Framework for Marketing Management

Philip Kotler
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A Framework
for Marketing
Management
This page intentionally left blank
A Framework
for Marketing
Management
Sixth Edition

Philip Kotler
Northwestern University

Kevin Lane Keller

Dartmouth College

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Library of Congress Cataloging-in-Publication Data

Kotler, Philip.
A framework for marketing management/Philip Kotler, Kevin Lane Keller.—6e [edition].
  pages cm
Includes index.
ISBN 978-0-13-387131-9—ISBN 0-13-387131-2
1. Marketing—Management. I. Keller, Kevin Lane, 1956– II. Title.
HF5415.13.K636 2016
658.8—dc23
2014044334

10 9 8 7 6 5 4 3 2 1

ISBN 10:  0-13-387131-2
ISBN 13: 978-0-13-387131-9
Brief Contents
Preface  xix

Part 1 Understanding Marketing Management   1

1 Defining Marketing for the New Realities   1
2 Developing and Implementing Marketing Strategies and Plans   18
3 Capturing Marketing Insights and Forecasting Demand   34
Part 2 Connecting with Customers   54
4 Creating Long-Term Loyalty Relationships   54
5 Analyzing Consumer and Business Markets   68
Part 3 Building Strong Brands   92
6 Identifying Market Segments and Targets   92
7 Crafting the Brand Positioning and Competing Effectively   106
8 Creating Brand Equity and Driving Growth   121
Part 4 Creating Value  138
9 Setting Product Strategy and Introducing New Offerings   138
10 Designing and Managing Services   159
11 Developing Pricing Strategies and Programs   173
Part 5 Delivering Value  191
12 Designing and Managing Integrated Marketing Channels   191
13 Managing Retailing, Wholesaling, and Logistics   208
Part 6 Communicating Value  221
14 Designing and Managing Integrated Marketing Communications   221
15 Managing Mass Communications: Advertising, Sales Promotions, Events
and Experiences, and Public Relations   235
16 Managing Digital Communications: Online, Social Media, and Mobile   250
17 Managing Personal Communications: Direct and Database Marketing and
Personal Selling  261
Part 7 Managing the Marketing Organization for Long-Term
Success  275
18 Managing Marketing Responsibly in the Global Economy   275
Glossary 290
Brand, Company, and Name Index 300
Subject Index 309

v
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Contents
Preface  xix

Part 1 Understanding Marketing Management   1

1 Defining Marketing for the New Realities   1
Marketing Management at Unilever   1
The Value of Marketing   2
The Scope of Marketing   2
What Is Marketing?   2
What Is Marketed?   3
Who Markets?  4
What Is a Market?   4
Core Marketing Concepts   5
Needs, Wants, and Demands   5
Target Markets, Positioning, and Segmentation   5
Offerings and Brands   5
Marketing Channels  6
Paid, Owned, and Earned Media   6
Impressions and Engagement   6
Value and Satisfaction   6
Supply Chain  6
Competition  7
Marketing Environment  7
The New Marketing Realities   7
Technology  7
Globalization  8
Social Responsibility  8
A Dramatically Changed Marketplace   8
Company Orientation Toward the Marketplace   10
The Production Concept   10
The Product Concept   10
The Selling Concept   10
The Marketing Concept   10
The Holistic Marketing Concept   11

vii
viii Contents

Updating The Four Ps   12

Marketing Management Tasks   14
Executive Summary  15
Notes  16

2
Developing and Implementing Marketing Strategies
and Plans  18
Marketing Management at Hewlett-Packard   18
Marketing and Customer Value   19
The Value Delivery Process   19
The Value Chain   19
Core Competencies  20
The Central Role of Strategic Planning   20
Corporate and Division Strategic Planning   21
Defining the Corporate Mission   21
Establishing Strategic Business Units   21
Assigning Resources to Each SBU   22
Assessing Growth Opportunities   22
Organization and Organizational Culture   23
Business Unit Strategic Planning   23
The Business Mission   23
SWOT Analysis  23
Goal Formulation  25
Strategy Formulation  25
Strategy and Implementation   26
The Marketing Plan   26
Contents of a Marketing Plan   26
From Marketing Plan to Marketing Action   27
Marketing Implementation, Control, and Performance   28
Marketing Metrics  28
Marketing-Mix Modeling  28
Marketing Dashboards  29
Marketing Control  30
Executive Summary  31
Notes  32

3 Capturing Marketing Insights and Forecasting Demand   34

Marketing Management at Campbell Soup Company   34
The Marketing Information System and Marketing
Intelligence  35
Internal Records and Database Systems   35
Marketing Intelligence  36
 Contents ix

The Marketing Research System   36

Defining Marketing Research   37
The Marketing Research Process   38
Step 1: Define the Problem, Decision Alternatives,
and Research Objectives   38
Step 2: Develop the Research Plan   39
Step 3: Collect the Data   41
Step 4: Analyze the Information   41
Step 5: Present the Findings   41
Step 6: Make the Decision   41
Forecasting and Demand Measurement   42
The Measures of Market Demand   42
The Market Demand Function   42
Estimating Current Demand   44
Estimating Future Demand   45
Analyzing the Macroenvironment   45
Identifying the Major Forces   46
The Demographic Environment   46
The Economic Environment   48
The Sociocultural Environment   48
The Natural Environment   49
The Technological Environment   50
The Political-Legal Environment   50
Executive Summary  51
Notes  52

Part 2 Connecting with Customers   54

4 Creating Long-Term Loyalty Relationships   54
Marketing Management at Pandora   54
Building Customer Value, Satisfaction, and Loyalty   55
Customer-Perceived Value  55
Total Customer Satisfaction   56
Monitoring Satisfaction  57
Product and Service Quality   58
Maximizing Customer Lifetime Value   59
Customer Profitability  59
Measuring Customer Lifetime Value   60
Cultivating Customer Relationships   60
Attracting and Retaining Customers   61
Building Loyalty  63
Win-Backs  64
x Contents

Executive Summary  64
Notes  65
5 Analyzing Consumer and Business Markets   68
Marketing Management at Cisco   68
What Influences Consumer Behavior?   69
Cultural Factors  69
Social Factors  69
Personal Factors  70
Key Psychological Processes   72
Motivation  72
Perception  73
Learning  74
Emotions  74
Memory  74
The Consumer Buying Decision Process   75
Problem Recognition  75
Information Search  76
Evaluation of Alternatives   77
Purchase Decision  78
Postpurchase Behavior  78
Behavioral Decision Theory and Behavioral Economics   79
What is Organizational Buying?   80
The Business Market versus the Consumer Market   80
Institutional and Government Markets   81
Business Buying Situations   81
Participants in the Business Buying Process   82
The Buying Center   82
Buying Center Influences   82
Targeting Firms and Buying Centers   83
Stages in the Business Buying Process   84
Problem Recognition  84
General Need Description and Product Specification   85
Supplier Search  85
Proposal Solicitation  86
Supplier Selection  86
Order-Routine Specification  86
Performance Review  86
Managing Business-to-Business Customer Relationships   86
The Benefits of Vertical Coordination   86
Risks and Opportunism in Business Relationships   87
 Contents xi

Executive Summary  87
Notes  88

Part 3 Building Strong Brands   92

6 Identifying Market Segments and Targets   92
Marketing Management at LinkedIn   92
Bases for Segmenting Consumer Markets   93
Geographic Segmentation  93
Demographic Segmentation  93
Psychographic Segmentation  96
Behavioral Segmentation  96
Bases for Segmenting Business Markets   99
Market Targeting  100
Effective Segmentation Criteria   100
Evaluating and Selecting Market Segments   101
Executive Summary  104
Notes  104
7
Crafting the Brand Positioning and Competing
Effectively  106
Marketing Management at DirecTV   106
Developing and Establishing a Brand Positioning   107
Understanding Positioning and Value Propositions   107
Choosing a Competitive Frame of Reference   107
Identifying Potential Points-of-Difference
and Points-of-Parity  108
Choosing Specific POPs and PODs   109
Emotional Branding  111
Brand Mantras  111
Establishing a Brand Positioning   111
Alternative Approaches to Positioning   112
Competitive Strategies for Market Leaders   112
Expanding Total Market Demand   114
Protecting Market Share   114
Increasing Market Share   116
Other Competitive Strategies   116
Market-Challenger Strategies  116
Market-Follower Strategies  117
Market-Nicher Strategies  118
Executive Summary  118
Notes  119
xii Contents

8 Creating Brand Equity and Driving Growth   121

Marketing Management at Gatorade   121
How Does Branding Work?   122
The Role of Brands   122
The Scope of Branding   122
Defining Brand Equity   123
Customer-Based Brand Equity   123
Brand Equity Models   124
Building Brand Equity   125
Choosing Brand Elements   126
Designing Holistic Marketing Activities   126
Leveraging Secondary Associations   127
Internal Branding  128
Measuring and Managing Brand Equity   128
Brand Audits and Brand Tracking   128
Brand Valuation  128
Managing Brand Equity   129
Devising a Branding Strategy   129
Branding Decisions  129
Brand Portfolios  130
Brand Extensions  131
Customer Equity  132
Driving Growth  132
Growth Strategies  132
Growing the Core   133
Executive Summary  134
Notes  134

Part 4 Creating Value  138

9 Setting Product Strategy and Introducing New Offerings   138
Marketing Management at Lexus   138
Product Characteristics and Classifications   139
Product Levels: The Customer-Value Hierarchy   139
Product Classifications  140
Differentiation  140
Product Differentiation  140
Services Differentiation  141
Design Differentiation  141
Product and Brand Relationships   142
The Product Hierarchy   142
Product Line Analysis   143
 Contents xiii

Product Line Length   143

Line Modernization, Featuring, and Pruning   144
Product Mix Pricing   144
Co-Branding and Ingredient Branding   145
Packaging, Labeling, Warranties, and Guarantees   145
Packaging  145
Labeling  146
Warranties and Guarantees   146
Managing New Products   146
The Innovation Imperative and New Product
Success  147
New Product Development   147
The Consumer-Adoption Process   151
Stages in the Adoption Process   151
Factors Influencing the Adoption Process   151
Product Life-Cycle Marketing Strategies   152
Product Life Cycles   153
Marketing Strategies: Introduction Stage
and the Pioneer Advantage   153
Marketing Strategies: Growth Stage   154
Marketing Strategies: Maturity Stage   154
Marketing Strategies: Decline Stage   154
Critique of the Product Life-Cycle Concept   154
Executive Summary  155
Notes  156

10 Designing and Managing Services   159

Marketing Management at USAA   159
The Nature of Services   160
Categories of Service Mix   160
Distinctive Characteristics of Services   160
The New Services Realities   162
A Shifting Customer Relationship   163
Achieving Excellence in Services Marketing   163
Differentiating Services  165
Managing Service Quality   166
Managing Customer Expectations   166
Incorporating Self-Service Technologies   168
Managing Product-Support Services   169
Identifying and Satisfying Customer Needs   169
Postsale Service Strategy   169
xiv Contents

Executive Summary  170
Notes  170

11 Developing Pricing Strategies and Programs   173

Marketing Management at Ryanair   173
Understanding Pricing  174
Pricing in a Digital World   174
A Changing Pricing Environment   174
How Companies Price   174
Consumer Psychology and Pricing   175
Setting the Price   176
Step 1: Selecting the Pricing Objective   176
Step 2: Determining Demand   177
Step 3: Estimating Costs   178
Step 4: Analyzing Competitors’ Costs, Prices, and Offers   180
Step 5: Selecting a Pricing Method   180
Step 6: Selecting the Final Price   183
Adapting the Price   184
Geographical Pricing (Cash, Countertrade, Barter)   184
Price Discounts and Allowances   185
Promotional Pricing  185
Differentiated Pricing  186
Initiating and Responding to Price Changes   187
Initiating Price Cuts   187
Initiating Price Increases   187
Anticipating Competitive Responses   187
Responding to Competitors’ Price Changes   187
Executive Summary  188
Notes  188

Part 5 Delivering Value  191

12 Designing and Managing Integrated Marketing Channels   191
Marketing Management at L.L.Bean   191
Marketing Channels and Value Networks   192
The Importance of Channels   192
Multichannel Marketing  192
Integrating Multichannel Marketing Systems   193
Value Networks  193
The Digital Channels Revolution   193
The Role of Marketing Channels   194
Channel Functions and Flows   194
 Contents xv

Channel Levels  195
Service Sector Channels   196
Channel-Design Decisions  196
Analyzing Customer Needs and Wants   196
Establishing Objectives and Constraints   197
Identifying Major Channel Alternatives   198
Evaluating Major Channel Alternatives   198
Channel-Management Decisions  199
Selecting Channel Members   199
Training and Motivating Channel Members   200
Evaluating Channel Members   200
Modifying Channel Design and Arrangements   200
Global Channel Considerations   200
Channel Integration and Systems   200
Vertical Marketing Systems   201
Horizontal Marketing Systems   201
E-Commerce and M-Commerce Marketing Practices   202
E-Commerce and Pure-Click Companies   202
E-Commerce and Brick-and-Click Companies   202
M-Commerce Marketing  202
Channel Conflict, Cooperation, and Competition   203
Types of Conflict and Competition   203
Causes of Channel Conflict   204
Managing Channel Conflict   204
Dilution and Cannibalization   204
Legal and Ethical Issues in Channel Relations   204
Executive Summary  205
Notes  205

13 Managing Retailing, Wholesaling, and Logistics   208

Marketing Management at Warby Parker   208
Retailing  209
Types of Retailers   209
The Modern Retail Marketing Environment   210
Retailer Marketing Decisions   211
Private Labels  213
Role of Private Labels   214
Private-Label Success Factors   214
Wholesaling  214
Wholesaling Functions  215
Trends in Wholesaling   216
xvi Contents

Market Logistics  216
Integrated Logistics Systems   216
Market-Logistics Objectives  217
Market-Logistics Decisions  217
Executive Summary  219
Notes  220

Part 6 Communicating Value  221

14
Designing and Managing Integrated Marketing
Communications  221
Marketing Management at Mondelēz International   221
The Role of Marketing Communications   222
The Marketing Communications Mix   222
Communications Process Models   224
Developing Effective Communications   224
Identify the Target Audience   224
Set the Communications Objectives   225
Design the Communications   226
Select the Communications Channels   228
Establish the Total Marketing Communications Budget   229
Selecting the Marketing Communications Mix   229
Characteristics of the Marketing Communications Mix   230
Factors in Setting the Marketing Communications Mix   231
Measuring Communication Results   232
Managing the Integrated Marketing Communications Process   232
Coordinating Media  232
Implementing IMC  232
Executive Summary  233
Notes  233
15
Managing Mass Communications: Advertising, Sales Promotions,
Events and Experiences, and Public Relations   235
Marketing Management at Procter & Gamble   235
Developing and Managing an Advertising Program   236
Setting the Advertising Objectives   236
Deciding on the Advertising Budget   237
Developing the Advertising Campaign   237
Choosing Media  238
Evaluating Advertising Effectiveness   240
Sales Promotion  241
Advertising versus Promotion   241
Major Decisions  242
 Contents xvii

Events and Experiences   244

Events Objectives  244
Major Sponsorship Decisions   245
Creating Experiences  245
Public Relations  246
Marketing Public Relations   246
Major Decisions in Marketing PR   247
Executive Summary  247
Notes  248

16
Managing Digital Communications: Online, Social Media,
and Mobile  250
Marketing Management at PepsiCo   250
Online Marketing  251
Advantages and Disadvantages of Online Marketing
Communications  251
Online Marketing Communication Options   251
Social Media  253
Social Media Platforms   253
Using Social Media   254
Word of Mouth   254
Forms of Word of Mouth   254
Creating Word-of-Mouth Buzz   255
Measuring the Effects of Word of Mouth   256
Mobile Marketing  256
The Scope of Mobile Marketing   257
Developing Effective Mobile Marketing Programs   257
Mobile Marketing across Markets   257
Executive Summary  257
Notes  258

17
Managing Personal Communications: Direct and Database
Marketing and Personal Selling   261
Marketing Management at “Obama for President”   261
Direct Marketing  262
The Benefits of Direct Marketing   262
Direct Mail  262
Catalog Marketing  263
Telemarketing  263
Other Media for Direct-Response Marketing   263
Customer Databases and Database Marketing   264
Public and Ethical Issues in Direct Marketing   265
xviii Contents

Personal Selling and the Sales Force   265

Types of Sales Representatives   265
Personal Selling and Relationship Marketing   266
Designing the Sales Force   267
Managing the Sales Force   269
Recruiting and Selecting Representatives   269
Training and Supervising Sales Representatives   271
Sales Rep Productivity   271
Motivating Sales Representatives   271
Evaluating Sales Representatives   272
Executive Summary  272
Notes  273

Part 7 Managing the Marketing Organization for Long-Term

Success  275
18 Managing Marketing Responsibly in the Global Economy   275
Marketing Management at Patagonia   275
Competing On a Global Basis   276
Deciding Whether to Go Abroad   277
Deciding Which Markets to Enter   277
Deciding How to Enter the Market   277
Deciding on the Marketing Program   279
Internal Marketing  282
Organizing the Marketing Department   282
Relationships with Other Departments   283
Building a Creative Marketing Organization   283
Socially Responsible Marketing   283
Corporate Social Responsibility   283
Sustainability  285
Cause-Related Marketing  285
Social Marketing  286
Executive Summary  286
Notes  287
Glossary 290
Brand, Company, and Name Index 300
Subject Index 309
Preface
T he sixth edition of A Framework for Marketing Management is a concise paperback adapted
from Philip Kotler and Kevin Lane Keller’s fifteenth edition of Marketing Management. Its
streamlined approach will appeal to those who want an authoritative account of current market-
ing management practices and theory plus a text that is short enough to allow the incorporation of
outside cases, simulations, and projects. Like previous editions, the sixth edition of A Framework
for Marketing Management is dedicated to helping companies, groups, and individuals adapt their
marketing strategies and management to the marketplace of the twenty-first century.

What’s New In The Edition

• A new chapter (Chapter 16, Managing Digital Communications: Online, Social Media, and
Mobile) highlights expanded coverage of the latest digital trends and their marketing implications.
• New combined coverage of consumer and business markets in a single chapter (Chapter 5,
Analyzing Consumer and Business Markets) explores the similarities and differences in market-
ing to individual consumers, businesses, government agencies, and institutions.
• The positioning chapter (Chapter 7) now follows the segmentation and targeting chapter
(Chapter 6) to align with the conventional STP sequencing of topics.
• The marketing strategy and planning chapter (Chapter 2) now includes all material on market-
ing implementation, metrics, and control, emphasizing the importance of advance planning for
measuring and managing marketing performance.
• New opening vignettes for each chapter show marketing management in action at real-world
companies and provide effective discussion starters for chapter concepts. Companies featured
include LinkedIn, PepsiCo, USAA, Gatorade, Pandora, Cisco, and Patagonia.
• New “Marketing Insights” boxes discuss a wide range of cutting-edge topics and marketing
situations, including Marketing 3.0, marketing double jeopardy, showrooming, playing tricks to
build a brand, and other subjects.
• New coverage throughout the text of contemporary marketing developments and issues, includ-
ing omnichannel marketing, mobile apps, geofencing and mobile commerce, privacy concerns,
shopper marketing, and the sharing economy.

Features of The Edition

Major Themes
This new edition explores how the powerful forces of globalization, technology, and social re-
sponsibility—individually and in combination—can affect the success of modern marketing
programs. Incorporating the latest concepts with recent examples and current academic research,
this edition examines the complexities and possibilities of holistic marketing today, encompassing
relationship marketing, integrated marketing, internal marketing, and performance marketing.

xix
xx Preface

Instructor Resources
At the Instructor Resource Center, www.pearsonhighered.com/irc, instructors can easily register
to gain access to a variety of instructor resources available with this text in downloadable format.
If assistance is needed, our dedicated technical support team is ready to help with the media
supplements that accompany this text. Visit http://247.pearsoned.com for answers to frequently
asked questions and toll-free user support phone numbers.
The following supplements are available with this text:
• Instructor’s Resource Manual
• Test Bank
• TestGen® Computerized Test Bank
• PowerPoint Presentation

Acknowledgments
This edition of A Framework for Marketing Management bears the imprint of many people who
have contributed to the previous edition of this text and to the fifteenth edition of Marketing
Management. We reserve special thanks to Marian Burk Wood for her extensive development
and editorial work on this edition. Many thanks also to the professional editorial and production
teams at Pearson. We gratefully acknowledge the many reviewers who helped shape this book
over the years.
John H. Antil, University of Delaware
Bill Archer, Northern Arizona University
Timothy W. Aurand, Northern Illinois University
Ruth Clottey, Barry University
Jeff Conant, Texas A&M University
Mike Dailey, University of Texas, Arlington
Brian Engelland, Mississippi State University
Brian Gibbs, Vanderbilt University
Thomas Gruca, University of Iowa
Mark Houston, University of Missouri, Columbia
Nicole Howatt, University of Central Florida
Gopal Iyer, Florida Atlantic University
Jack Kasulis, University of Oklahoma
Susan Keaveney, University of Colorado, Denver
Bob Kent, University of Delaware
Robert Kuchta, Lehigh University
Jack K. H. Lee, City University of New York Baruch College
Ning Li, University of Delaware
Steven Lysonski, Marquette University
Naomi Mandel, Arizona State University
Ajay K. Manrai, University of Delaware
Denny McCorkle, Southwest Missouri State University
James McCullough, Washington State University
 Preface xxi

Ron Michaels, University of Central Florida

George R. Milne, University of Massachusetts, Amherst
Marian Chapman Moore, Duke University
Steve Nowlis, Arizona State University
Louis Nzegwu, University of Wisconsin, Platteville
K. Padmanabhan, University of Michigan, Dearborn
Mary Anne Raymond, Clemson University
William Robinson, Purdue University
Carol A. Scott, University of California at Los Angeles
Stanley F. Slater, Colorado State University
Robert Spekman, University of Virginia
Edwin Stafford, Utah State University
Vernon Stauble, California State Polytechnic
Mike Swenson, Brigham Young University
Kimberly A. Taylor, Florida International University
Bronis J. Verhage, Georgia State University

Philip Kotler
S. C. Johnson & Son Distinguished Professor of International Marketing
Kellogg School of Management
Northwestern University
Evanston, Illinois

Kevin Lane Keller

E.B. Osborn Professor of Marketing
Tuck School of Business
Dartmouth College
Hanover, New Hampshire
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A Framework
for Marketing
Management
This page intentionally left blank
Part 1: Understanding Marketing Management

Chapter 1

Defining Marketing for

the New Realities
In this chapter, we will address the following questions:

1. Why is marketing important? (Page 2)

2. What is the scope of marketing? (Page 2)
3. What are some core marketing concepts? (Page 5)
4. What forces are defining the new marketing realities? (Page 7)
5. What tasks are necessary for successful marketing management? (Page 10)

Marketing Management at Unilever

Under the leadership of ex-P&G marketing executive Paul Polman and marketing whiz Keith
Weed, Unilever is steering in an aggressive new direction. Its “Crafting Brands for Life” model es-
tablishes social, economic, and product missions for each brand, including Dove, Ben & Jerry’s, and
Knorr. One part of the mission, for instance, is sustainability—specifically, to halve its ecological
footprint while doubling revenues. To improve marketing communications, it aims to strike a bal-
ance between “magic” and “logic,” doubling marketing training expenditures and emphasizing ad
research. Unilever has set its sights on developing and emerging markets, hoping to draw 70 percent
to 75 percent of revenues from these markets by 2020. The company has also adopted “reverse in-
novation” by applying marketing innovations from developing markets to recession-hit developed
markets. In Spain, it now sells Surf detergent in five-wash packs. In Greece, it offers mayonnaise in
small packages.1

G ood marketing is no accident. It is both an art and a science, and it results from careful plan-
ning and execution using state-of-the-art tools and techniques. In this book, we describe
how skillful marketers are updating classic practices and inventing new ones to find creative,
1
2 Part 1   Understanding Marketing Management

practical solutions to new marketing realities. In the first chapter, we lay our foundation by re-
viewing important marketing concepts, tools, frameworks, and issues.

The Value of Marketing

Finance, operations, accounting, and other business functions won’t really matter without suffi-
cient demand for products and services so the firm can make a profit. In other words, there must
be a top line for there to be a bottom line. Thus, financial success often depends on marketing
ability. Marketing’s value extends to society as a whole. It has helped introduce new or enhanced
products that ease or enrich people’s lives. Successful marketing builds demand for products and
services, which, in turn, creates jobs. By contributing to the bottom line, successful marketing
also allows firms to more fully engage in socially responsible activities.2
Many firms, even service and nonprofit, now have a chief marketing officer (CMO) to put
marketing on a more equal footing with other C-level executives such as the chief financial officer
(CFO) or chief information officer (CIO).3 In an Internet-fueled environment where consumers,
competition, technology, and economic forces change rapidly and consequences quickly multiply,
marketers in every organization must choose features, prices, and markets and decide how much
to spend on advertising, sales, and online and mobile marketing—while under intense pressure to
make every marketing dollar count.
At greatest risk are those that fail to carefully monitor their customers and competitors,
continuously improve their value offerings and marketing strategies, or satisfy their employees,
stockholders, suppliers, and channel partners in the process. Thus, skillful marketing is a never-
ending pursuit. Despite these challenges, some businesses are adapting and thriving in these
changing times.

The Scope of Marketing

To be a marketer, you need to understand what marketing is, how it works, who does it, and what
is marketed.

What Is Marketing?
Marketing is about identifying and meeting human and social needs. One of the shortest good
definitions of marketing is “meeting needs profitably.” When Google recognized that people
needed to more effectively and efficiently access information on the Internet, it created a power-
ful search engine that organized and prioritized queries. When IKEA noticed that people wanted
good furnishings at substantially lower prices, it created knockdown furniture. These two firms
demonstrated marketing savvy and turned a private or social need into a profitable business
opportunity.
The American Marketing Association offers the following formal definition: Marketing
is the activity, set of institutions, and processes for creating, communicating, delivering, and
exchanging offerings that have value for customers, clients, partners, and society at large.4 We
see marketing management as the art and science of choosing target markets and getting,
keeping, and growing customers through creating, delivering, and communicating superior cus-
tomer value. Cocreation of value among consumers and with businesses and the importance
of value creation and sharing have become important themes in the development of modern
marketing thought.5
Note that selling is not the most important part of marketing. Peter Drucker, famed manage-
ment theorist, says that “the aim of marketing is to know and understand the customer so well
 Chapter 1   Defining Marketing for the New Realities 3

that the product or service fits him and sells itself. Ideally, marketing should result in a customer
who is ready to buy. All that should be needed then is to make the product or service available.”6
When Apple launched its iPad tablet computer and when Toyota introduced its Prius hybrid
automobile, these manufacturers were swamped with orders because they designed the right
product, based on careful marketing homework.

What Is Marketed?
Marketers market 10 main types of entities: goods, services, events, experiences, persons, places,
properties, organizations, information, and ideas.

Goods  Physical goods constitute the bulk of most countries’ production and marketing ef-
forts. Each year, U.S. companies market billions of fresh, canned, bagged, and frozen food prod-
ucts and other tangible items.

Services  As economies advance, a growing proportion of their activities focuses on the

production of services. The U.S. economy today produces a services-to-goods mix of roughly
two-thirds to one-third.7 Services include the work of airlines, hotels, car rental firms, barbers
and beauticians, maintenance and repair people, and accountants, bankers, lawyers, engineers,
doctors, software programmers, and management consultants. Many market offerings mix goods
and services, such as a fast-food meal.

Events  Marketers promote time-based events, such as major trade shows, artistic perfor-
mances, and company anniversaries. Global sporting events such as the Olympics and the World
Cup are promoted aggressively to companies and fans.

Experiences  By orchestrating several services and goods, a firm can create, stage, and market
experiences. Walt Disney World’s Magic Kingdom lets customers visit a fairy kingdom, a pirate
ship, or a haunted house. Customized experiences include a week at a baseball camp with retired
baseball greats, as one example.8

Persons  Artists, musicians, CEOs, physicians, high-profile financiers, and other professionals

often get help from marketers.9 Management consultant Tom Peters, himself a master at self-
branding, has advised each person to become a “brand.”

Places  Cities, states, regions, and whole nations compete to attract tourists, residents, facto-
ries, and company headquarters.10 Place marketers include economic development specialists,
real estate agents, commercial banks, local business associations, and advertising and public rela-
tions agencies.

Properties  Properties are intangible rights of ownership to either real property (real estate)
or financial property (stocks and bonds). They can be bought and sold and therefore require
marketing through the efforts of real estate agents, investment companies, and banks.

Organizations  Museums, performing arts organizations, corporations, and nonprofits all

use marketing to boost their public images and compete for audiences and funds. Some uni-
versities have created chief marketing officer (CMO) positions to better manage their school
identity and image, via everything from admission brochures and Twitter feeds to brand
strategy.11
4 Part 1   Understanding Marketing Management

Information  Information is essentially what books, schools, and universities produce, market,

and distribute at a price to parents, students, and communities.

Ideas  Every market offering includes a basic idea. Charles Revson of Revlon once observed:
“In the factory we make cosmetics; in the drugstore we sell hope.” Products and services are plat-
forms for delivering some idea or benefit. Social marketers promote such ideas as “Friends Don’t
Let Friends Drive Drunk” and “A Mind Is a Terrible Thing to Waste.”

Who Markets?
A marketer is someone who seeks a response—attention, a purchase, a vote, a donation—from
another party, called the prospect. If two parties are seeking to sell something to each other, we
call them both marketers.
Increasingly, marketing is not done only by the marketing department. Marketers now must
properly manage all possible touch points (where a customer directly or indirectly interacts with
the company), including store layouts, package designs, product functions, employee training,
and shipping and logistics. To create a strong marketing organization, marketers must think like
executives in other departments, and executives in other departments must think more like mar-
keters. Interdepartmental teamwork that includes marketers is needed to manage key processes
like production innovation, new-business development, customer acquisition and retention, and
order fulfillment.

What Is a Market?
Traditionally, a “market” was a physical place where buyers and sellers gathered to buy and sell
goods. Economists describe a market as a collection of buyers and sellers who transact over a
particular product or product class (such as the housing market or the grain market). Marketers
use the term market to describe customer groups. They talk about need markets (the diet-
seeking market), product markets (the shoe market), demographic markets (the “millennium”
youth market), geographic markets (the Chinese market), or voter markets, labor markets, and
donor markets. Four key customer markets are consumer, business, global, and nonprofit.
Figure 1.1 shows how sellers and buyers are connected by four flows. Sellers send goods
and services and communications such as ads and direct mail to the market; in return they re-
ceive money and information such as customer attitudes and sales data. The inner loop shows
an exchange of money for goods and services; the outer loop shows an exchange of information.

Figure 1.1 A Simple Marketing System

Communication

Goods/services
Industry Market
(a collection of sellers) (a collection of buyers)
Money

Information
Another random document with
no related content on Scribd:
 “This unintelligible jargon is out of place here, Mr Dominie; and if
you can show no better reasons for raising such an abominable
falsehood, in representing me as an incendiary and murderer, I shall
procure you a lodging in the house of correction.”
“Why, sir, the long and the short of the matter is this:—I only
asked at that fellow there—that logarithm of stupidity—if he had
heard aught of a ghost having been seen about Wineholm Place. I
added nothing farther, either positive or negative. Now, do you insist
on my reasons for asking such a question?”
“I insist on having them.”
“Then what will you say, sir, when I inform you, and declare my
readiness to depone to the truth of it, that I saw the ghost myself?
Yes, sir, that I saw the ghost of your late worthy father-in-law myself,
sir; and though I said no such thing to that decimal fraction, yet it
told me, sir,—yes, the spirit of your father-in-law told me, sir, that
you are a murderer.”
“Lord, now, what think ye o’ that?” quoth the smith. “Ye had better
hae letten him alane; for, ’od, ye ken, he’s the deevil of a body as ever
was made. He just beats the world!”
The doctor grew as pale as death, but whether from fear or rage, it
was hard to say.
“Why, sir,” said he, “you are mad! stark, raving mad; therefore, for
your own credit, and for the peace and comfort of my wife and
myself, and our credit among our retainers, you must unsay every
word that you have now said.”
“I’ll just as soon say that the parabola and the ellipsis are the
same,” said the dominie; “or that the diameter is not the longest line
that can be drawn in the circle. And now, sir, since you have forced
me to divulge what I was much in doubt about, I have a great mind to
have the old laird’s grave opened to-night, and have the body
inspected before witnesses.”
“If you dare disturb the sanctuary of the grave,” said the doctor
vehemently, “or with your unhallowed hands touch the remains of
my venerable and revered predecessor, it had been better for you,
and all who make the attempt, that you never had been born. If not
then for my sake, for the sake of my wife, the sole daughter of the
man to whom you have all been obliged, let this abominable and
malicious calumny go no farther, but put it down; I pray of you to put
it down, as you would value your own advantage.”
“I have seen him, and spoke with him—that I aver,” said the
dominie. “And shall I tell you what he said to me?”
“No, no! I’ll hear no more of such absolute and disgusting
nonsense,” said the doctor.
“Then, since it hath come to this, I will declare it in the face of the
whole world, and pursue it to the last,” said the dominie, “ridiculous
as it is, and I confess that it is even so. I have seen your father-in-law
within the last twenty-four hours; at least a being in his form and
habiliments, and having his aspect and voice. And he told me that he
believed you were a very great scoundrel, and that you had helped
him off the stage of time in a great haste, for fear of the operation of a
will, which he had just executed, very much to your prejudice. I was
somewhat aghast, but ventured to remark, that he must surely have
been sensible whether you murdered him or not, and in what way.
He replied that he was not very certain, for at the time you put him
down, he was much in his customary way of nights—very drunk; but
that he greatly suspected you had hanged him, for ever since he had
died, he had been troubled with a severe crick in his neck. Having
seen my late worthy patron’s body deposited in the coffin, and
afterwards consigned to the grave, these things overcame me, and a
kind of mist came over my senses; but I heard him saying as he
withdrew, what a pity it was that my nerves could not stand this
disclosure! Now, for my own satisfaction, I am resolved that, to-
morrow, I shall raise the village, with the two ministers at the head of
the multitude, and have the body, and particularly the neck of the
deceased, minutely inspected.”
“If you do so, I shall make one of the number,” said the doctor.
“But I am resolved that, in the first place, every means shall be tried
to prevent a scene of madness and absurdity so disgraceful to a well-
regulated village and a sober community.”
“There is but one direct line that can be followed, and any other
would either form an acute or obtuse angle,” said the dominie;
“therefore I am resolved to proceed right forward, on mathematical
principles;” and away he went, skipping on his crutch, to arouse the
villagers to the scrutiny.
 The smith remained behind, concerting with the doctor how to
controvert the dominie’s profound scheme of unshrouding the dead;
and certainly the smith’s plan, viewed professionally, was not amiss
—
“O, ye ken, sir, we maun just gie him another heat, and try to
saften him to reason, for he’s just as stubborn as Muirkirk airn. He
beats the world for that.”
While the two were in confabulation, Johnston, the old house
servant, came in, and said to the doctor—
“Sir, your servants are going to leave the house, every one, this
night, if you cannot fall on some means to divert them from it. The
old laird is, it seems, risen again, and come back among them, and
they are all in the utmost consternation. Indeed, they are quite out of
their reason. He appeared in the stable to Broadcast, who has been
these two hours dead with terror, but is now recovered, and telling
such a tale downstairs as never was heard from the mouth of man.”
“Send him up here,” said the doctor. “I will silence him. What does
the ignorant clown mean by joining in this unnatural clamour?”
John came up, with his broad bonnet in his hand, shut the door
with hesitation, and then felt thrice with his hand if it was really
shut.
“Well, John,” said the doctor, “what absurd lie is this that you are
vending among your fellow-servants, of having seen a ghost?”
John picked some odds and ends of threads out of his bonnet, and
said nothing.
“You are an old superstitious dreaming dotard,” continued the
doctor; “but if you propose in future to manufacture such stories, you
must, from this instant, do it somewhere else than in my service, and
among my domestics. What have you to say for yourself?”
“Indeed, sir, I hae naething to say but this, that we hae a’ muckle
reason to be thankfu’ that we are as we are.”
“And whereon does that wise saw bear? What relation has that to
the seeing of a ghost? Confess then, this instant, that you have forged
and vended a deliberate lie.”
“Indeed, sir, I hae muckle reason to be thankfu’—”
“For what?”
 “That I never tauld a deliberate lie in my life. My late master came
and spoke to me in the stable; but whether it was his ghaist or
himself—a good angel or a bad ane—I hae reason to be thankfu’ I
never said; for I do—not—ken.”
“Now, pray let us hear from that sage tongue of yours, so full of
sublime adages, what this doubtful being said to you?”
“I wad rather be excused, an’ it were your honour’s will, and wad
hae reason to be thankfu’.”
“And why should you decline telling this?”
“Because I ken ye wadna believe a word o’t, it is siccan a strange
story. O, sirs, but folks hae muckle reason to be thankful that they
are as they are!”
“Well, out with this strange story of yours. I do not promise to
credit it, but shall give it a patient hearing, providing you swear that
there is no forgery in it.”
“Weel, as I was suppering the horses the night, I was dressing my
late kind master’s favourite mare, and I was just thinking to mysel,
an’ he had been leeving, I wadna hae been my lane the night, for he
wad hae been standing ower me, cracking his jokes, and swearing at
me in his good-natured hamely way. Ay, but he’s gane to his lang
account, thinks I, and we puir frail dying creatures that are left ahint,
hae muckle reason to be thankfu’ that we are as we are; when I looks
up, and behold there’s my auld master standing leaning against the
trivage as he used to do, and looking at me. I canna but say my heart
was a little astoundit, and maybe lap up through my midriff into my
breath-bellows—I couldna say; but in the strength o’ the Lord I was
enabled to retain my senses for a good while. ‘John Broadcast,’ said
he, with a deep angry tone,—‘John Broadcast, what the d—l are you
thinking about? You are not currying that mare half. What lubberly
way of dressing a horse is that?’
“‘Lord make us thankfu’, master,’ says I; ‘are you there?’
“‘Where else would you have me be at this hour of the night, old
blockhead?’ says he.
“‘In another hame than this, master,’ says I; ‘but I fear it is nae
good ane, that ye are sae soon tired o’t.’
“‘A d—d bad one, I assure you,’ says he.
 “‘Ay, but master,’ says I, ‘ye hae muckle reason to be thankfu’ that
ye are as ye are.’
“‘In what respect, dotard?’ says he.
“‘That ye hae liberty to come out o’t a start now and then to get the
air,’ says I; and oh, my heart was sair for him when I thought o’ his
state! And though I was thankfu’ that I was as I was, my heart and
flesh began to fail me, at thinking of my speaking face to face wi’ a
being frae the unhappy place. But out he breaks again wi’ a great
round o’ swearing, about the mare being ill-keepit; and he ordered
me to cast my coat and curry her weel, for he had a lang journey to
take on her the morn.
“‘You take a journey on her!’ says I; ‘I doubt my new master will
dispute that privilege wi’ you, for he rides her himsel the morn.’
“‘He ride her!’ cried the angry spirit; and then he burst out into a
lang string of imprecations, fearsome to hear, against you, sir; and
then added, ‘Soon, soon, shall he be levelled with the dust!—the dog!
the parricide! First to betray my child, and then to put down myself!
But he shall not escape—he shall not escape!’ he cried with such a
hellish growl that I fainted, and heard no more.”
“Weel, that beats the world,” exclaimed the smith. “I wad hae
thought the mare wad hae luppen ower yird and stane, or fa’en down
dead wi’ fright.”
“Na, na,” said John, “in place o’ that, whenever she heard him fa’ a
swearing, she was sae glad that she fell a nichering.”
“Na, but that beats the hale world a’ thegither!” quoth the smith.
“Then it has been nae ghaist ava, ye may depend on that.”
“I little wat what it was,” replied John, “but it was a being in nae
gude or happy state o’ mind, and is a warning to us how muckle
reason we hae to be thankfu’ that we are as we are.”
The doctor pretended to laugh at the absurdity of John’s narration,
but it was with a ghastly and doubtful expression of countenance, as
though he thought the story far too ridiculous for any clodpoll to
have contrived out of his own head; and forthwith he dismissed the
two dealers in the marvellous, with very little ceremony, the one
protesting that the thing beat the world, and the other that they had
both reason to be thankful that they were as they were.
 Next morning the villagers, small and great, were assembled at an
early hour to witness the lifting of the body of the late laird, and,
headed by the established and dissenting clergymen, and two
surgeons, they proceeded to the tomb, and soon extracted the
splendid coffin, which they opened with all due caution and
ceremony. But instead of the murdered body of their late benefactor,
which they expected in good earnest to find, there was nothing in the
coffin but a layer of gravel, of about the weight of a corpulent man.
The clamour against the new laird then rose all at once into a
tumult that it was impossible to check, every one declaring that he
had not only murdered their benefactor, but, for fear of discovery,
had raised the body, and given, or rather sold it, for dissection. The
thing was not to be tolerated; so the mob proceeded in a body to
Wineholm Place, to take out their poor deluded lady, and burn the
doctor and his basely acquired habitation to ashes. It was not till the
multitude had surrounded the house that the ministers and two or
three other gentlemen could stay them, which they only did by
assuring the mob that they would bring out the doctor before their
eyes, and deliver him up to justice. This pacified the throng; but on
inquiry at the hall, it was found that the doctor had gone off early
that morning, so that nothing further could be done for the present.
But the coffin, filled with gravel, was laid up in the aisle, and kept
open for inspection.
Nothing could now exceed the consternation of the simple villagers
of Wineholm at these dark and mysterious events. Business, labour,
and employment of every sort, were at a stand, and the people
hurried about to one another’s houses, and mingled their conjectures
together in one heterogeneous mass. The smith put his hand to his
bellows, but forgot to blow till the fire went out; the weaver leaned on
his loom, and listened to the legend of the ghastly tailor. The team
stood in mid-furrow, and the thrasher agape over his flail; and even
the dominie was heard to declare that the geometrical series of
events was increasing by no common ratio, and therefore ought to be
calculated rather arithmetically than by logarithms; and John
Broadcast saw more and more reason for being thankfu’ that he was
as he was, and neither a stock, nor a stone, nor a brute beast.
Every new thing that happened was more extraordinary than the
last; and the most puzzling of all was the circumstance of the late
laird’s mare, saddle, bridle, and all, being off before daylight next
morning; so that Dr Davington was obliged to have recourse to his
own, on which he was seen posting away on the road towards
Edinburgh. It was thus but too obvious that the late laird had ridden
off on his favourite mare,—but whither, none of the sages of
Wineholm could divine. But their souls grew chill as an iceberg, and
their very frames rigid, at the thought of a spirit riding away on a
brute beast to the place appointed for wicked men. And had not John
Broadcast reason to be thankfu’ that he was as he was?
However, the outcry of the community became so outrageous of
murder and foul play, in so many ways, that the officers of justice
were compelled to take note of it; and accordingly the sheriff-
substitute, the sheriff-clerk, the fiscal, and two assistants, came in
two chaises to Wineholm to take a precognition; and there a court
was held which lasted the whole day, at which Mrs Davington, the
late laird’s only daughter, all the servants, and a great number of the
villagers, were examined on oath. It appeared from the evidence that
Dr Davington had come to the village and set up as a surgeon; that he
had used every endeavour to be employed in the laird’s family in
vain, as the latter detested him; that he, however, found means of
inducing his only daughter to elope with him, which put the laird
quite beside himself, and from thenceforward he became drowned in
dissipation; that such, however, was his affection for his daughter,
that he caused her to live with him, but would never suffer the doctor
to enter his door; that it was, nevertheless, quite customary for the
doctor to be sent for to his lady’s chamber, particularly when her
father was in his cups; and that on a certain night, when the laird had
had company, and was so overcome that he could not rise from his
chair, he had died suddenly of apoplexy; and that no other skill was
sent for, or near him, but this his detested son-in-law, whom he had
by will disinherited, though the legal term for rendering that will
competent had not expired. The body was coffined the second day
after death, and locked up in a low room in one of the wings of the
building; and nothing farther could be elicited. The doctor was
missing, and it was whispered that he had absconded; indeed it was
evident, and the sheriff acknowledged that, according to the evidence
taken, the matter had a very suspicious aspect, although there was no
direct proof against the doctor. It was proved that he had attempted
to bleed the patient, but had not succeeded, and that at that time the
old laird was black in the face.
When it began to wear nigh night, and nothing further could be
learned, the sheriff-clerk, a quiet considerate gentleman, asked why
they had not examined the wright who had made the coffin, and also
placed the body in it. The thing had not been thought of; but he was
found in court, and instantly put into the witness-box, and examined
on oath. His name was James Sanderson, a little, stout-made,
shrewd-looking man, with a very peculiar squint. He was examined
thus by the procurator-fiscal:—
“Were you long acquainted with the late Laird of Wineholm,
James?”
“Yes, ever since I left my apprenticeship; for, I suppose, about
nineteen years.”
“Was he very much given to drinking of late?”
“I could not say; he took his glass geyan heartily.”
“Did you ever drink with him.”
“O yes, mony a time.”
“You must have seen him very drunk, then? Did you ever see him
so drunk, for instance, that he could not rise?”
“Never; for long afore that, I could not have kenned whether he
was sitting or standing.”
“Were you present at the corpse-chesting?”
“Yes, I was.”
“And were you certain the body was then deposited in the coffin?”
“Yes; quite certain.”
“Did you screw down the coffin lid firmly then, as you do others of
the same make?”
“No, I did not.”
“What were your reasons for that?”
“They were no reasons of mine; I did what I was ordered. There
were private reasons, which I then wist not of. But, gentlemen, there
are some things connected with this affair, which I am bound in
honour not to reveal. I hope you will not compel me to divulge them
at present.”
 “You are bound by a solemn oath, James, the highest of all
obligations; and, for the sake of justice, you must tell everything you
know; and it would be better if you would just tell your tale
straightforward, without the interruption of question and answer.”
“Well, then, since it must be so:—That day, at the chesting, the
doctor took me aside and said to me, ‘James Sanderson, it will be
necessary that something be put into the coffin to prevent any
unpleasant odour before the funeral; for owing to the corpulence,
and the inflamed state of the body by apoplexy, there will be great
danger of this.’
“‘Very well, sir,’ says I; ‘what shall I bring?’
“‘You had better only screw down the lid lightly at present, then,’
said he; ‘and if you could bring a bucketful of quicklime a little while
hence, and pour it over the body, especially over the face, it is a very
good thing, an excellent thing, for preventing any deleterious effluvia
from escaping.’
“‘Very well, sir,’ said I; and so I followed his directions. I procured
the lime; and as I was to come privately in the evening to deposit it in
the coffin, in company with the doctor alone, I was putting off the
time in my workshop, polishing some trifle, and thinking to myself
that I could not find in my heart to choke up my old friend with
quicklime, even after he was dead, when, to my unspeakable horror,
who should enter my workshop but the identical laird himself,
dressed in his dead-clothes in the very same manner in which I had
seen him laid in the coffin, but apparently all streaming in blood to
the feet. I fell back over against a cart-wheel, and was going to call
out, but could not; and as he stood straight in the door, there was no
means of escape. At length the apparition spoke to me in a hoarse
trembling voice, and it said to me, ‘Jamie Sanderson! O, Jamie
Sanderson! I have been forced to appear to you in a d—d frightful
guise!’ These were the very first words it spoke, and they were far
from being a lie; but I halfflins thought to mysel that a being in such
circumstances might have spoken with a little more caution and
decency. I could make no answer, for my tongue refused all attempts
at articulation, and my lips would not come together; and all that I
could do was to lie back against my new cart-wheel, and hold up my
hands as a kind of defence. The ghastly and blood-stained
apparition, advancing a step or two, held up both its hands, flying
with dead ruffles, and cried to me in a still more frightful voice, ‘Oh,
my faithful old friend, I have been murdered! I am a murdered man,
Jamie Sanderson! And if you do not assist me in bringing upon the
wretch due retribution, dire will be your punishment in the other
world.’
“This is sheer raving, James,” said the sheriff, interrupting him.
“These words can be nothing but the ravings of a disturbed and
heated imagination. I entreat you to recollect that you have appealed
to the Great Judge of heaven and earth for the truth of what you
assert here, and to answer accordingly.”
“I know what I am saying, my Lord Sheriff,” said Sanderson; “and
I am telling naething but the plain truth, as nearly as my state of
mind at the time permits me to recollect. The appalling figure
approached still nearer and nearer to me, breathing threatenings if I
would not rise and fly to his assistance, and swearing like a sergeant
of dragoons at both the doctor and myself. At length it came so close
to me that I had no other shift but to hold up both feet and hands to
shield me, as I had seen herons do when knocked down by a
goshawk, and I cried out; but even my voice failed, so that I only
cried like one through his sleep.”
“‘What the d—l are you lying gaping and braying at there?’ said he,
seizing me by the wrist and dragging me after him. ‘Do you not see
the plight I am in, and why won’t you fly to succour me?’
“I now felt, to my great relief, that this terrific apparition was a
being of flesh, blood, and bones like myself;—that, in short, it was
indeed my kind old friend the laird popped out of his open coffin,
and come over to pay me an evening visit, but certainly in such a
guise as earthly visit was never paid. I soon gathered up my scattered
senses, took my old friend into my room, bathed him all over, and
washed him well with lukewarm water; then put him into a warm
bed, gave him a glass or two of hot punch, and he came round
amazingly. He caused me to survey his neck a hundred times, I am
sure; and I had no doubt he had been strangled, for there was a
purple ring round it, which in some places was black, and a little
swollen; his voice creaked like a door-hinge, and his features were
still distorted. He swore terribly at both the doctor and myself; but
nothing put him half so mad as the idea of the quicklime being
poured over him, and particularly over his face. I am mistaken if that
experiment does not serve him for a theme of execration as long as
he lives.”
“So he is alive, then, you say?” asked the fiscal.
“O yes, sir, alive, and tolerably well, considering. We two have had
several bottles together in my quiet room; for I have still kept him
concealed, to see what the doctor would do next. He is in terror for
him, somehow, until sixty days be over from some date that he talks
of, and seems assured that the dog will have his life by hook or crook,
unless he can bring him to the gallows betimes, and he is absent on
that business to-day. One night lately, when fully half seas over, he
set off to the schoolhouse, and frightened the dominie; and last night
he went up to the stable, and gave old Broadcast a hearing for not
keeping his mare well enough.
“It appears that some shaking motion in the coffining of the laird
had brought him back to himself, after bleeding abundantly both at
mouth and nose; that he was on his feet ere he knew how he had
been disposed of, and was quite shocked at seeing the open coffin on
the bed, and himself dressed in his grave-clothes, and all in one bath
of blood. He flew to the door, but it was locked outside; he rapped
furiously for something to drink, but the room was far removed from
any inhabited part of the house, and none regarded; so he had
nothing for it but to open the window, and come through the garden
and the back lane leading to my workshop. And as I had got orders to
bring a bucketful of quicklime, I went over in the forenight with a
bucketful of heavy gravel, as much as I could carry, and a little white
lime sprinkled on the top of it; and being let in by the doctor, I
deposited it in the coffin, screwed down the lid, and left it. The
funeral followed in due course, the whole of which the laird viewed
from my window, and gave the doctor a hearty day’s cursing for
daring to support his head and lay it in the grave. And this,
gentlemen, is the substance of what I know concerning this
enormous deed, which is, I think, quite sufficient. The laird bound
me to secrecy until such time as he could bring matters to a proper
bearing for securing the doctor; but as you have forced it from me,
you must stand my surety, and answer the charges against me.”
The laird arrived that night with proper authority, and a number of
officers, to have the doctor, his son-in-law, taken into custody; but
the bird had flown; and from that day forth he was never seen, so as
to be recognised, in Scotland. The laird lived many years after that;
and though the thoughts of the quicklime made him drink a great
deal, yet from that time he never suffered himself to get quite drunk,
lest some one might take it into his head to hang him, and he not
know anything about it. The dominie acknowledged that it was as
impracticable to calculate what might happen in human affairs as to
square the circle, which could only be effected by knowing the ratio
of the circumference to the radius. For shoeing horses, vending news,
and awarding proper punishments, the smith to this day just beats
the world. And old John Broadcast is as thankfu’ to heaven as ever
that things are as they are.
 AN INCIDENT IN THE GREAT MORAY
FLOODS OF 1829.

By Sir Thomas Dick Lauder.

The flood, both in the Spey and its tributary burn, was terrible at
the village of Charlestown of Aberlour. On the 3d of August, Charles
Cruickshanks, the innkeeper, had a party of friends in his house.
There was no inebriety, but there was a fiddle; and what Scotsman is
he who does not know that the well-jerked strains of a lively
strathspey have a potent spell in them that goes beyond even the
witchery of the bowl? On one who daily inhales the breezes from the
musical stream that gives name to the measure, the influence is
powerful, and it was that day felt by Cruickshanks with a more than
ordinary degree of excitement. He was joyous to a pitch that made
his wife grave. Mrs Cruickshanks was deeply affected by her
husband’s jollity. “Surely my goodman is daft the day,” said she
gravely; “I ne’er saw him dance at sic a rate. Lord grant that he binna
fey!”[12]
12. “‘I think,’ said the old gardener to one of the maids, ‘the gauger’s fie’—by
which word the common people express those violent spirits, which they think a
presage of death.”—Guy Mannering.
When the river began to rise rapidly in the evening, Cruickshanks,
who had a quantity of wood lying near the mouth of the burn, asked
two of his neighbours to go and assist him in dragging it out of the
water. They readily complied, and Cruickshanks getting on the loose
raft of wood, they followed him, and did what they could in pushing
and hauling the pieces of timber ashore, till the stream increased so
much, that, with one voice, they declared they would stay no longer,
and, making a desperate effort, they plunged over-head, and reached
the land with the greatest difficulty. They then tried all their
eloquence to persuade Cruickshanks to come away, but he was a bold
and experienced floater, and laughed at their fears; nay, so utterly
reckless was he, that having now diminished the crazy ill-put-
together raft he stood on, till it consisted of a few spars only, he
employed himself in trying to catch at and save some haycocks
belonging to the clergyman, which were floating past him. But while
his attention was so engaged, the flood was rapidly increasing, till, at
last, even his dauntless heart became appalled at its magnitude and
fury. “A horse! a horse!” he loudly and anxiously exclaimed; “run for
one of the minister’s horses, and ride in with a rope, else I must go
with the stream.” He was quickly obeyed, but ere a horse arrived, the
flood had rendered it impossible to approach him.
Seeing that he must abandon all hope of help in that way,
Cruickshanks was now seen as if summoning up all his resolution
and presence of mind to make the perilous attempt of dashing
through the raging current, with his frail and imperfect raft.
Grasping more firmly the iron-shod pole he held in his hand—called
in floater’s language a sting—he pushed resolutely into it; but he had
hardly done so when the violence of the water wrenched from his
hold that which was all he had to depend on. A shriek burst from his
friends, as they beheld the wretched raft dart off with him down the
stream, like an arrow freed from the bowstring. But the mind of
Cruickshanks was no common one to quail before the first approach
of danger. He poised himself, and stood balanced, with
determination and self-command in his eye, and no sound of fear, or
of complaint, was heard to come from him.
At the point where the burn met the river, in the ordinary state of
both, there grew some trees, now surrounded by deep and strong
currents, and far from the land. The raft took a direction towards one
of these, and seeing the wide and tumultuous waters of the Spey
before him, in which there was no hope that his loosely-connected
logs could stick one moment together, he coolly prepared himself,
and, collecting all his force into one well-timed and well-directed
effort, he sprang, caught a tree, and clung among its boughs, whilst
the frail raft, hurried away from under his foot, was dashed into
fragments, and scattered on the bosom of the waves. A shout of joy
arose from his anxious friends, for they now deemed him safe; but he
uttered no shout in return. Every nerve was strained to procure help.
“A boat!” was the general cry, and some ran this way, and some that,
to endeavour to procure one. It was now between seven and eight
o’clock in the evening. A boat was speedily obtained, and though no
one was very expert in its use, it was quickly manned by people eager
to save Cruickshanks from his perilous situation. The current was too
terrible about the tree to admit of their nearing it, so as to take him
directly into the boat; but their object was to row through the
smoother water, to such a distance as might enable them to throw a
rope to him, by which means they hoped to drag him to the boat.
Frequently did they attempt this, and as frequently were they foiled,
even by that which was considered as the gentler part of the stream,
for it hurried them past the point whence they wished to make the
cast of their rope, and compelled them to row up again by the side, to
start on each fresh adventure.
Often were they carried so much in the direction of the tree as to
be compelled to exert all their strength to pull themselves away from
him they would have saved, that they might avoid the vortex that
would have caught and swept them to destruction. And often was
poor Cruickshanks tantalized with the approach of help, which came
but to add to the other miseries of his situation that of the bitterest
disappointment. Yet he bore all calmly. In the transient glimpses
they had of him, as they were driven past him, they saw no blenching
on his dauntless countenance—they heard no reproach, no
complaint, no sound, but an occasional short exclamation of
encouragement to persevere in their friendly endeavours. But the
evening wore on, and still they were unsuccessful. It seemed to them
that something more than mere natural causes was operating against
them. “His hour is come!” said they, as they regarded one another
with looks of awe; “our struggles are vain.” The courage and the hope
which had hitherto supported them began to fail, and the descending
shades of night extinguished the last feeble sparks of both, and put
an end to their endeavours.
Fancy alone can picture the horrors that must have crept on the
unfortunate man, as, amidst the impenetrable darkness which now
prevailed, he became aware of the continued increase of the flood
that roared around him, by its gradual advance towards his feet,
whilst the rain and the tempest continued to beat more and more
dreadfully upon him. That these were long ineffectual in shaking his
collected mind, we know from the fact, afterwards ascertained, that
he actually wound up his watch while in this dreadful situation. But,
hearing no more the occasional passing exclamations of those who
had been hitherto trying to succour him, he began to shout for help
in a voice that became every moment more long-drawn and piteous,
as, between the gusts of the tempest, and borne over the thunder of
the waters, it fell from time to time on the ears of his clustered
friends, and rent the heart of his distracted wife. Ever and anon it
came, and hoarser than before, and there was an occasional wildness
in its note, and now and then a strange and clamorous repetition for
a time, as if despair had inspired him with an unnatural energy; but
the shouts became gradually shorter,—less audible and less frequent,
—till at last their eagerly listening ears could catch them no longer.
“Is he gone?” was the half-whispered question they put to one
another; and the smothered responses that were muttered around
but too plainly told how much the fears of all were in unison.
“What was that?” cried his wife in a delirious scream; “that was his
whistle I heard!” She said truly. A shrill whistle, such as that which is
given with the fingers in the mouth, rose again over the loud din of
the deluge and the yelling of the storm. He was not yet gone. His
voice was but cracked by his frequent exertions to make it heard, and
he had now resorted to an easier mode of transmitting to his friends
the certainty of his safety. For some time his unhappy wife drew
hope from such considerations, but his whistles, as they came more
loud and prolonged, pierced the ears of his foreboding friends like
the ill-omened cry of some warning spirit; and it may be matter of
question whether all believed that the sounds they heard were really
mortal. Still they came louder and clearer for a brief space; but at last
they were heard no more, save in his frantic wife’s fancy, who
continued to start, as if she still heard them, and to wander about,
and to listen, when all but herself were satisfied that she could never
hear them again.
Wet and weary, and shivering with cold, was this miserable
woman, when the tardy dawn of morning beheld her straining her
eye-balls through the imperfect light, towards the trees where
Cruickshanks had been last seen. There was something there that
looked like the figure of a man, and on that her eyes fixed. But those
around her saw, alas! too well, that what she fondly supposed to be
her husband was but a bunch of wreck gathered by the flood into one
of the trees,—for the one to which he clung had been swept away.
The body of poor Cruickshanks was found in the afternoon of next
day, on the Haugh of Dandaleith, some four or five miles below. As it
had ever been his uniform practice to wind up his watch at night, and
as it was discovered to be nearly full wound when it was taken from
his pocket, the fact of his having had self-possession enough to obey
his usual custom, under circumstances so terrible, is as
unquestionable as it is wonderful. It had stopped at a quarter of an
hour past eleven o’clock, which would seem to fix that as the fatal
moment when the tree was rent away; for when that happened, his
struggles amidst the raging waves of the Spey must have been few
and short.
When the men, who had so unsuccessfully attempted to save him,
were talking over the matter, and arguing that no human help could
have availed him,—
“I’m thinkin’ I could hae ta’en him out,” said a voice in the circle.
All eyes were turned towards the speaker, and a general expression
of contempt followed; for it was a boy of the name of Rainey, a
reputed idiot, from the foot of Benrinnes, who spoke.
“You!” cried a dozen voices at once; “what would you have done,
you wise man?”
“I wud hae tied an empty anker-cask to the end o’ a lang, lang tow,
an’ I wud hae floated it aff frae near aboot whaur the raft was ta’en
first awa; an’ syne, ye see, as the stream teuk the raft till the tree,
maybe she wud hae ta’en the cask there too; an’ if Charlie
Cruickshanks had ance gotten a haud o’ this rope——”
He would have finished, but his auditors were gone: they had
silently slunk away in different directions, one man alone having
muttered, as he went, something about “wisdom coming out of the
mouth of fools.”
 CHARLIE GRAHAM, THE TINKER.

By George Penny.

The notorious Charlie Graham belonged to a gang of tinkers, who

had for a long time travelled through the country, and whose
headquarters were at Lochgelly, in Fife. They were to be found at all
markets, selling their horn spoons, which was their ostensible
occupation. But there was a great deal of business done in the
pickpocket line, and other branches of the thieving art. About Charlie
there were some remarkable traits of generosity. In the midst of all
the crimes he committed, he was never known to hurt a poor man,
but often out of his plunder helped those in a strait. His father was in
the same line, and was long at the head of the gang; but being
afterwards imprisoned for theft, housebreaking, &c., he was
banished the county, banished Scotland, and publicly whipped. On
one occasion he was banished, with certification that if he returned,
he was to be publicly whipped the first market-day, and thereafter to
be banished. Old Charlie was not long away when he returned, and
was apprehended and conveyed to Perth jail. A vacancy having
occurred in the office of executioner, the first market-day was
allowed to pass without inflicting the sentence, upon which Charlie
entered a protest, and was liberated. In various ways he eluded
justice,—sometimes by breaking the prison, and sometimes for want
of evidence. The last time he was brought in, he was met by an old
acquaintance, who asked, “What is the matter now?” to which old
Charlie replied, “Oh, just the auld thing, and nae proof;” which
saying has since become a proverb. But this time they did find proof,
and he was again publicly whipped, and sent out of the country. One
of his daughters, Meg Graham, who had been bred from her infancy
in the same way, was every now and then apprehended for some
petty theft. Indeed, she was so often in jail, that she got twenty-eight
dinners from old John Rutherford, the writer, who gave the
prisoners in the jail a dinner every Christmas. Meg, in her young
days, was reckoned one of the first beauties of the time; but she was a
wild one. She had been whipped and pilloried, but still the root of the
matter remained.
Young Charlie was a man of uncommon strength and size, being
about six feet high, and stout in proportion. His wrist was as thick as
that of two ordinary men; he had long been the terror of the country,
and attended all markets at the head of his gang, where they were
sure to kick up a row among themselves. Two of their women would
commence a battle-royal in the midst of the throng, scratch and tear
one another’s caps, until a mob was assembled, when the rest were
very busy in picking pockets. In this way they were frequently very
successful.
At a market to the west of Crieff a farmer got his pocket-book
taken from him. It being ascertained that Charlie Graham and his
gang were in the market,—who were well known to several of the
respectable farmers, who frequently lodged them on their way to the
country,—it was proposed to get Charlie and give him a glass, and tell
him the story. Charlie accepted the invitation; and during the
circulation of the glass, one of the company introduced the subject,
lamenting the poor man’s loss in such a feeling way, that the right
chord was struck, and Charlie’s generosity roused. An appeal was
made to him to lend the poor man such a sum, as his credit was at
stake. Charlie said they had done nothing that day, but if anything
cast up, he would see what could be done. During this conversation
another company came into the room; amongst whom was a man
with a greatcoat, a Highland bonnet, and a large drover whip. After
being seated, this personage was recognised as belonging to the gang,
and they were invited to drink with them, whilst the story of the
robbery was repeated. On this Charlie asked his friend if he could
lend him forty pounds to give to the poor man, and he would repay
him in a few days. The man replied that he had forty pounds which
he was going to pay away; but if it was to favour a friend, he would
put off his business and help him; when, to their astonishment, the
identical notes which the man had lost were tossed to him; and
Charlie said that that would relieve him in the meantime, and he
could repay him when convenient. It was evident that Charlie smelt a
rat, and took this method to get off honourably. Of course, the forty
pounds were never sought after.
Charlie was one day lodged with a poor widow, who had a few
acres of ground, and kept a public-house. She complained to him
that she was unable to raise her rent, that the factor was coming that
night for payment, and that she was considerably deficient. Charlie
gave her what made it up, and in the evening went out of the way,
after learning at what time the factor would be there. The factor
came, received payment, and returned home; but on the way he was
met by Charlie, who eased him of his cash, and returned the rent to
the poor widow.
The Rev. Mr Graham of Fossoway came one day to Perth to
discount some bills in the Bank of Scotland. Having got his bills
cashed, his spirits rose to blood-heat, and a hearty glass was given to
his friends, until the parson got a little muddy. His friends, loth to
leave him in that state, hired a horse each to convey him home. It
was dark and late when they set out, and by the time they reached
Damhead, where they put up their horses, it was morning. The house
was re-building at the time, and the family living in the barn when
the parson and his friends were introduced. Here they found Charlie
and some of his friends over a bowl, of which the minister was
cordially invited to partake. His companions also joined, and kept it
up with great glee for some time—the minister singing his song, and
Charlie getting very big. One of the friends, knowing how the land
lay, was very anxious to be off, for fear of the minister’s money, and
ordered out the horses; but to this Charlie would by no means
consent. This alarmed the friends still more; as for the minister, he
was now beyond all fear. However, in a short time a number of men
came in and called for drink, and then Charlie, after the glass had
gone round, said he thought it was time for the minister to get home,
and went out to see them on their horses; when he told them he had
detained them till the return of these men, who, if they had met
them, might have proved dangerous neighbours; but now they could
go home in safety.
He was one day on his way to Auchterarder market, when he met a
farmer going from home, in whose barn he had frequently lodged,
when Charlie told him he was to lodge with him that night. The