LEADER 03223oam 2200673I 450 001 9910975149303321 005 20251116193214.0 010 $a0-415-81648-3 010 $a0-203-59120-8 010 $a1-135-07041-5 010 $a1-135-07042-3 024 7 $a10.4324/9780203591208 035 $a(CKB)2550000001139066 035 $a(EBL)1498729 035 $a(OCoLC)862049438 035 $a(SSID)ssj0001036912 035 $a(PQKBManifestationID)12372376 035 $a(PQKBTitleCode)TC0001036912 035 $a(PQKBWorkID)11042229 035 $a(PQKB)11588942 035 $a(OCoLC)864395195 035 $a(MiAaPQ)EBC1498729 035 $a(Au-PeEL)EBL1498729 035 $a(CaPaEBR)ebr10785406 035 $a(CaONFJC)MIL538736 035 $a(OCoLC)862076988 035 $a(FINmELB)ELB132324 035 $a(EXLCZ)992550000001139066 100 $a20180706d2014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aDemarketing /$fedited by Nigel Bradley and Jim Blythe 205 $a1st ed. 210 1$aAbingdon, Oxon :$cRoutledge,$d2014. 215 $a1 online resource (445 p.) 300 $aDescription based upon print version of record. 311 08$a0-415-81647-5 311 08$a1-306-07485-1 320 $aIncludes bibliographical references and index. 327 $aCover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; List of tables and figures; Acknowledgments; Contributors; 1. Demarketing: an overview of the antecedents and current status of the discipline; 2. Synchromarketing; 3. Synchromarketing: demarketing places; 4. Countermarketing in a wicked problem context - the case of cocaine; 5. Counter-marketing case studies; 6. General demarketing; 7. General demarketing case study; 8. Selective demarketing: a value destruction approach; 9. Selective demarketing: case study - Frizzell Insurance 327 $a10. Ostensible demarketing: the power of prohibition11. Ostensible demarketing case study; 12. Unintentional demarketing; 13. "Unintentional demarketing" in higher education; 14. Demarketing and marketing: a conceptual discussion; Index 330 $a

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 limit supply to a region of narrow profit margin. Or, crucially, to discourage undesirable customers: those that could be bad for brand reputation, or in the case of the finance sector, high r 606 $aMarketing$xManagement 606 $aMarketing 615 0$aMarketing$xManagement. 615 0$aMarketing. 676 $a658.8 701 $aBlythe$b Jim$0330406 701 $aBradley$b Nigel$f1958-$0722951 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910975149303321 996 $aDemarketing$94497739 997 $aUNINA