Demarketing

"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 companys 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

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

1. De-Marketing: An overview of the antecedents and current status of the discipline 2. Synchromarketing 3. Synchromarketing: Demarketing Places 4. Demarketing in a Wicked Problem Context The Case of Cocaine 5. Counter-Marketing Case Studies 6. General Demarketing 7. General Demarketing Case Study: TRAT 8. Selective Demarketing: A Value Destructive Approach 9. Selective Demarketing: Frizzell Insurance 10. Ostensible Demarketing: the Power of Prohibition 11. Case Study: Ostensible Demarketing: British Airways Tells Britons "Dont Fly" 12. Unintentional Demarketing 13. Unintentional Demarketing in Higher Education 14. Demarketing and Marketing: A Conceptual Discussion