240 Pages 14 B/W Illustrations
by Routledge

238 Pages 14 B/W Illustrations
by Routledge

240 Pages 14 B/W Illustrations
by Routledge

We all understand the basic principles underpinning marketing activity: to identify unfulfilled needs and desires and boost demand for the solutions a product is offering. The mantra is always "sell more". De-marketing tries for the very opposite. Why would a company actively try to decrease demand? There are many good reasons to do so: a firm cannot supply large enough quantities, or wants to... Read more

1. De-Marketing: An overview of the antecedents and current status of the discipline (Nigel Bradley and Jim Blythe)  2. Synchromarketing (Maria Pilar Martinez-Ruiz)  3. Synchromarketing: Demarketing Places (Gary Warnaby and Dominic Medway)  4. Demarketing in a Wicked Problem Context – The Case of Cocaine (Nigel Jones, Paul Baines, and Steve Welsh)  5. Counter-Marketing Case Studies (Clive Boddy)  6. General Demarketing (Heather Skinner)  7. General Demarketing Case Study: TRAT (Nadio Granata and David Wyles)  8. Selective Demarketing: A Value Destructive Approach (Jillian Farquhar)  9. Selective Demarketing: Frizzell Insurance (Daisy Tan)  10. Ostensible Demarketing: the Power of Prohibition (Robin Croft)  11. Case Study: Ostensible Demarketing: British Airways Tells Britons "Don’t Fly" (Sally McKechnie)  12. Unintentional Demarketing (Terri Kirchner)  13. Unintentional Demarketing in Higher Education (Nnamdie Madichie)  14. Demarketing and Marketing: A Conceptual Discussion (Jim Blythe)

Biography

Nigel Bradley was Senior Lecturer in Marketing at the University of Westminster, UK

Jim Blythe is Professor of Marketing at Westminster University and Visiting Professor at Plymouth Business School, UK

"Editors Bradley and Blythe (UK academicians) do an excellent job identifying situations that call for a "demarketing" strategy. Using well-chosen case studies, the authors show how demarketing can play an important role in a company’s quest for a "profit-driven" marketing plan. The final chapter provides compelling discussion of the murky boundaries that separate general demarketing and selective demarketing (e.g., a multi-product company reducing demand across its entire portfolio versus reducing demand for a single item).  Though the concept of demarketing had its roots in the 1970s (in what Philip Kotler and Sidney Levy termed "overfull demand"), it has received very little attention since then.  This volume does much to help better understand demarketing, its limitations, and its potential.  This in itself is a genuine contribution to the literature. Summing Up: Highly recommended. Students at all levels; researchers; practitioners; general readers." - N  A. Govoni, Babson College in CHOICE May 2014