Marketing is the process used to determine what products or services may be of i nterest to customers, and the strategy to use

in sales, communications and busin ess development.[1] It generates the strategy that underlies sales techniques, b usiness communication, and business developments.[1] It is an integrated process through which companies build strong customer relationships and create value fo r their customers and for themselves.[1] Marketing is used to identify the customer, satisfy the customer, and keep the c ustomer. With the customer as the focus of its activities, marketing management is one of the major components of business management. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacitie s in the last 2-3 centuries.[citation needed] The adoption of marketing strategi es requires businesses to shift their focus from production to the perceived nee ds and wants of their customers as the means of staying profitable.[citation nee ded] The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfa ctions.[2] It proposes that in order to satisfy its organizational objectives, a n organization should anticipate the needs and wants of consumers and satisfy th ese more effectively than competitors.[2] Contents [hide] 1 Further definitions 2 Evolution of marketing 2.1 Earlier approaches 2.2 Contemporary approaches 3 Customer orientation 3.1 Organizational orientation 3.1.1 Herd behavior 3.1.2 Further orientations 4 Marketing research 4.1 Marketing environment 4.2 Market segmentation 4.3 Types of marketing research 5 Marketing planning 5.1 Marketing strategy 6 Marketing specializations 7 Buying behaviour 7.1 B2C buying behaviour 7.2 B2B buying behaviour 8 Use of technologies 9 Services marketing 10 See also 11 References 12 Bibliography 12.1 Works cited 12.2 Further reading [edit] Further definitions Marketing is further defined by the AMA as an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and it s stakeholders.[3] The term developed from an original meaning which referred li terally to going to a market to buy or sell goods or services. Seen from a syste ms point of view, sales process engineering marketing is "a set of processes tha t are interconnected and interdependent with other functions,[4] whose methods c an be improved using a variety of relatively new approaches."

The Chartered Institute of Marketing defines marketing as "the management proces s responsible for identifying, anticipating and satisfying customer requirements profitably."[5] A different concept is the value-based marketing which states t he role of marketing to contribute to increasing shareholder value.[6] In this c ontext, marketing is defined as "the management process that seeks to maximize r eturns to shareholders by developing relationships with valued customers and cre ating a competitive advantage."[6] Marketing practice tended to be seen as a creative industry in the past, which i ncluded advertising, distribution and selling. However, because the academic stu dy of marketing makes extensive use of social sciences, psychology, sociology, m athematics, economics, anthropology and neuroscience, the profession is now wide ly recognized as a science, allowing numerous universities to offer Master-of-Sc ience (MSc) programmes. The overall process starts with marketing research and g oes through market segmentation, business planning and execution, ending with pr e- and post-sales promotional activities. It is also related to many of the crea tive arts. The marketing literature is also adept at re-inventing itself and its vocabulary according to the times and the culture. Browne (2010) reveals that supermarkets intensively research and study consumer behaviour, spending millions of dollars. Their aim is to make sure that shoppers leave spending much more than they originally planned. Choice examined the theory of trolleyology finding that many shoppers instinctively look to the right when they re in the supermarket. Supermarkets prey on this biological trait by positio ning many expensive impulse buying products to the right of the checkout. These products consist of the latest DVDs, magazines, chocolates, expensive batteries and other tempting products that wouldn t normally be thought of. Supermarkets move products around to confuse shoppers, the entry point is anothe r marketing tactic. Consumer psychologist Dr. Paul Harrison (cited in Browne, 20 10) states that supermarkets are constantly using different methodologies of sel ling. One method is performing regular overhauls changing the locations of produ cts all around to break habitual shopping, and break your budget. Harrison also contends that people who are shopping in a counter clockwise direction are likel y to spend more money than people shopping in a clockwise direction. Consumer ps ychologists (cited in Browne, 2010) reported that most people write with their r ight hand, thus it is a biological trait that people have the tendency of veerin g to the right when shopping, it is understood that supermarkets capitalize on t his fact. Found on the capturing right-hand side are usually appealing products that a shopper might impulsively e.g. an umbrella when the weather is dull. [7] [edit] Evolution of marketing Main article: History of marketing An orientation, in the marketing context, related to a perception or attitude a firm holds towards its product or service, essentially concerning consumers and end-users. Throughout history, marketing has changed considerably in conjunction with consumer tastes.[8] [edit] Earlier approaches The marketing orientation evolved from earlier orientations, namely, the product ion orientation, the product orientation and the selling orientation.[8][9] Orientation Profit driver Western European timeframe Description Production[9] Production methods until the 1950s A firm focusing on a production orientation specializes in producing as much as possible of a gi ven product or service. Thus, this signifies a firm exploiting economies of scal e until the minimum efficient scale is reached. A production orientation may be deployed when a high demand for a product or service exists, coupled with a good certainty that consumer tastes will not rapidly alter (similar to the sales ori entation).

Product[9] Quality of the product until the 1960s A firm employing a product orientation is chiefly concerned with the quality of its own product. A firm would also assume that as long as its product was of a high standard, pe ople would buy and consume the product. Selling[9] Selling methods 1950s and 1960s A firm using a s ales orientation focuses primarily on the selling/promotion of a particular prod uct, and not determining new consumer desires as such. Consequently, this entail s simply selling an already existing product, and using promotion techniques to attain the highest sales possible. Such an orientation may suit scenarios in which a firm holds dead stock, or othe rwise sells a product that is in high demand, with little likelihood of changes in consumer tastes that would diminish demand. Marketing[9] Needs and wants of customers 1970 to present day The 'mar keting orientation' is perhaps the most common orientation used in contemporary marketing. It involves a firm essentially basing its marketing plans around the marketing concept, and thus supplying products to suit new consumer tastes. As a n example, a firm would employ market research to gauge consumer desires, use R& D to develop a product attuned to the revealed information, and then utilize pro motion techniques to ensure persons know the product exists. [edit] Contemporary approaches Recent approaches in marketing include relationship marketing with focus on the customer, business marketing or industrial marketing with focus on an organizati on or institution and social marketing with focus on benefits to society.[10] Ne w forms of marketing also use the internet and are therefore called internet mar keting or more generally e-marketing, online marketing, search engine marketing, desktop advertising or affiliate marketing. It attempts to perfect the segmenta tion strategy used in traditional marketing. It targets its audience more precis ely, and is sometimes called personalized marketing or one-to-one marketing. Int ernet marketing is sometimes considered to be broad in scope, because it not onl y refers to marketing on the Internet, but also includes marketing done via e-ma il and wireless media. Orientation Profit driver Western European timeframe Description Relationship marketing / Relationship management[10] Building and keeping goo d customer relations 1960s to present day Emphasis is placed on the whole relationship between suppliers and customers. The aim is to provide the best pos sible customer service and build customer loyalty. Business marketing / Industrial marketing Building and keeping relationshi ps between organizations 1980s to present day In this context, marketi ng takes place between businesses or organizations. The product focus lies on in dustrial goods or capital goods rather than consumer products or end products. D ifferent forms of marketing activities, such as promotion, advertising and commu nication to the customer are used. Social marketing[10] Benefit to society 1990s to present day Similar characteristics as marketing orientation but with the added proviso that there w ill be a curtailment of any harmful activities to society, in either product, pr oduction, or selling methods. Branding Brand value 1980s to present day In this context, "brandi ng" is the main company philosophy and marketing is considered an instrument of branding philosophy. [edit] Customer orientation Constructive criticism helps marketers adapt offerings to meet changing customer needs. A firm in the market economy survives by producing goods that persons are willin g and able to buy. Consequently, ascertaining consumer demand is vital for a fir m's future viability and even existence as a going concern. Many companies today have a customer focus (or market orientation). This implies that the company fo cuses its activities and products on consumer demands. Generally, there are thre

e ways of doing this: the customer-driven approach, the market change identifica tion approach and the product innovation approach[citation needed]. In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consume r research. Every aspect of a market offering, including the nature of the produ ct itself, is driven by the needs of potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no reason to spend R&D funds developing products that people will not buy. History attests to many products that were commercial failures in spite of being technological breakthroughs.[11] A formal approach to this customer-focused marketing is known as SIVA[12] (Solut ion, Information, Value, Access). This system is basically the four Ps renamed a nd reworded to provide a customer focus. The SIVA Model provides a demand/custom er-centric alternative to the well-known 4Ps supply side model (product, price, placement, promotion) of marketing management. Product ? Solution Promotion ? Information Price ? Value Place ? Access If any of the 4Ps were problematic or were not in the marketing factor of the bu siness, the business could be in trouble and so other companies may appear in th e surroundings of the company, so the consumer demand on its products will decre ase. Some qualifications or caveats for customer focus exist. They do not invalidate or contradict the principle of customer focus; rather, they simply add extra dim ensions of awareness and caution to it. The work of Christensen and colleagues[13] on disruptive technology has produced a theoretical framework that explains the failure of firms not because they wer e technologically inept (often quite the opposite), but because the value networ ks in which they profitably operated included customers who could not value a di sruptive innovation at the time and capability state of its emergence and thus a ctively dissuaded the firms from developing it. The lessons drawn from this work include: Taking customer focus with a grain of salt, treating it as only a subset of one's corporate strategy rather than the sole driving factor. This means looking beyond current-state customer focus to predict what customers will be demanding some years in the future, even if they themselves discount the prediction. Pursuing new markets (thus new value networks) when they are still in a comm ercially inferior or unattractive state, simply because their potential to grow and intersect with established markets and value networks looks like a likely be t. This may involve buying stakes in the stock of smaller firms, acquiring them outright, or incubating small, financially distinct units within one's organizat ion to compete against them. Other caveats of customer focus are: The extent to which what customers say they want does not match their purcha sing decisions. Thus surveys of customers might claim that 70% of a restaurant's customers want healthier choices on the menu, but only 10% of them actually buy the new items once they are offered. This might be acceptable except for the ex tent to which those items are money-losing propositions for the business, bleedi ng red ink. A lesson from this type of situation is to be smarter about the true test validity of instruments like surveys. A corollary argument is that "truly understanding customers sometimes means understanding them better than they unde

rstand themselves." Thus one could argue that the principle of customer focus, o r being close to the customers, is not violated here just expanded upon. The extent to which customers are currently ignorant of what one might argue they should want which is dicey because whether it can be acted upon affordably d epends on whether or how soon the customers will learn, or be convinced, otherwi se. IT hardware and software capabilities and automobile features are examples. Customers who in 1997 said that they would not place any value on internet brows ing capability on a mobile phone, or 6% better fuel efficiency in their vehicle, might say something different today, because the value proposition of those opp ortunities has changed. [edit] Organizational orientation In this sense, a firm's marketing department is often seen as of prime importanc e within the functional level of an organization. Information from an organizati on's marketing department would be used to guide the actions of other department s within the firm. As an example, a marketing department could ascertain (via ma rketing research) that consumers desired a new type of product, or a new usage f or an existing product. With this in mind, the marketing department would inform the R&D department to create a prototype of a product/service based on consumer s' new desires. The production department would then start to manufacture the product, while the marketing department would focus on the promotion, distribution, pricing, etc. of the product. Additionally, a firm's finance department would be consulted, wi th respect to securing appropriate funding for the development, production and p romotion of the product. Inter-departmental conflicts may occur, should a firm a dhere to the marketing orientation. Production may oppose the installation, supp ort and servicing of new capital stock, which may be needed to manufacture a new product. Finance may oppose the required capital expenditure, since it could un dermine a healthy cash flow for the organization. [edit] Herd behavior Herd behavior in marketing is used to explain the dependencies of customers' mut ual behavior. The Economist reported a recent conference in Rome on the subject of the simulation of adaptive human behavior.[14] It shared mechanisms to increa se impulse buying and get people "to buy more by playing on the herd instinct." The basic idea is that people will buy more of products that are seen to be popu lar, and several feedback mechanisms to get product popularity information to co nsumers are mentioned, including smart card technology and the use of Radio Freq uency Identification Tag technology. A "swarm-moves" model was introduced by a F lorida Institute of Technology researcher, which is appealing to supermarkets be cause it can "increase sales without the need to give people discounts." Other r ecent studies on the "power of social influence" include an "artificial music ma rket in which some 19,000 people downloaded previously unknown songs" (Columbia University, New York); a Japanese chain of convenience stores which orders its p roducts based on "sales data from department stores and research companies;" a M assachusetts company exploiting knowledge of social networking to improve sales; and online retailers who are increasingly informing consumers about "which prod ucts are popular with like-minded consumers" (e.g., Amazon, eBay). [edit] Further orientations An emerging area of study and practice concerns internal marketing, or how e mployees are trained and managed to deliver the brand in a way that positively i mpacts the acquisition and retention of customers, see also employer branding. Diffusion of innovations research explores how and why people adopt new prod ucts, services, and ideas. With consumers' eroding attention span and willingness to give time to adver tising messages, marketers are turning to forms of permission marketing such as branded content, custom media and reality marketing.

[edit] Marketing research Main article: Marketing research Marketing research involves conducting research to support marketing activities, and the statistical interpretation of data into information. This information i s then used by managers to plan marketing activities, gauge the nature of a firm 's marketing environment and attain information from suppliers. Marketing resear chers use statistical methods such as quantitative research, qualitative researc h, hypothesis tests, Chi-squared tests, linear regression, correlations, frequen cy distributions, poisson distributions, binomial distributions, etc. to interpr et their findings and convert data into information. The marketing research proc ess spans a number of stages, including the definition of a problem, development of a research plan, collection and interpretation of data and disseminating inf ormation formally in the form of a report. The task of marketing research is to provide management with relevant, accurate, reliable, valid, and current informa tion. A distinction should be made between marketing research and market research. Mar ket research pertains to research in a given market. As an example, a firm may c onduct research in a target market, after selecting a suitable market segment. I n contrast, marketing research relates to all research conducted within marketin g. Thus, market research is a subset of marketing research. [edit] Marketing environment Main article: Marketing environment [edit] Market segmentation Main article: Market segmentation Market segmentation pertains to the division of a market of consumers into perso ns with similar needs and wants. For instance, Kellogg's cereals, Frosties are m arketed to children. Crunchy Nut Cornflakes are marketed to adults. Both goods d enote two products which are marketed to two distinct groups of persons, both wi th similar needs, traits, and wants. Market segmentation allows for a better allocation of a firm's finite resources. A firm only possesses a certain amount of resources. Accordingly, it must make choices (and incur the related costs) in servicing specific groups of consumers. In this way, the diversified tastes of contemporary Western consumers can be se rved better. With growing diversity in the tastes of modern consumers, firms are taking note of the benefit of servicing a multiplicity of new markets. Market segmentation can be defined in terms of the STP acronym, meaning Segment, Target and Position.[citation needed] [edit] Types of marketing research Marketing research, as a sub-set aspect of marketing activities, can be divided into the following parts: Primary research (also known as field research), which involves the conducti on and compilation of research for a specific purpose. Secondary research (also referred to as desk research), initially conducted for one purpose, but often used to support another purpose or end goal. By these definitions, an example of primary research would be market research co nducted into health foods, which is used solely to ascertain the needs/wants of the target market for health foods. Secondary research in this case would be res earch pertaining to health foods, but used by a firm wishing to develop an unrel ated product. Primary research is often expensive to prepare, collect and interpret from data

to information. Nevertheless, while secondary research is relatively inexpensive , it often can become outdated and outmoded, given that it is used for a purpose other than the one for which it was intended. Primary research can also be brok en down into quantitative research and qualitative research, which, as the terms suggest, pertain to numerical and non-numerical research methods and techniques , respectively. The appropriateness of each mode of research depends on whether data can be quantified (quantitative research), or whether subjective, non-numer ic or abstract concepts are required to be studied (qualitative research). There also exist additional modes of marketing research, which are: Exploratory research, pertaining to research that investigates an assumption . Descriptive research, which, as the term suggests, describes "what is". Predictive research, meaning research conducted to predict a future occurren ce. Conclusive research, for the purpose of deriving a conclusion via a research process. [edit] Marketing planning This section may require cleanup to meet Wikipedia's quality standards. (Consider using more specific cleanup instructions.) Please help improve this se ction if you can. The talk page may contain suggestions. (October 2009) Main article: Marketing plan The marketing planning process involves forging a plan for a firm's marketing ac tivities. A marketing plan can also pertain to a specific product, as well as to an organization's overall marketing strategy. Generally speaking, an organizati on's marketing planning process is derived from its overall business strategy. T hus, when top management are devising the firm's strategic direction or mission, the intended marketing activities are incorporated into this plan. There are se veral levels of marketing objectives within an organization. The senior manageme nt of a firm would formulate a general business strategy for a firm. However, th is general business strategy would be interpreted and implemented in different c ontexts throughout the firm. [edit] Marketing strategy The field of marketing strategy encompasses the strategy involved in the managem ent of a given product. A given firm may hold numerous products in the marketplace, spanning numerous an d sometimes wholly unrelated industries. Accordingly, a plan is required in orde r to effectively manage such products. Evidently, a company needs to weigh up an d ascertain how to utilize its finite resources. For example, a start-up car man ufacturing firm would face little success should it attempt to rival Toyota, For d, Nissan, Chevrolet, or any other large global car maker. Moreover, a product m ay be reaching the end of its life-cycle. Thus, the issue of divest, or a ceasin g of production, may be made. Each scenario requires a unique marketing strategy . Listed below are some prominent marketing strategy models. [edit] Marketing specializations With the rapidly emerging force of globalization, the distinction between market ing within a firm's home country and marketing within external markets is disapp earing very quickly. With this in mind, firms need to reorient their marketing s trategies to meet the challenges of the global marketplace, in addition to susta ining their competitiveness within home markets.[15] [edit] Buying behaviour A marketing firm must ascertain the nature of customers' buying behavior if it i s to market its product properly. In order to entice and persuade a consumer to

buy a product, marketers try to determine the behavioral process of how a given product is purchased. Buying behavior is usually split into two prime strands, w hether selling to the consumer, known as business-to-consumer (B2C), or to anoth er business, known as business-to-business (B2B). [edit] B2C buying behaviour This mode of behaviour concerns consumers and their purchase of a given product. For example, if one imagines a pair of sneakers, the desire for a pair of sneak ers would be followed by an information search on available types/brands. This m ay include perusing media outlets, but most commonly consists of information gat hered from family and friends. If the information search is insufficient, the co nsumer may search for alternative means to satisfy the need/want. In this case, this may mean buying leather shoes, sandals, etc. The purchase decision is then made, in which the consumer actually buys the product. Following this stage, a p ost-purchase evaluation is often conducted, comprising an appraisal of the value /utility brought by the purchase of the sneakers. If the value/utility is high, then a repeat purchase may be made. This could then develop into consumer loyalt y to the firm producing the sneakers. [edit] B2B buying behaviour Relates to organizational/industrial buying behavior.[16] "B2B" stands for Busin ess to Business. B2B marketing involves one business marketing a product or serv ice to another business. B2C and B2B behavior are not precise terms, as similari ties and differences exist, with some key differences listed below: In a straight re-buy, the fourth, fifth and sixth stages are omitted. In a modif ied re-buy scenario, the fifth and sixth stages are precluded. In a new buy, all stages are conducted. [edit] Use of technologies Marketing management can also rely on various technologies within the scope of i ts marketing efforts. Computer-based information systems can be employed, aiding in better processing and storage of data. Marketing researchers can use such sy stems to devise better methods of converting data into information, and for the creation of enhanced data gathering methods. Information technology can aid in e nhancing an MKIS' software and hardware components, and improve a company's mark eting decision-making process. In recent years, the notebook personal computer has gained significant market sh are among laptops, largely due to its more user-friendly size and portability. I nformation technology typically progresses at a fast rate, leading to marketing managers being cognizant of the latest technological developments. Moreover, the launch of smartphones into the cellphone market is commonly derived from a dema nd among consumers for more technologically advanced products. A firm can lose o ut to competitors should it ignore technological innovations in its industry. Technological advancements can lessen barriers between countries and regions. Us ing the World Wide Web, firms can quickly dispatch information from one country to another without much restriction. Prior to the mass usage of the Internet, su ch transfers of information would have taken longer to send, especially if done via snail mail, telex, etc. Recently, there has been a large emphasis on data analytics. Data can be mined f rom various sources such as online forms, mobile phone applications and more rec ently, social media. [edit] Services marketing Services marketing relates to the marketing of services, as opposed to tangible products. A service (as opposed to a good) is typically defined as follows:

The use of it is inseparable from its purchase (i.e., a service is used and consumed simultaneously) It does not possess material form, and thus cannot be touched, seen, heard, tasted, or smelled. The use of a service is inherently subjective, meaning that several persons experiencing a service would each experience it uniquely. For example, a train ride can be deemed a service. If one buys a train ticket, t he use of the train is typically experienced concurrently with the purchase of t he ticket. Although the train is a physical object, one is not paying for the pe rmanent ownership of the tangible components of the train. Services (compared with goods) can also be viewed as a spectrum. Not all product s are pure goods, nor are all pure services. An example would be a restaurant, w here a waiter's service is intangible, but the food is tangible. [edit] See also Advertising Consumer behaviour Demand chain Distribution (Placement) Market segmentation List of marketing terms Outline of marketing Positioning Pricing Product Promotion (marketing) Targeting (advertising) Service dominant logic (marketing) Types of marketing White Space (management) Real-time marketing [edit] References ^ a b c Kotler, Philip; Gary Armstrong, Veronica Wong, John Saunders (2009). "Marketing defined". Principles of marketing (5th ed.). p. 7. Retrieved 2009-10 -23. ^ a b Kotler, Philip; Gary Armstrong, Veronica Wong, John Saunders (2008). " Marketing defined". Principles of marketing (5th ed.). p. 17. Retrieved 2009-1023. ^ "Dictionary." American Marketing Association. http://www.marketingpower.co m/_layouts/Dictionary.aspx. Retrieved 2011-03-31. ^ Paul H. Selden (1997). Sales Process Engineering: A Personal Workshop. Mil waukee, WI. p. 23. ^ "Definition of marketing". Chartered Institute of Marketing. Retrieved 200 9-10-30. ^ a b Paliwoda, Stanley J.; John K. Ryans. "Back to first principles". Inter national Marketing: Modern and Classic Papers (1st ed.). p. 25. Retrieved 2009-1 0-15. ^ Browne, K 2010, Trolley psychology: choice unlocks the psychological secret s of the supermarket and shows you how to avoid spending more than you mean to , C hoice, Australasian Consumers Association, Chippendale, NSW, Australia, no. 4, Ap ril, pp. 60-64, retrieved 14 October 2010, Expanded Academic database. ^ a b Kotler, Philip; Kevin Lane Keller (2009). "1". A Framework for Marketi ng Management (4th ed.). Pearson Prentice Hall. ISBN 0136026605. ^ a b c d e Adcock, Dennis; Al Halborg, Caroline Ross (2001). "Introduction" . Marketing: principles and practice (4th ed.). p. 15. Retrieved 2009-10-23. ^ a b c Adcock, Dennis; Al Halborg, Caroline Ross (2001). "Introduction". Ma

rketing: principles and practice. p. 16. Retrieved 2009-10-23. ^ "Marketing Management: Strategies and Programs", Guiltinan et al., McGraw Hill/Irwin, 1996 ^ Dev, Chekitan S.; Don E. Schultz (January/February 2005). "In the Mix: A C ustomer-Focused Approach Can Bring the Current Marketing Mix into the 21st Centu ry". Marketing Management 14 (1). ^ Christensen 1997. ^ "Swarming the shelves: How shops can exploit people's herd mentality to in crease sales". The Economist. 2006-11-11. p. 90. ^ Joshi, Rakesh Mohan, (2005) International Marketing, Oxford University Pre ss, New Delhi and New York ISBN 0195671236 ^ "Chapter 6: Organizational markets and buyer behavior". Rohan.sdsu.edu. Re trieved 2010-03-06. [edit] Bibliography [edit] Works cited Christensen, Clayton M. (1997), The innovator's dilemma: when new technologi es cause great firms to fail, Boston, Massachusetts, USA: Harvard Business Schoo l Press, ISBN 978-0-87584-585-2. [edit] Further reading Look up marketing in Wiktionary, the free dictionary. Wikiquote has a collection of quotations related to: Marketing View page ratings Rate this page What's this? Trustworthy Objective Complete Well-written I am highly knowledgeable about this topic (optional) Categories: Marketing Business Log in / create account Article Discussion Read Edit View history Main page Contents Featured content Current events Random article Donate to Wikipedia Interaction Help About Wikipedia Community portal Recent changes Contact Wikipedia Toolbox

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