“新消费者”的形象体现了许多市场驱动的管理的关注，它也，我们会看到，有很大的影响的案例研究，形成本文的下一个部分。新消费者是一种模式，它不仅基于物质需求，而且基于不同的情境需求，从时间管理到对变化和新奇的渴望。服务，如网上购物，电子商务只能出来转移在客户需要开展业务，事实上他们的整个生活方式（Dholakia，弗里茨，Dholakia和蒙多福，2002）然而，这得益于技术和市场营销理论–级数为客户利益的传统路线（店内管理心灵的广告，[ 2001 ]，Varey，降价等前）开始显得不足。下面的案例发生在其中的一个例子，J. Sainsbury的网上购物的手臂，塞恩斯伯里的在线，并在市场驱动的管理及相关理论的租户。第一部分介绍了通用公司的背景和他们目前的职位概述；第二部分着眼于客户行为的区域和相关策略（兰宾，2000：89-458）；第三、市场驱动的管理决策，如产品线定价（兰宾，2000：459-698）和结论的目的是把这一切在现有理论的语境和评价塞恩斯伯里的现行政策。
The image of the ‘new consumer’ embodies many of the concerns of market driven management, it also, as we shall see, has a great bearing on the case study that forms the next part of this paper. The new consumer is a model that is based not merely on material need but on a whole gamut of different situational demands, from time management to the desire for change and novelty. Services such as online shopping and e-commerce could only have come out of shifts in the way customers needed to conduct their business and ipso facto their whole lifestyle (Dholakia, Fritz, Dholakia and Mundorf, 2002) however this was facilitated by progressions in technology and in marketing theory – as the traditional routes to customer interest (in-store management, front of mind advertising [Varey, 2001], price reductions and so on) began to seem inadequate.The case study that follows looks at one such example of this, the online shopping arm of J. Sainsbury’s, Sainsbury’s Online, and does so within the tenants of market driven management and related theory. The first section presents a general company background and overview of their present position; the second section looks at the area of customer behaviour and related strategy (Lambin, 2000: 89-458); the third, market driven management decisions such as product line and pricing (Lambin, 2000: 459-698) and the conclusion aims to place all of this within the context of current theory and to evaluate Sainsbury’s current policies.