494
Discussion questions 457 Mini-cases and applications 494
Critical-thinking exercises 457 Online, mobile and social media marketing:
Mini-cases and applications 457 sales promotions 494
xiii
Contents
Marketing ethics: drug dealing 494 Part 4: Extending marketing 533

Marketing by the numbers: sales force analysis 495
References 495 Chapter 18 Creating competitive
Company case: HP: overhauling a vast advantage 534
corporate sales force 497 Chapter preview 534
Chapter 17 Direct, online, social media Competitor analysis 537
and mobile marketing 500 Identifying competitors 537
Assessing competitors 538
Chapter preview 500
Selecting competitors to attack and avoid 540
Designing a competitive intelligence system 542
Direct and digital marketing 502
Competitive strategies 543
The new direct marketing model 503
Approaches to marketing strategy 543
Rapid growth of direct and digital marketing 503
Basic competitive strategies 544
Benefits of direct and digital marketing to
buyers and sellers 504 Competitive positions 546
Forms of direct and digital marketing 505 Market leader strategies 546
Digital and social media marketing 506 Market challenger strategies 549
Marketing, the Internet and the digital age 506 Market follower strategies 550
Online marketing 507 Market nicher strategies 550
Social media marketing 511 Balancing customer and competitor orientations 551
Mobile marketing 514 Objectives review and key terms 552
Traditional direct marketing forms 516 Navigating the key terms 553
Direct-mail marketing 516 Discussion and critical thinking 553
Catalogue marketing 517 Discussion questions 553
Telemarketing 518 Critical-thinking exercises 554
Direct-response television marketing 518 Mini-cases and applications 554
Kiosk marketing 519 Online, mobile and social media: marketing
social logins 554
Public policy issues in direct and
digital marketing 520 Marketing ethics 554
Irritation, unfairness, deception and fraud 520 Marketing by the numbers 554
Consumer privacy 521 References 555
A need for action 521 Company case: Amazon’s Kindle Fire versus
Apple’s iPad: let battle commence! 556
Chapter 19 The global marketplace 560
Chapter preview 560
Global marketing today 562
Looking at the global marketing
environment 564
big business for small business 525
The international trade system 564
Marketing ethics: tracking in ‘meat space’ 526
Economic environment 566
Marketing by the numbers: mobile
advertising 526 Political-legal environment 567
References 526 Deciding whether to go global 571
Company case: Ocado: taking on the Internet Deciding which markets to enter 571
giants direct 530 Deciding how to enter the market 572
xiv
CONTENTS
Exporting 572 Marketing’s impact on individual consumers 594

Joint venturing 574 Marketing’s impact on society as a whole 599
Direct investment 575 Marketing’s impact on other businesses 601
Deciding on the global marketing programme 576 Consumer actions to promote sustainable
Product 577 marketing 602
Promotion 578 Consumerism 602
Price 579 Environmentalism 603
Distribution channels 580 Public actions to regulate marketing 607
Deciding on the global marketing Business actions towards sustainable marketing 607
organisation 581 Sustainable marketing principles 607
Objectives review and key terms 582 Marketing ethics 610
Navigating the key terms 583 The sustainable company 613
Discussion and critical thinking 583 Objectives review and key terms 613
Discussion questions 583 Navigating the key terms 614
Critical-thinking exercises 583 Discussion and critical thinking 614
Mini-cases and applications 583 Discussion questions 614
Online, mobile and social media: marketing Critical-thinking exercises 615
Russian e-commerce 583 Mini-cases and applications 615
Marketing ethics: India’s bitter pill 584 Online, mobile and social media marketing:
Marketing by the numbers 584 teenagers and social media 615
References 585 Marketing ethics: pricey deal? 615
Company case: IKEA: making life better for the Marketing by the numbers: the cost of
world’s many people 587 sustainability 615
References 616
Chapter 20 Social responsibility Company case: Unilever: a prototype for
tomorrow’s company? 618
and ethics 590
Chapter preview 590 Appendix 1: Marketing plan 621
Objectives outline 590 Appendix 2: Marketing by the numbers 632
Sustainable marketing 593 Glossary 650
Social criticisms of marketing 594 Index 662
Companion Website ON THE

WEBSITE
For open-access student resources specifically written
to complement this textbook and support your learning,
please visit www.pearsoned.co.uk/kotler
Lecturer Resources
For password-protected online resources tailored to support
the use of this textbook in teaching, please visit
www.pearsoned.co.uk/kotler
xv
PREFACE
The Seventh European Edition of Principles of

Marketing setting the standard in undergraduate
marketing education
Principles of Marketing is the most-trusted source for teaching and learning basic marketing
concepts and practices. More than ever, the Seventh European Edition introduces new mar-
keting students to the fascinating world of modern marketing in an innovative, complete and
authoritative yet fresh, practical and enjoyable way. In this Seventh European Edition, we’ve
once again added substantial new content and pored over every page, table, figure, fact and
example in order to keep this the best text from which to learn about and teach marketing.
Enhanced by the Companion Website, which includes, among other resources, videos and
questions, the Seventh European Edition of Principles of Marketing remains the world standard
in introductory and marketing education.
Marketing: creating customer value and

engagement in the digital and social age
Top marketers share a common goal: putting the consumer at the heart of marketing. Today’s
marketing is all about creating customer value and engagement in a fast-changing, increasingly
digital and social, marketplace.
Marketing starts with understanding consumer needs and wants, determining which target
markets the organisation can serve best, and developing a compelling value proposition by
which the organisation can attract and grow valued consumers. Then, more than just making a
sale, today’s marketers want to engage customers and build deep customer relationships that
make their brands a meaningful part of consumers’ conversations and lives. In this digital age,
to go along with their tried-and-true traditional marketing methods, marketers have a dazzling
set of new customer relationship-building tools – from the Internet, smartphones and tablets,
to online, mobile and social media – for engaging customers any time, any place to shape
brand conversations, experiences and community. If marketers do these things well, they will
reap the rewards in terms of market share, profits and customer equity. In the Seventh Euro-
pean Edition of Principles of Marketing, you’ll learn how customer value and customer engage-
ment drive every good marketing strategy.
xvi
Preface
What’s new in the Seventh European Edition?

● More than any other developments, sweeping new online, social media, mobile and other
digital technologies are now affecting how marketers, brands and customers engage each
other. The new edition features new and revised discussions and examples of the explosive
impact of exciting new digital marketing technologies shaping marketing strategy and practice
– from online, mobile and social media engagement technologies discussed in Chapters 1,
5, 13, 14, 15 and 17, to ‘real-time listening’ and ‘big data’ research tools in Chapter 4, online
influence and brand communities in Chapter 5, and location-based marketing in Chapter 7;
to the use of social media and social selling in business-to-business marketing in Chapters 6
and 16; to consumer, web, social media, mobile marketing and other new communications
technologies in Chapters 1, 5, 14, 15, 17 and throughout the text.
● A new Chapter 1 section on the digital age (online, mobile and social media marketing) in-
troduces the exciting new developments in digital and social media marketing. A completely
revised Chapter 17 on direct, online, social media and mobile marketing digs deeply into
digital marketing tools such as online sites, social media, mobile ads and apps, online video,
email, blogs and other digital platforms that engage consumers anywhere, anytime, via their
computers, smartphones, tablets, Internet-ready TVs and other digital devices. The new
edition is packed with new stories and examples illustrating how companies employ digital
technology to gain competitive advantage – from McDonald’s to new-age digital competi-
tors such as Google, Amazon, Apple, Netflix, Pinterest and Facebook.
● The new edition features completely new and revised coverage of the emerging trend to-
wards customer engagement marketing – building direct and continuous customer involve-
ment in shaping brands, brand conversations, brand experiences and brand community. The
burgeoning Internet and social media have created better informed, more connected and
more empowered consumers. Thus today’s marketers must now engage consumers rather
than interrupt them. Marketers are augmenting their mass-media marketing efforts with a
rich mix of online, mobile and social media marketing that promote deep consumer involve-
ment and a sense of customer community surrounding their brands. Today’s new customer
engagement-building tools include everything from online sites, blogs, in-person events and
video sharing to online communities and social media such as Facebook, YouTube, Pinterest,
Vine, Twitter or a company’s own social networking sites.
● In all, today’s more engaged consumers are giving as much as they get in the form of two-
way brand relationships. The new edition contains substantial new material on customer
engagement and related developments such as consumer empowerment, crowd sourc-
ing, customer co-creation, consumer-generated marketing and real-time marketing. A
new Chapter 1 section on engaging customers introduces customer engagement marketing.
This and other related customer engagement topics are presented in Chapter 1 (new or re-
vised sections on customer engagement and today’s digital and social media, and consumer-
generated marketing); Chapter 4 (big data and real-time research to gain deeper customer
insights); Chapter 5 (managing online influence and customer community through digital
and social media marketing); Chapter 13 (online, social media and digitised retailing); Chap-
ter 9 (crowdsourcing and customer-driven new-product development); Chapters 14 and 15
(the new, more engaging marketing communications model and content marketing); and
Chapter 17 (direct digital, online social media, and mobile marketing).
● The new edition continues to build on and extend the innovative customer-value frame-
work from previous editions. The customer value and engagement model presented in the
first chapter is fully integrated throughout the remainder of the book. No other marketing
text presents such a clear and compelling customer-value approach.
● The new edition provides revised and expanded coverage of developments in the
fast-changing area of integrated marketing communications. It tells how marketers are
blending traditional media with new digital and social media tools – everything from Inter-
net and mobile marketing to blogs, viral videos and social media – to create more targeted,
xvii
Preface
personal and engaging customer relationships. Marketers are no longer simply creating
integrated promotion programmes; they are practising content marketing in paid, owned,
earned and shared media. No other text provides more current or encompassing coverage
of these exciting developments.
● New material throughout the new edition highlights the increasing importance of sustain-
able marketing. The discussion begins in Chapter 1 and ends in Chapter 20, which pulls
marketing together under a sustainable marketing framework. In between, frequent discus-
sions and examples show how sustainable marketing calls for socially and environmentally
responsible actions that meet both the immediate and the future needs of customers, com-
panies and society as a whole.
● The new edition provides new discussions and examples of the growth in global marketing.
As the world becomes a smaller, more competitive place, marketers face new global mar-
keting challenges and opportunities, especially in fast-growing emerging markets such as
China, India, Brazil, Africa, and others. You’ll find much new coverage of global marketing
throughout the text, starting in Chapter 1; the topic is discussed fully in Chapter 19.
● The new edition continues its emphasis on measuring and managing return on marketing,
including many new end-of-chapter financial and quantitative marketing exercises that let
students apply analytical thinking to relevant concepts in each chapter and link chapter con-
cepts to the text’s innovative and comprehensive Appendix 2: Marketing by the numbers.
● The new edition continues to improve on its innovative learning design. The text’s ac-
tive and integrative presentation includes learning enhancements such as annotated
chapter-opening stories, a chapter-opening objectives outline, and explanatory author
comments on major chapter sections and figures. The chapter-opening material helps
to preview and position the chapter and its key concepts. Figures annotated with author
comments help students to simplify and organise material. End-of-chapter features help to
summarise important chapter concepts and highlight important themes, such as digital and
social media marketing, marketing ethics and financial marketing analysis. This innova-
tive learning design facilitates student understanding and eases learning.
● The new edition provides 20 new or revised end-of-chapter company cases by which
students can apply what they learn to actual company situations. Finally all of the
chapter-opening stories are either new or revised to maintain currency
Five major customer value and engagement themes

The Seventh European Edition of Principles of Marketing builds on five major value and cus-
tomer engagement themes.
1. Creating value for customers in order to capture value from customers in return. Today’s mar-
keters must be good at creating customer value, engaging customers, and managing customer
relationships. Outstanding marketing companies understand the marketplace and customer
needs, design value-creating marketing strategies, develop integrated marketing programmes
that engage customers and deliver value and satisfaction, and build strong customers in the
form of sales, profits and customer equity.
This innovative customer-value and engagement framework is introduced at the start
of Chapter 1, in a five-step marketing process model, which details how marketing creates
customer value and captures value in return. The framework is carefully developed in the first
two chapters and then fully integrated through the remainder of the text.
2. Customer engagement and today’s digital and social media. New digital and social media have
taken today’s marketing by storm, dramatically changing how companies and brands engage
consumers, as well as how consumers connect and influence each other’s brand behaviours.
The new edition introduces and thoroughly explores the contemporary concept of customer
engagement marketing and the exciting new digital and social media technologies that help
xviii
Preface
brands to engage customers more deeply and interactively. It starts with two major new
Chapter 1 sections: ‘Customer engagement and today’s digital and social media’ and ‘The
digital age: online, mobile and social media marketing’. A completely revised Chapter 17 on
‘Direct, online, social media and mobile marketing’ summarises the latest developments in
digital engagement and relationship-building tools. Everywhere inbetween you’ll find revised
and expanded coverage of the exploding use of digital and social tools to create customer
engagement and build brand community.
3. Building and managing strong, value-creating brands. Well-positioned brands with strong
brand equity provide the basis on which to build customer value and profitable customer re-
lationships. Today’s marketers must position their brands powerfully and manage them well
to create valued brand experiences. The new edition provides a deep focus on brands, an-
chored by a Chapter 8 section on ‘Branding strategy: building strong brands’.
4. Measuring and managing return on marketing. Especially in uneven economic times, mar-
keting managers must ensure that their marketing euros are being well spent. in the past,
many marketers spent freely on big, expensive marketing programmes, often without think-
ing carefully about the financial returns on their spending. But all that has changed rapidly.
‘Marketing accountability’ – measuring and managing marketing return on investment – has
now become an important part of strategic marketing decision making. This emphasis on
marketing accountability is addressed in Chapter 2, Appendix 2: Marketing by the numbers,
and through the new edition.
5. Sustainable marketing around the globe. As technological developments make the world
an increasingly smaller and more fragile place, marketers must be good at marketing their
brands globally and in sustainable ways. New material through the new edition emphasises
the concepts of global marketing and sustainable marketing – meeting the present needs of
consumers and businesses while also preserving or enhancing the ability of future gener-
ations to meet their needs. The new edition integrates global marketing and sustainability
topics throughout the text. It then provides focused coverage on each topic in Chapters 19
and 20 respectively.
An emphasis on real marketing and bringing

marketing to life
Principles of Marketing takes a practical marketing-management approach, providing countless
in-depth, real-life examples and stories that engage students with marketing concepts and bring
modern marketing to life. In the new edition, every chapter includes an engaging opening story
that provides fresh insights into real marketing practices. Learn how:
● Nike’s outstanding success results from more than just making and selling good sports gear.
It’s based on a customer-focused strategy through which Nike creates brand engagement
and a close brand community with and among its customers
● At T-shirt and apparel maker Life is Good, engagement and social media are about build-
ing meaningful customer engagement, measured by the depth of consumer comment and
community that surround the brand.
● Chipotle’s sustainability mission isn’t an add-on, created just to position the company as
‘socially responsible’ – doing good is ingrained in everything the company does.
● Sony ’s dizzying fall from market leadership provides a cautionary tale of what can hap-
pen when a company – even a dominant marketing leader – fails to adapt to its changing
environment.
● Netflix uses ‘big data’ to personalise each customer’s viewing experience; while Netflix sub-
scribers are busy watching videos, Netflix is busy watching them – very, very closely.
● Giant social network Facebook promises to become one of the world’s most powerful and
profitable digital marketers – but it’s just getting started.
xix
Preface
● Wildly innovative Google has become an incredibly successful new product ‘moonshot’ fac-
tory, unleashing a seemingly unending flurry of diverse products, most of which are market
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some marketers asking ‘Who needs face-to-face selling anymore?’
● Under its ’Conscious consumption’ mission, outdoor apparel and gear maker Patagonia
takes sustainability to new extremes by telling consumers to buy less.
Beyond such features, each chapter is packed with countless real, engaging and timely examples that
reinforce key concepts. No other text brings marketing to life like the new edition of Principles of
Marketing.
Learning aids that create value and engagement

A wealth of chapter-opening, within-chapter and end-of-chapter learning devices help students
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cepts, links them with previous chapter concepts, and introduces the chapter-opening story.
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ising figures.
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xx
ABOUT THE AUTHORS
Philip Kotler is S.C. Johnson & Son Distinguished Professor of International Marketing at the
Kellogg School of Management, Northwestern University. He received his master’s degree at the
University of Chicago and his PhD at MIT, both in economics. Dr Kotler is the author of Marketing
Management (Pearson), now in its fifteenth edition and the most widely used marketing textbook
in graduate schools of business worldwide. He has authored dozens of other successful books and
written more than 100 articles in leading journals. He is the only three-time winner of the coveted
Alpha Kappa Psi award for the best annual article in the Journal of Marketing.
Professor Kotler was named the first recipient of four major awards: the Distinguished Marketing
Educator of the Year Award and the William L. Wilkie ‘Marketing for a Better World’ Award both given
by the American Marketing Association; the Philip Kotler Award for Excellence in Health Care Market-
ing presented by the Academy for Health Care Services Marketing; and the Sheth Foundation Medal
for Exceptional Contribution to Marketing Scholarship and Practice. His numerous other major honours
include the Sales and Marketing Executives International Marketing Educator of the Year Award; the
European Association of Marketing Consultants and Trainers Marketing Excellence Award; the Charles
Coolidge Parlin Marketing Research Award; and the Paul D. Converse Award given by the American
Marketing Association to honour ‘outstanding contributions to science in marketing’. A recent Forbes
survey ranks Professor Kotler in the top 10 of the world’s most influential business thinkers. And in a
recent Financial Times poll of 1,000 senior executives across the world, Professor Kotler was ranked as
the fourth ‘most influential business writer/guru’ of the twenty-first century
Dr Kotler has served as chairman of the College of Marketing of the Institute of Management
Sciences, a director of the American Marketing Association, and a trustee of the Marketing Science
Institute. He has consulted with many major US and international companies in the areas of mar-
keting strategy and planning, marketing organisation and international marketing. He has travelled
and lectured extensively throughout Europe, Asia and South America, advising companies and gov-
ernments about global marketing practices and opportunities.
Gary Armstrong is Crist W. Blackwell Distinguished Professor Emeritus of Undergraduate Educa-

tion in the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. He
holds undergraduate and master’s degrees in business from Wayne State University in Detroit, and
he received his PhD in marketing from Northwestern University. Dr Armstrong has contributed nu-
merous articles to leading business journals. As a consultant and researcher, he has worked with
many companies on marketing research, sales management and marketing strategy.
But Professor Armstrong’s first love has always been teaching. His long-held Blackwell Distin-
guished Professorship is the only permanent endowed professorship for distinguished undergraduate
teaching at the University of North Carolina at Chapel Hill. He has been very active in the teach-
ing and administration of Kenan-Flagler’s undergraduate programme. His administrative posts have
included Chair of Marketing, Associate Director of the Undergraduate Business Program, Director
of the Business Honors Program and many others. Through the years, he has worked closely with
business student groups and has received several UNC campus-wide and Business School teaching
awards. He is the only repeat recipient of the school’s highly regarded Award for Excellence in Under-
graduate Teaching, which he received three times. Most recently, Professor Armstrong received the
xxi
About the authors
UNC Board of Governors Award for Excellence in Teaching, the highest teaching honour bestowed by
the 16-campus University of North Carolina system.
Lloyd C. Harris is the Head of the Marketing Department and Professor of Marketing at Birming-
ham Business School, University of Birmingham. After working in retail and service organisations,
he received his PhD in Marketing from Cardiff University and his Higher Doctorate (DSc) from the
University of Warwick. His research results have been disseminated via a range of marketing strategy,
HRM and general management journals. He has written widely in these fields and has published
over 100 pieces. He is particularly proud of papers that have been published in the Journal of Retail-
ing, Journal of the Academy of Marketing Science, Journal of Management Studies, Human Resource
Management, Organization Studies and the Annals of Tourism Research. He has consulted and run
programmes for many leading private and public organisations, especially focussing on retailing and
service organisations.
Nigel Piercy was formerly Associate Dean and Professor of Marketing and Strategy at Warwick Busi-
ness School, University of Warwick. Earlier he was Professor of Strategic Marketing and Head of the
Marketing Group at Cranfield School of Management and before that he was the Sir Julian Hodge
Chair in Marketing and Strategy at Cardiff Business School. He has also been a visiting professor at
Texas Christian University, the Fuqua School of Business at Duke University in North Carolina, the
Columbia Graduate school of Business in New York, the University of California, Berkeley, and the
Vienna University of Economics and Business. He has managerial experience in retailing and worked
in business planning with Nycomed Amersham plc (now part of GE Healthcare). He has extensive
experience as a management workshop speaker with many organisations around the world, special-
ising in the issues of marketing strategy and implementation, and strategic sales management. He has
published more than 300 articles, including pieces in the Journal of Marketing and the Journal of the
Academy of Marketing Science, as well as more than 20 books. He has been awarded many prizes for
teaching excellence as well as the distinction of being the first UK academic to be awarded a higher
doctorate (Doctor of Letters) for his published research work in strategic marketing. He is now a con-
sultant and management writer with visiting posts at several universities.
xxii
ACKNOWLEDGEMENTS
We are grateful to the following for permission to reproduce copyright material:
Figures
Figure 1.5 adapted from Mismanagement of Customer Loyalty, Harvard Business Review, p. 93 (Rel-
nartz W. and Kumar V. 2002), Harvard Business School Publishing, Reprinted by permission of Har-
vard Business Review; Figure 2.2 adapted from www.bcg.com/documents/file13904.pdf, The BCG
Portfolio Matrix (c) 1970, The Boston Consulting Group; Figure 2.3 from Strategies for Diversification,
Harvard Business Review, pp. 113-124 (Ansoff H.I. 1957) Copyright ©1957. Reprinted by permission
of Harvard Business Review; Figure 2.8 adapted from Return on Marketing: Using Consumer Equity
to Focus on Marketing Strategy, Journal of Marketing, p.112 (Roland T. Rust, Katherine Lemon and
Valerie A. Zeithaml 2004), American Marketing Association (AMA), Reprinted with permission from
Journal of Marketing, published by the American Marketing Association; Figure 5.5 adapted from
Consumer Behavior and Marketing Action, Kent Publishing Company (Assael H. 1987) p. 87, Henry
Assael, Reprinted with permission of Henry Assael; Figure 5.7 With the permission of The Free Press, a
Division of Simon & Schuster, Inc., from Diffusion of Innovations by Rogers E.M. Copyright © 2003 by
Rogers E.M. All rights reserved; Figure 11.2 adapted from Pricing and Public Policy: A Research Agenda
and Overview of the Special Issue, Journal of Public Policy and Marketing, pp.3-10 (Dhruv Grewal and
Larry D. Compeau 1999), American Marketing Association (AMA). Reprinted with permission from
Journal of Public Policy and Marketing, published by the American Marketing Association (AMA);
Figure 20.2 adapted from Innovation, Creative Destruction and Sustainability, Research Technology
Management, September-October ed., pp. 21-27 (Hart S.L. 2005) © The Industrial Research Institute.
Reproduced with permission.
Tables
Table 9.2 from Marketing Management, 13 ed., Prentice Hall (Kotler P., Keller K.L. 2009) p. 288,
Pearson Education Inc. (NJ), Reproduced by permission of Pearson Education Inc., Upper Saddle
River, New Jersey; Table on page 402 from The Major Auchen Businesses, Business Week (Matlack, C.),
Bloomberg L.P.
Text
Quote on page 40 from State Your Business; Too Many Mission Statements Are Loaded with
Fatheaded Jargon. Play It Straight, Business Week, p. 80 ( Jack Welch), Bloomberg L.P.
xxiii
Acknowledgements
Photos
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occasions. The Westminster Synod deprived them of this privilege in
1102.
It has been said that English knights wearing foreign orders, without
permission of their own sovereign, are no more knights in reality than
those stage knights of whom I have been treating. This, however, is
questionable, if so great an authority as Coke be not in error. That
great lawyer declares that a knight, by whomsoever created, can sue
and be sued by his knightly title, and that such is not the case with
persons holding other foreign titles, similar to those of the English
peerage. Let me add that, among other old customs, it was once
common in our armies for knighthood to be conferred previous to a
battle, to arouse courage, rather than afterward, as is the case now
—after the action, in order to reward valor. Even this fashion is more
reasonable than that of the Czar, who claps stars and crosses of
chivalry on the bosoms of beaten generals, to make them pass in
Muscovy for conquerors.
In connection with the stage, knights have figured sometimes before,
as well as behind the curtain. Of all the contests ever maintained,
there was never, in its way a fiercer than that which took place
between Sir William Rawlings, and young Tom Dibdin. The son of
“tuneful Charlie,” born in 1771, and held at the font, as the “Lady’s
Magazine” used to say, by Garrick, was not above four years of age
when he played Cupid to Mrs. Siddons’ Venus, in Shakespeare’s
Jubilee. It was hardly to be expected that after this and a course of
attendance as choir-boy at St. Paul’s, he would settle down quietly to
learn upholstery. This was expected of him by his very unreasonable
relatives, who bound him apprentice to the city knight, Sir William
Rawlings, a then fashionable upholsterer in Moorfields. The boy was
dull as the mahogany he had to polish, and the knight could never
make him half so bright in business matters. “Tom Dibdin,” thus used
to remark the city cavalier—“Tom Dibdin is the stupidest hound on
earth!” The knight, however, changed his mind when his apprentice,
grown up to man’s estate, produced “The Cabinet.” Sir William
probably thought that the opera was the upholstery business set to
music. But before this point was reached, dire was the struggle
between the knight and the page, who would not “turn over a new
leaf.” When work was over, the boy was accustomed to follow it up
with a turn at the play—generally in the gallery of the Royalty
Theatre. On one of these occasions the knight followed him thither,
dragged him out, gave him a sound thrashing, and, next morning,
brought him before that awfully squinting official, John Wilkes. The
struggle ended in a drawn battle, and Tom abandoned trade: and
instead of turning out patent bedsteads, turned out the “English
Fleet,” and became the father of “Mother Goose.” He would have
shown less of his relationship to the family of that name, had he
stuck to his tools; in the latter case he might have taken his seat as
Lord Mayor, in a chair made by himself, and in those stirring times he
might have become as good a knight as his master.
As it was, the refuse of knighthood had a hard time of it. He was
actor of all work, wrote thousands of songs, which he sold as cheap
as chips, and composed four pieces for Astley’s Theatre, for which
he received fourteen pounds—hardly the price of a couple of arm-
chairs. How he flourished and fell after this, may be seen in his
biography. He had fortune within his grasp at one time, but he lost
his hold when he became proprietor of a theatre. The ex-apprentice
of the old knight-upholder could not furnish his own house with
audiences, and the angry knight himself might have been appeased
could his spirit have seen the condition into which “poor Tom” had
fallen just previous to his death, some twenty years ago.
But I fear I have said more than enough about stage knights; may I
add some short gossip touching real knights with stage ladies?
Before doing so, I may just notice that the wedded wife of a bona
fide knight once acted on the English boards under the chivalric
name—and a time-honored one it is in Yorkshire—of her husband,
Slingsby. Dame, or Lady Slingsby, who had been formerly a Mrs.
Lee, was a favorite actress in the days of James II. She belonged to
the Theatre Royal, resided in St. James’s parish, and was buried in
Pancras church-yard in March 1693-4. In the list of the Slingsbys,
baronets, of Scriven, given in Harborough’s “History of
Knaresborough,” Sir Henry Slingsby, who died in 1692, is the only
one of whose marriage no notice is taken. But to our stage ladies
and gallant lovers.
STAGE LADIES AND THE ROMANCE OF
HISTORY.
“Our happy love may have a secret church,
Under the church, as Faith’s was under Paul’s,
Where we may carry on our sweet devotion,
And the cathedral marriage keep its state,
And all its decencies and ceremonies.”
Crowne, The Married Beau.
After the loose fashion of Master Crowne’s Married Beau, it was no

uncommon thing for gallants once to woo the mimic ladies of the scene.
From the time that ladies first appeared upon the stage, they seem to
have exercised a powerful attraction upon the cavaliers. Under date of the
18th October, 1666, Evelyn says in his Diary: “This night was acted my
Lord Broghill’s tragedy, ‘Mustapha,’ before their majesties at court, at
which I was present, very seldom going to the public theatres, for many
reasons, now, as they are abused to an atheistical liberty, foul and
undecent women now (and never till now) permitted to appear and act,
who, inflaming several young noblemen and gallants, became their
misses, and to some their wives; witness the Earl of Oxford, Sir R.
Howard, Prince Rupert, the Earl of Dorset, and another greater person
than any of them, who fell into their snares, to the reproach of their noble
families, and ruin of both body and soul. I was invited by my Lord
Chamberlain to see this tragedy, exceedingly well written, though in my
mind I did not approve of any such pastime in a time of such judgments
and calamities.”
A year and a half earlier than the date of the above entry, namely, April 3,
1665, Pepys notices the same play, with some allusions to the ladies: “To
a play at the Duke’s of my Lord Orrery’s, called ‘Mustapha,’ which being
not good, made Betterton’s part and Ianthe’s but ordinary too. All the
pleasure of the play was, the king and my Lady Castlemaine were there;
and pretty witty Nell of the King’s House, and the younger Marshall sat
next us, which pleased me mightily.” The play, however, is not so poor a
one as Pepys describes it, and the cast was excellent. Betterton played
Solyman the Magnificent. Mustapha and Zanga, the sons of Solyman,
were played by Harris and Smith; and Young made a capital Cardinal.
Mrs. Betterton was the Roxalana; and Mrs. Davies, one of those ladies
who, like her sisters, the two Marshalls, Hughes and Nelly, exercised the
fatal attraction over young noblemen and gallants, deplored by Evelyn,
was the magnificent Queen of Hungary. Mustapha continued to be the
favorite play until the theatre closed, when the plague began to spread.
Pepys’s “Ianthe” was Mrs. Betterton, of whom he says, on the 22d
October, 1662, “the players do tell me that Betterton is not married to
Ianthe, as they say; but also that he is a very sober, serious man,
studious and humble, following of his studies, and is rich already with
what he gets and saves.” Betterton, however, married the lady, Miss
Saunderson, in 1663. She had been famous for her Ianthe in Davenant’s
“Siege of Rhodes;” and she played Shakespeare’s heroines with great
effect. Pepys rightly designates the author of the play, Lord Orrery. Lord
Broghill was made Earl of Orrery, five years before Evelyn saw his play. I
may add that Mustapha has appeared in half-a-dozen different versions
on the stage. Probably the worst of these was Mallet’s; the latter author
created great amusement by one of his passages, in which he said:—
“Future sultans
Have shunned the marriage tie;”—
a confusion of tenses which has been compared with a similar error in the
sermons of so correct a writer as Blair (vol. v., third edition, page 224), “in
future periods the light dawned more and more.”
Although Evelyn, in 1666, says that “never till now” were women admitted
to assume characters on the stage, he is not quite correct in his assertion.
There were actresses full thirty years previous to that period. Thus, in
1632, the “Court Beggar” was acted at the Cockpit. In the last act, Lady
Strangelove says:—“If you have a short speech or two, the boy’s a pretty
actor, and his mother can play her part: women-actors now grow in
request.” Our ancestors wisely followed a foreign fashion when they
ceased to employ boys in female characters. Prynne says, in 1633, “They
have now their female players in Italy and other foreign parts;” and in
Michaelmas 1629, they had French women-actors in a play personated at
Blackfriars, to which there was a great resort. Geneste quotes Freshwater
as writing thus of French actresses in Paris, in 1629: “Yet the women are
the best actors; they play their own parts, a thing much desired in
England.”
In Davenant’s patent for opening Lincoln’s-inn Fields, in 1661, permission
was given for the engaging of women as actresses, on the ground that
the employment of men in such parts had given great offence. I more
particularly notice this matter, because it was a knight who first opened a
theatre with a regular female troupe added to the usual number of male
actors. Sir William’s ladies were Mrs. Davenport, Mrs. Saunderson, Mrs.
Davies, Mrs. Long, Mrs. Gibbs, Mrs. Norris, Mrs. Holden, and Mrs.
Jennings. The first four were Sir William’s principal actresses, and these
were boarded in the knight’s own dwelling-house. Their title of “Mistress”
does not necessarily imply that they were married ladies, but rather that
they were old enough to be so.
This knight, too, was the first who introduced scenery on the stage. I will
add (par parenthèse) that it was a priest who first suggested the levelling
of the pit with the stage, for the purpose of masquerades and balls.
Prynne was not among those who fancied that morality would profit by the
introduction of actresses. He had his misgivings as to the effects likely to
be produced on the susceptible young gallants of his day. Touching the
appearance of the French actresses at the Blackfriars Theatre, noticed
above, he calls it “an impudent, shameful, un-womanish, graceless, if not
more than w——ish attempt.” The fashion was, undoubtedly, first set by
the court, and by no less a person than a queen. Anne of Denmark, wife
of James I., acted a part in a pastoral. They who remember some of the
incidents of the training she gave her son, the princely knight young
Henry, will hardly think that Anne gave dignity to the occupation she
temporarily assumed.
Mrs. Saunderson is said to have been the first regularly-engaged actress
who opened her lips on the English stage. Had she and her compeers
only half the charms which report ascribed to them, they must have
afforded far more pleasure to audience and spectators than the “beautiful
woman-actor,” Stephen Hamerton Hart, with his womanly dignity; Burt,
with his odious female sprightliness; or Goffe, who was as hearty and
bustling as old Mrs. Davenport. King Charles himself and his cavaliers,
too, must have been especially delighted when they were no longer kept
waiting for the commencement of a play, on the ground that the Queen
was not yet shaved.
It is curious that there were some people not near so strait-laced as
Prynne, who considered that public virtue would suffer shipwreck if
actresses were permitted to establish themselves in the general favor.
The opposite party, of course, went to an opposite extreme; and in 1672,
not only were “Philaster,” and Killigrew’s “Parson’s Wedding,” played
entirely by women, but one of the “Miss” Marshalls, gay daughter of a
Presbyterian minister, on both occasions spoke the prologue and epilogue
in male attire. “Philaster” is simply an absurd piece, which was rendered
popular by Hart and Nell Gwyn; but with respect to Killigrew’s piece, it is
so disgusting, from the commencement to the finale, that I can hardly
fancy how any individuals, barely alive to their humanity, could be brought
to utter and enact the turpitudes which Killigrew set down for them, or that
an audience could be kept from fleeing from the house before the first act
was over.
But the gallants could endure anything rather than a return to such effects
as are alluded to by a contemporary writer, who, by way of introducing a
female Desdemona, said in his prologue—
“Our women are defective and so sized

You’d think they were some of the guard disguised;
For, to speak truth, men act that are between
Forty and fifty, wenches of fifteen;
With brow so large, and nerve so uncompliant,
When you call Desdemona—enter Giant.”
Half a century elapsed before knight or gentleman took an actress from

the stage, for the purpose of making her his wife. The squires, in this
case, had precedence of the knights; and the antiquary, Martin Folkyes,
led the way by espousing Lucretia Bradshaw, the uncorrupted amid
corruption, and the original Corinna in the “Confederacy,” Dorinda in the
“Beaux Stratagem,” and Arabella Zeal in the “Fair Quaker of Deal.” This
marriage took place in 1713, and there was not a happier hearth in
England than that of the antiquary and the actress. A knight of the Garter
followed, with an earl’s coronet, and in 1735 the great Lord Peterborough
acknowledged his marriage with that daughter of sweet sounds,
Anastasia Robinson. This example at once flattered, provoked, and
stimulated the ladies, one of whom, the daughter of Earl de Waldegrave,
Lady Henrietta Herbert, married young Beard the actor. This was thought
“low,” and another knight’s daughter was less censured for marrying her
father’s footman. The “Beggars’ Opera” gave two coronets to two Pollys.
Lavinia Fenton (Betswick), the original Polly at Lincoln’s Inn, in 1728,
became Duchess of Bolton a few years later; and in 1813, no less a man
than Lord Thurlow married Mary Catherine Bolton, who was scarcely an
inferior Polly to the original lady, who gave up Polly to become a Bolton.
The squires once more took their turn when Sheridan married Miss
Lindley; but before the last century closed, Miss Farren gave her hand to
“the proudest earl in England,” the Earl of Derby, Knight of the Bath. In
1807, knight and squire took two ladies from the stage. In that year Mr.
Heathcote married the beautiful Miss Searle; and Earl Craven married
Louisa Brunton. We have still among us five ex-actresses who married
men of the degree of noble, knight, or squire. These are Miss Stephens,
the widowed Countess of Essex; Miss Foote, the widowed Countess of
Harrington; Miss O’Neill the widow of Sir William Beecher, Bart.; Mrs.
Nisbett, the relict of the bold Sir Felix Boothby; and Miss M. Tree, whose
late husband, Mr. Bradshaw, was at one time M. P. for Canterbury.
There is something romantic in the lives of all these ladies, but most in
that of “Lizzy Farren,” and as the life of that lady of a Knight of the Bath
has something in common with the career of a celebrated legal knight and
judge, I will take some of its incidents as the chief points in the following
sketch, which is a supplementary chapter to the Romance of History, and
perhaps not the least interesting one in such a series.
If gayety consists in noise, then was the market-place of Salisbury, toward
the close of Christmas Eve, 1769, extremely joyous and glad. In the
centre, on a raised stage, his Worship the Mayor was inaugurating the
holyday-time, by having a bout at single-stick with an itinerant exhibitor of
the art of self-defence from London. The “professor” had been soliciting
the magisterial permission to set up his stage in the market-place, and he
had not only received full license, but the chief magistrate himself
condescended to take a stick and try his strength with the professor.
It was an edifying sight, and bumpkins and burgesses enjoyed it
consumedly. The professional fencer allowed his adversary to count many
“hits” out of pure gratitude. But he had some self-respect, and in order
that his reputation might not suffer in the estimation of the spectators, he
wound up the “set-to” by dealing a stroke on the right-worshipful skull,
which made the mayor imagine that chaos was come again, and that all
about him was dancing confusedly into annihilation.
“I am afraid I have accidentally hurt your worship’s head,” said the
wickedly sympathizing single-stick player.
“H’m!” murmured the fallen great man, with a ghastly smile, and Iris’s
seven hues upon his cheek, “don’t mention it: there’s nothing in it!”
“I am truly rejoiced,” replied the professor to his assistant, with a wink of
the eye, “that his worship has not lost his senses.”
“Oh, ay!” exclaimed the rough aide, “he’s about as wise as ever he was.”
The single-stick player looked like Pizarro, who, when he did kill a friend
occasionally—“his custom i’ th’ afternoon”—always went to the funeral in
a mourning suit and a droop of the eye—intended for sympathy. In the
meantime the mayor, who had been fancying himself in a balloon, and
that he was being whirled away from his native town, began to think that
the balloon was settling to earth again, and that the representation of
chaos had been indefinitely deferred. He continued, however, holding on
by the rail, as if the balloon was yet unsteady, and he only complained of
a drumming in the ears.
At that moment the not-to-be-mistaken sound of a real drum fell in harsh
accompaniment upon his singing-ears, and it had one good effect, that of
bringing back the magistrate and the man. Both looked through the rather
shaken windows of the one body, and indignation speedily lighted up from
within.
The sound came from the suburb of Fisherton, but it swelled insultingly
nearer and nearer, as though announcing that it was about to be beaten
in the borough, despite the lack of magisterial sanction. The great
depository of authority began to gaze in speechless horror, as the bearer
of the noisy instrument made his appearance in the market-place at the
head of a small procession, which was at once seen to consist of a party
of strolling actors.
The drummer was a thick-set man, with nothing healthy looking about him
but his nose, and that looked too healthy. He was the low comedian, and
was naturally endowed to assume that distinctive line.
He was followed by three or four couple of “the ladies and gentlemen of
the company,” of some of whom it might be said, that shoes were things
they did not much stand upon. They had a shabby genteel air about them,
looked hungry and happy; and one or two wore one hand in the pocket,
upon an economizing principle in reference to gloves. The light comedian
cut jokes with the spectators, and was soon invited to the consequence
he aimed at—an invitation to “take a glass of wine.” The women were
more tawdry-looking than the men, but they wore a light-hearted, romping
aspect—all, except the young lady who played Ophelia and Columbine,
who carried a baby, and looked as if she had not been asleep since it was
born, which was probably the case.
The cortège was closed by a fine, gentleman-like man, who led by the
hand a little girl some ten years old. No one could look for a moment at
them, without at once feeling assured that there was something in them
which placed them above the fellows with whom they consorted. They
were father and daughter. He manager; she a species of infant
phenomenon. In his face were to be traced the furrows of disappointment,
and in his eye the gleam of hope. Her face was as faces of the young
should ever be, full of enjoyment, love, and feeling. The last two were
especially there for the father, whose hand she held, and into whose face
she looked, ever and anon, with a smile which never failed to be repaid in
similar currency.
The refined air of the father, and the graceful bearing of the modest
daughter, won commendations from all beholders. He was an ex-surgeon
of Cork, who had given up his profession in order to follow the stage.
People set him down as insane, and so he was, but it was an insanity
which made a countess of his daughter. His name was Farren, and his
child, pet daughter of a pretty mother, was the inimitable Lizzy.
If the mayor could have read into history, he would have knelt down and
kissed Lizzy Farren’s shoe-buckles. As he could not so read, he only saw
in the sire a vagabond, and in the child a mountebank. On the former he
hurled down the whole weight of his magisterial wrath. It was in vain that
the manager declared he was on his way to solicit the mayor’s license to
act in Salisbury. That official gentleman declared that it was an infraction
of the law to pass from the suburb of Fisherton into the borough of
Salisbury before the mayor’s permission had been previously signified.
“And that permission I will never give,” said his worship. “We are a godly
people here, and have no taste for rascal-players. As his majesty’s
representative, I am bound to encourage no amusements that are not
respectable.”
“But our young king,” interrupted Mr. Farren, “is himself a great patron of
the theatre.”
This was worse than a heavy blow at single-stick; and the mayor was the
more wrath as he had no argument ready to meet it. After looking angry
for a moment, a bright thought struck him.
“Ay, ay, sir! You will not, I hope, teach a mayor either fact or duty. We
know, sir, what the king (God bless him!) patronizes. His majesty does not
patronize strollers. He goes regularly to an established church, sir, and to
an established theatre; and so, sir, I, as mayor, support only
establishments. Good heavens! what would become of the throne and the
altar, if a Mayor of Sarum were to do otherwise?”
As Mr. Farren did not well know, he could not readily tell; and as he stood
mute, the mayor continued to pour down upon the player and his
vocation, a shower of obloquy. At every allusion which he made to his
predilection for amusements that were respectable and instructive, the
single-stick player and his man drew themselves up, cried “Hear! hear!”
and looked down upon the actors with an air of burlesque contempt. The
actors, men and women, returned the look with a burst of uncontrollable
laughter. The mayor took this for deliberate insult, aimed at himself and at
what he chose to patronize. His protégés looked the more proud, and
became louder than ever in their self-applauding “Hear! hear!” The
players, the while, shrieked with laughter. Even Mr. Farren and Lizzy
could not refrain from risibility, for the stick-player and his man were really
members of the company. The former was Mr. Frederick Fitzmontague,
who was great in Hamlet. His man was the ruffian in melodramas, and the
clown in pantomimes, and as he did a little private business of his own by
accepting an engagement from a religious society, during the dull season
of the year, to preach on the highways against theatricals, Mr. Osmond
Brontere was usually known by the cognomen of Missionary Jack.
The magisterial refusal to license this wandering company to play in
Salisbury, was followed by altercation; and altercation by riot. The
multitude took part with the actors, and they hooted the mayor; and the
latter, viewing poor Farren as the cause and guilty mover of all that had
occurred, summarily ordered his arrest; and, in spite of all remonstrance,
resistance, or loudly-expressed disgust, the manager was ultimately
lodged in the cage. The mob, then, satisfied at having had a little
excitement, and caring nothing more about the matter, at length
separated, and repaired to their respective homes. They went all the
quicker that the rain had begun to descend in torrents; and they took little
notice of poor Lizzy, who went home in the dusk, weeping bitterly, and led
by the hands of the matronly Ophelia and Missionary Jack.
Ere morning dawned, a change had come over the scene. The rain had
ceased. A hard frost had set in. All Salisbury looked as if it were built
upon a frozen lake. The market-place itself was a mer de glace.
Christmas-day was scarcely visible when a boy of early habits, standing
at the door of an upholsterer’s shop, which bore above it the name of
Burroughs, fancied he saw something moving with stealthy pace across
the market-place; and he amused himself by watching it through the
gloom. It was developed, after a while, into the figure of a thinly-clad girl,
bearing in her arms a bowl of hot milk. She trod cautiously, and looked,
now down at her feet, now across the wide square, to measure the
distance she had yet to go. Each little foot was put forward with hesitation,
and so slowly was progress made, that there was good chance of the
boiling milk being frozen, before it had been carried half-way to its
destination.
The girl was Lizzy Farren, and in the bowl, which between her arms
looked as graceful as urn clasped by Arcadian nymph, lay the chief
portion of a breakfast destined, on this sad Christmas morning, for her
captive sire in the cage.
“She’ll be down!” said young Burroughs, as he saw her partially slip. Lizzy,
however, recovered herself; but so alarmed was she at her situation, so
terrified when she measured the distance she had to accomplish by that
which she had already traversed, that she fairly stood still near the centre
of the market-place, and wept aloud over the hot bowl and her cold
position. It was then that the young knight recognised the crisis when he
was authorized to interfere. He made a run from the door, shot one leg in
advance, drew the other quickly after him, and went sliding, with express-
train speed, close up to Lizzy’s feet. She no sooner saw the direful
prospect of collision than she shrieked with an energy which roused all
the rooks in the close.
“Hold hard!” exclaimed the merry-faced boy; “hold hard! that’s myself, you
Lizzy, and the milk. Hold hard!” he continued, as he half held her up, half
held on to her. “Hold hard! or we shall all be down together.”
“Oh, where do you come from? and how do you know my name is Lizzy?”
“Well! Mr. Fitzmontague lodges in our house, and he told us all about you,
last night. And he said, as sure as could be, you would be awake before
anybody in Salisbury. And sure enough, here you are, almost before
daylight.”
By the help of the young cavalier, the distressed damsel was relieved
from her perplexity. Young Burroughs offered to carry the bowl, which she
stoutly refused. “No one,” she said, “shall carry my father’s breakfast to
him, but myself, on such a morning.” And so, her deliverer walked
tenderly by her side, holding her cautiously up, nor ceased from his care,
until Lizzy and her burden had safely reached the cage. Through the bars
of the small window, Farren had watched her coming; and he hailed her
arrival with a “God bless you, my own child!”
“Oh, papa!” said Lizzy, weeping again, and embracing the bowl as warmly
as if it had been her father himself; “oh, papa! what would mamma and
my little sisters, and all our friends in Liverpool say, if they knew how we
are beginning our Christmas day?”
“Things unknown are unfelt, my darling. We will tell them nothing about it,
till Fortune gilds over the memory of it. But what do you bring, Lizzy?—or
rather, why do I ask? It is my breakfast; and Lizzy herself has had none.”
A pretty altercation ensued; but Lizzy gained her point; and not one drop
would she taste till her sire had commenced the repast. Aided by young
Burroughs, she held the lip of the bowl through the bars of the cage; and
the little English maiden smiled, for the first time since yesterday, at
beholding her sire imbibe the quickening draught. It was not till three
years after that Barry and his wife played Evander and Euphrasia in the
Grecian Daughter, or Farren would have drawn a parallel suitable to the
occasion. He was not so well up in history as in theatricals; and on the
stage, history has a terrible time of it. Witness this very tragedy in which
Murphy has made Evander, King of Sicily, and confounded Dionysius the
elder, with his younger namesake. To be sure, pleasant Palmer, who
played the character, was about as wise as Murphy.
When the primitive breakfast was concluded, Lizzy stood sad and silent;
and the father sadly and silently looked down at her; while young
Burroughs leaned against the wall, as sad and silent as either of them.
And so a weary two hours passed; at the end of which, a town-constable
appeared, accompanied by a clerical gentleman, and empowered to give
liberty to the captive. When the constable told the manager that his
liberation was owing to the intercession made in his behalf, by the
Reverend Mr. Snodgrass, who had just arrived in Salisbury, Lizzy clapped
her hands with agitation, for she saw that the clerical interceder was no
other than Missionary Jack. “Oh, Mr. Brontere,” said the curious girl, when
they had all reached home together, “how did you ever manage it?”
“Well!” said the enterprising actor, with a laugh; “I called on his worship, to
inquire what Christmas charities might be acceptable; and if there were
any prisoners whom my humble means might liberate. He named your
papa, and the company have paid what was necessary. His worship was
not inexorable, particularly as I incidentally told him his Majesty
patronized, the other day, an itinerant company at Datchet. As for how I
did it. I rather think I am irresistible in the dress in which poor Will Havard,
only two years ago, played ‘Old Adam.’ A little ingenuity, as you see, has
made it look very like a rector’s costume; and, besides,” said Missionary
Jack, “I sometimes think that nature intended me for the church.”
* * * * * *
Three years had elapsed. On the Christmas eve of 1772, all the play-
going people of Wakefield were in a state of pleasant excitement, at the
promise made in bills posted over the town announcing the immediate
appearance of the “Young Queen of Columbines.” All the young bachelors
of the town were besieging the box-office. In those days there were not
only theatres in provincial towns, but people really went to them. Amid the
applicants, was a sprightly-looking articled clerk, who, having achieved
his object, had stopped for a moment at the stage-door to read the
programme of the forthcoming pantomime. While thus engaged the
Columbine Queen, the most fairy-looking of youthful figures, brilliant as
spring, and light as gossamer, sweet fifteen, with a look of being a year or
two more, tripped into the street, on her way home from rehearsal. Eighty
years ago the gallantry of country towns, with respect to pretty actresses,
was much like that which characterizes German localities now. It was of a
rudely enthusiastic quality. Accordingly, the fairy-looking Columbine had
hardly proceeded a dozen yards, when she had twice as many offers
made her of arms, whereon to find support over the slippery pavement. It
was an old-fashioned winter in Wakefield, and Columbine’s suitors had as
many falls in the course of their assiduities, as though they had been so
many “Lovers” in the pantomime, and the wand of Harlequin was tripping
them up as they skipped along. Columbine got skilfully rid of them all in
time, except one; and he became at last so unwelcomely intrusive, that
the articled clerk, who was the very champion of distressed damsels, and
had been a watcher of what was going on, went up to the young lady, took
her arm in his, without any ceremony, and bade her persecutor proceed
any further, at his peril. The gentleman took the hint, and left knight and
lady to continue their way unmolested. They no sooner saw themselves
alone, when, looking into each other’s faces, they laughed a merry laugh
of recognition, and it would be difficult to say which was the merrier—Miss
Farren or Mr. Burroughs, the young actress and the incipient lawyer.
When boxing-night came, there was a crowded house, and Lizzy created
a furore. Like Carlotta Grisi, she could sing as well as dance, and there
was a bright intellect, to boot, pervading all she did. On the night in
question, she sang between the acts; and young Burroughs, ever
watchful, especially marked the effect of her singing upon a very ecstatic
amateur who was seated next to him. “What a treasure,” said the
amateur, “would this girl be in Liverpool!” “Well,” remarked Burroughs, “I
am ready to accept an engagement for her. State your terms. Thirty
shillings a-week, I presume, will not quite exhaust your treasury.” “I will
certainly,” said the stranger, “tell our manager, Younger, of the prize which
is to be acquired so cheaply; and the affair need not be delayed; for
Younger is at the Swan, and will be down here to-night, to see the
pantomime.”
In five minutes, Burroughs was sitting face-to-face with Younger at the
inn, urging him to go at once, not to see Columbine dance, but to hear her
sing. “I wonder,” said the manager, “if your young friend is the child of the
Cork surgeon who married the daughter of Wright, the Liverpool brewer. If
so, she’s clever; besides, why——”
“Why she’ll make your fortune,” said the lawyer’s clerk. “She is the grand-
daughter of your Liverpool brewer, sings like a nightingale, and is worth
five pounds a week to you at least. Come and hear her.”
Younger walked leisurely down, as if he was in no particular want of
talent; but he was so pleased with what he did hear that when the
songstress came off the stage, Burroughs went round and exultingly
announced that he had procured an engagement for her at Liverpool, at
two pounds ten per week; and to find her own satin shoes and silk
stockings. In prospect of such a Potosi, the Columbine danced that night
as boundingly as if Dan Mercury had lent her the very pinions from his
heels.
“Mr. Burroughs,” said Lizzy, as he was escorting her and her mother
home, “this is the second Christmas you have made happy for us. I hope
you may live to be Lord Chief Justice.”
“Thank you, Lizzy, that is about as likely as that Liverpool will make of the
Wakefield Columbine a countess.”
* * * * * *
A few years had again passed away since the Christmas week which
succeeded that spent at Wakefield, and which saw Lizzy Farren the only
Rosetta which Liverpool cared to listen to, and it was now the same
joyous season, but the locality was Chester.
There was a custom then prevailing among actors, which exists nowhere
now, except in some of the small towns in Germany. Thus, not very long
ago, at Ischl, in Austria, I was surprised to see a very pretty actress enter
my own room at the inn, and putting a play-bill into my hand, solicit my
presence at her benefit. This was a common practice in the north of
England till Tate Wilkinson put an end to it, as derogatory to the
profession. The custom, however, had not been checked at the time and
in the locality to which I have alluded. On the Christmas eve of the period
in question, Lizzy Farren was herself engaged in distributing her bills, and
asking patronage for her benefit, which was to take place on the following
Twelfth Night. As appropriate to the occasion she had chosen
Shakespeare’s comedy of that name, and was to play Viola, a part for
which Younger, who loved her heartily, had given her especial instruction.
Miss Farren had not been very successful in her “touting.” She had been
unlucky in the two families at whose houses she had ventured to knock.
The first was that of an ex-proprietor of a religious periodical, who had a
horror of the stage, but who had a so much greater horror of Romanism,
that, like the Scottish clergy of the time, he would have gone every night
to the play during Passion week, only to show his abhorrence of popery.
This pious scoundrel had grown rich by swindling his editors and
supporting any question which paid best. His household he kept for years,
by inserting advertisements in his journal for which he was paid in kind.
He was a slimy, sneaking, mendacious knave, who would have advocated
atheism if he could have procured a dozen additional subscribers by it.
His lady was the quintessence of vulgarity and malignity. She wore
diamonds on her wig, venom in her heart, and very-much-abused English
at the end of her tongue.
Poor Lizzy, rebuffed here, rang at the garden-gate of Mrs. Penury
Beaugawg. She was a lady of sentiment who drank, a lady of simplicity
who rouged, a lady of affected honesty who lived beyond her income, and
toadied or bullied her relations into paying her debts. Mrs. Penury
Beaugawg would have graciously accepted orders for a private box; but a
patronage which cost her anything, was a vulgarity which her gentle and
generous spirit could not comprehend.
Lizzy was standing dispirited in the road at the front of the house, when a
horseman rode slowly up; and Lizzy, not at all abashed at practising an
old but not agreeable custom, raised a bill to his hand as he came close
to her, and solicited half-a-crown, the regular admission-price to the
boxes.
“Lizzy!” cried the horseman, “you shall have such a house at Chester, as
the old town has not seen since the night Garrick was here, and played
Richard and Lord Chalkstone.”
The equestrian was Mr. Burroughs, then in training for the bar, and as
willing to help Miss Farren now as he was to aid her and her bowl of milk
across the market-place at Salisbury. The incipient barrister kept his word.
The Chester theatre was crammed to the ceiling; and, as Lizzy said, Mr.
Burroughs was her Christmas angel, the thought of whom was always
associated in her mind with plumbs, currants, holly——
“And mistletoe,” said the budding counsellor, with a look at which both
laughed merrily and honestly.
On the Christmas eve of 1776, Miss Farren was seated in Colman’s parlor
in London, looking at him while he read two letters of introduction; one
from Burroughs, the other from Younger; and both in high praise of the
young bearer, for whom they were especially written. My limits will only
allow me to say that Lizzy was engaged for the next summer-season at
the Haymarket, where she appeared on June 9, 1777, in “She Stoops to
Conquer.” She was Miss Hardcastle, and Edwin made his first
appearance in London with her, in the same piece. Colman would have
brought out Henderson too, if he could have managed it. That dignified
gentleman, however, insisted on reserving his début for Shylock, on the
11th of the same month. And what a joyous season did Lizzy make of it
for our then youthful grandfathers. How they admired her double talent in
Miss Hardcastle! How ecstatic were they with her Maria, in the “Citizen!”
How ravishedly did they listen to her Rosetta! How they laughed at her
Miss Tittup, in “Bon Ton!” and how they extolled her playfulness and
dignity as Rosina, of which she was the original representative, in the
“Barber of Seville!” It may be remarked that Colman omitted the most
comic scene in the piece, that wherein the Count is disguised as a
drunken trooper—as injurious to morality!
When, in the following year, she played Lady Townley, she was declared
the first, and she was then almost the youngest of living actresses. And
when she joined the Drury Lane company in the succeeding season, the
principal parts were divided between herself, Miss Walpole, Miss P.
Hopkins, and Perdita Robinson. Not one of this body was then quite
twenty years of age! Is not this a case wherein to exclaim—
“O mihi præteritos referat si Jupiter annos?”
Just twenty years did she adorn our stage; ultimately taking leave of it at
Drury Lane, in April, 1797, in the character of Lady Teazle. Before that
time, however, she had been prominent in the Christmas private plays at
the Duke of Richmond’s, in which the Earl of Derby, Lord Henry
Fitzgerald, and the Honorable Mrs. Dormer acted with her; and that rising
barrister, Mr. Burroughs, looking constantly at the judicial bench as his
own proper stage, was among the most admiring of the audience. It was
there that was formed that attachment which ultimately made of her, a
month after she had retired from the stage, Countess of Derby, and
subsequently mother of a future countess, who still wears her coronet.
Not long after this period, and following on her presentation at Court,
where she was received with marked kindly condescension by Queen
Charlotte, the countess was walking in the marriage procession of the
Princess Royal and the Duke of Wurtemberg; her foot caught in the
carpeting, and she would have fallen to the ground, but for the ready
arms, once more extended to support her, of Mr. Burroughs, now an
eminent man indeed.
Many years had been added to the roll of time, when a carriage,
containing a lady was on its way to Windsor. It suddenly came to a stop,
by the breaking of an axle-tree. In the midst of the distress which ensued
to the occupier, a second carriage approached, bearing a goodnatured-
looking gentleman, who at once offered his services. The lady,
recognising an old friend, accepted the offer with alacrity. As the two
drove off together in the gentleman’s carriage toward Windsor, the owner
of it remarked that he had almost expected to find her in distress on the
road; for it was Christmas Eve, and he had been thinking of old times.
“How many years is it, my lady countess,” said he, “since I stood at my
father’s shop-door in Salisbury, watching your perilous passage over the
market-place, with a bowl of milk?”
“Not so long at all events,” she answered with a smile, “but that I recollect
my poor father would have lost his breakfast, but for your assistance.”
“The time is not long for memory,” replied the Judge, “nor is Salisbury as
far from Windsor as Dan from Beersheba; yet how wide the distance
between the breakfast at the cage-door at Salisbury, and the Christmas
dinner to which we are both proceeding, in the palace of the king!”
“The earl is already there,” added the countess, “and he will be happier
than the king himself to welcome the legal knight who has done such
willing service to the Lady of the Knight of the Bath.”
To those whose power and privilege it is to create such knights, we will
now direct our attention, and see how kings themselves behaved in their
character as knights.
THE KINGS OF ENGLAND AS KNIGHTS.
FROM THE NORMANS TO THE STUARTS.
“Un roi abstrait n’est ni père, ni fils, ni frère, ni parent, ni chevalier,
ami. Qu’est il donc? Roi, même quand il dort.”— Diderot.
If we judge some of our kings by the strict laws of chivalry, we shall

find that they were but sorry knights after all. They may have been
terrible in battle; but they were ill-mannerly in ladies’ bower.
William the Conqueror, for instance, had none of the tender
sentiment of chivalry; in other words he showed little gentleness in
his bearing toward women. It is said by Ingerius, that after Matilda of
Flanders had refused his hand, on the ground that she would not
have a bastard for a husband, he waylaid her as she was returning
from mass in one of the streets of Bruges, dragged her out from
among her ladies, pommelled her brutally, and finally rolled her in the
mud. A little family difference arose in consequence; but as it was
less bitter than family quarrels usually are, a reconciliation took
place, and Matilda gave her hand to the knight who had so terribly
bruised her with his arm. She loved him, she said, because he had
shown more than the courage of common knights, by daring to beat
her within sight of her father’s own palace. But all’s well that ends
well; they were not only a handsome but a happy couple, and
Matilda was head of the household at the Conqueror’s hearth. The
general’s wife was there the general.
How William bore himself in fight is too well known to need
recapitulating here. He probably never knew fear but once, and that
was at the sounds of a tumult in the street, which reached his ears
as he was being crowned. Then, indeed, “’tis true this god did
shake,” for the first and only time. His successor, who was knighted
by Archbishop Lanfranc, was in the field as good a knight as he, and
generous to an adversary, although he was never so to any mortal
besides. But Rufus was nothing of a knight in his bearing toward
ladies. His taste with regard to the fair sex was of the worst sort; and
the court of this royal and reprobate bachelor was a reproach at
once to kingship and knighthood, to Christianity and civilization. He
had been accused, or rather the knights of his time and country, with
having introduced into England the practice of a crime of which the
real introducer, according to others, was that Prince William who was
drowned so fortunately for England, on the sea between Calais and
Dover. The chivalrous magnanimity of Rufus is exemplified in the
circumstance of his having, in disguise, attacked a cavalier, from
whom he received so sound a beating, that he was at length
compelled to avow himself in order to induce his conqueror to spare
his life. The terrified victor made an apology, in the very spirit of the
French knight of the Holy Ghost to a dying cavalier of the Golden
Spur, whom he had mortally wounded in mistake: “I beg a thousand
pardons,” said the polite Frenchman, “but I really took you for
somebody else.” So William’s vanquisher began to excuse himself
for having nearly battered the king’s skull to a jelly, with his battle-
axe, on the ground of his having been unacquainted with his rank.
“Never heed the matter,” said the king, “you are a good fellow, and
shall, henceforth, be a follower of mine.” Many similar instances
might be cited. Further, Rufus was highly popular with all men-at-
arms; the knights reverenced him as the very flower of chivalry, and I
am glad that the opprobrium of having slain him in the New Forest
no longer attaches itself to a knight, although I am sorry an attempt
has been made to fix it upon the church. No one now believes that
Sir Walter Tyrrel was the author of the crime, and chivalry is
acquitted of the charge against one of its members of having slain
the flaxen-haired but rubicund-nosed king.
Henry Beauclerc was more of a scholar than a knight, without,
however, being so very much of the first. The English-born prince
was far less chivalrous of spirit than his former brother Robert; that
is, if not less brave, he was less generous, especially to a foe. When
he was besieged on St. Michael’s Mount by Robert, and reduced to
such straits that he was near dying of thirst, Robert supplied him with
water; an act for which Rufus called the doer of it a fool; but as poor
Robert nobly remarked, the quarrel between him and their brother
was not of such importance that he should be made to perish of
thirst. “We may have occasion,” said he, “for a brother hereafter; but
where shall we find one, if we now destroy this?” Henry would hardly

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European Edition 7th by Philip Kotler

Preface xvi Growing share of customer 19

Setting company objectives and goals 40 The macroenvironment 73

Distributing and using marketing Influence of product characteristics on rate

References 333 References 368

Chapter 12 Marketing channels:

Chapter preview 338 Chapter preview 372

Message content 416 Online, mobile and social media marketing:

Marketing ethics: drug dealing 494 Part 4: Extending marketing 533

Exporting 572 Marketing’s impact on individual consumers 594

Companion Website ON THE

The Seventh European Edition of Principles of

Marketing: creating customer value and

What’s new in the Seventh European Edition?

Five major customer value and engagement themes

An emphasis on real marketing and bringing

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Gary Armstrong is Crist W. Blackwell Distinguished Professor Emeritus of Undergraduate Educa-

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Cover images: Front: Getty Images: Henrik Sorensen

After the loose fashion of Master Crowne’s Married Beau, it was no

“Our women are defective and so sized

Half a century elapsed before knight or gentleman took an actress from

“O mihi præteritos referat si Jupiter annos?”

If we judge some of our kings by the strict laws of chivalry, we shall

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