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CEOs are more than frustrated by marketing's inability to deliver results. Has the profession lost its relevance? Nirmalya Kumar argues that, although the function of marketing has lost ground, the importance of marketing as a mind-set?geared toward customer focus and market orientation?has gained momentum across the entire organization. This book challenges marketers to change their role from implementers of traditional marketing functions to strategic coordinators of organization-wide initiatives aimed at ...
CEOs are more than frustrated by marketing's inability to deliver results. Has the profession lost its relevance? Nirmalya Kumar argues that, although the function of marketing has lost ground, the importance of marketing as a mind-set—geared toward customer focus and market orientation—has gained momentum across the entire organization. This book challenges marketers to change their role from implementers of traditional marketing functions to strategic coordinators of organization-wide initiatives aimed at profitably delivering value to customers. Kumar outlines seven cross-functional and bottom-line-oriented initiatives that can put marketing back on the CEO's agenda—and elevate its role in shaping the destiny of the firm.
|1||From marketing as a function to marketing as a transformational engine||1|
|2||From market segments to strategic segments||27|
|3||From selling products to providing solutions||55|
|4||From declining to growing distribution channels||87|
|5||From branded bulldozers to global distribution partners||115|
|6||From brand acquisitions to brand rationalization||147|
|7||From market-driven to market-driving||177|
|8||From strategic business unit marketing to corporate marketing||211|
|About the author||269|
Posted December 17, 2007
The expertise of specialized, internal departments has enabled modern corporations to become more competitive and profitable. However, Nirmalya Kumar contends that one department ¿ marketing ¿ rarely helps in this quest. In fact, many CEOs complain that marketing has not evolved past its focus on basic tactics. Kumar wants to correct this problem and suggests a seven-step process marketers can follow to become flexible, strategic thinkers and leaders. He advocates forgetting about the classic ¿4 Ps¿ of marketing (price, promotion, position and placement) and embracing the ¿3 Vs¿ (valued customer, value proposition and value network). We recommend this book to serious marketers who want to work smarter, adopt new ideas and use them to change their companies.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted February 3, 2005
you can find anything about marketing in this book. almost about transformation. transformation about customer, segmentation, anything. this book is very flexible , always fit with unpredictable new continent but always consistent with marketing roles and rulesWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted January 28, 2005
It is ironic that while still more firms increasingly talk about customer-focus and CRM, the marketing function is losing ground to other functions in the firm when it comes to driving broad organizational initiatives to create value for the customer. One example is projects to obtain better handling of customer relations (CRM) that focus on coordinating everything that a firm does towards customers. The CRM philosophy in its nature transcends the traditional functional silos. As a minimum, it requires that sales, customer service, call centre, shipping, finance, and obviously marketing will have to cooperate to create the best total experience for the customer. COMPANY-WIDE PERSPECTIVE It demands a mindset that is strategic, company-wide and focused on the bottom-line. And it requires the participants' desire and capability to work with advanced IT systems. If marketing is to lead these extensive projects, it simply isn't enough to be a specialist in tactical issues, such as market research, creative ad campaigns, printed sales brochures, media plans, or web content management. But the future for marketing is still bright, though. At least, this is the opinion of professor Kumar who now teaches at the London Business School - following eight years as marketing professor at the Swiss IMD MBA-school. His book is in reality a defence for marketing and targeted at the top management. In the new future role, marketing leaders need to help the firm implement organizational change with a focus of creating value to the customer. This has always been the core theme of marketing. But to make a difference, marketing people need increasingly to: > Focus less on own functional silo and more on broad and multi-disciplinary activities across the firm > Focus less on short-term tactics and more on long-term, overall strategy > Focus less on getting increasing marketing budgets and more on the firm's bottom-line WHO-WHAT-HOW The book manages to create a number of interesting ideas to increase the status of marketing. Central in Kumar's work is the 3V-model that covers the following terms: Valued Customer (who?), Value Proposition (what?), and Value Network (how?). Kumar shows with a lot of illustrative graphics, interesting checklists, and well-described cases from the real world - e.g. EasyJet -, how his ideas can be converted into practice. Instead of the 3V model's slightly academic terms, I recommend the three easy-to-understand questions: who, what, and how. That is 'who to serve', 'what to offer', and 'how to produce and deliver'. Kumar urges us to move from superficial market segments to strategic segments, i.e. where the organization must design separate delivery systems (how?) in order to obtain success. The marketing philosophy always starts externally at the customer (who?) and works backwards towards solutions (what?), and finally adapts the firm's delivery system (how?). But a strong trend during the last decade has been on the internal perspective on core competences, such as procurement or production. This method means that we start with own unique capabilities in the delivery system (how?), which then is translated into solutions (what?) and finally customers (who?). Radical innovation often is created this way, e.g. the 'walkman'. In practice of business development, we usually have to work in both directions. Marketing people will have to do the same. By drawing your own 'who-what-how' profile and do the same for your competitors, you'll often reach useful conclusions that are valuable for obtaining a real strategic differentiation. This could push to the strategic innovation with a company-wide perspective. This process could the marketing function lead. QUALITY AWARD I find Kumar's book readable, provocative and full of perspective. Marketing's grand old man, Philip Kotler, has written the preface and this serves a quality award, which it deserves. The two chapters onWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted May 21, 2004
With increasing pressures on CEOs to deliver profits in the short term and increasing concerns of Board members about financial reporting requirements, the corporate agenda is less and less likely to include marketing issues. Yet in every organization, it is marketing¿s answers to the who?, what? and how? questions that build the growth engine of the enterprise. Professor Kumar explains why business leaders must have their eyes on the marketing ball. Though Professor Kumar is a marketing academic, his book is useful not just for marketers, but also for CEO¿s and general managers. He convincingly argues why marketing must be elevated from the tactical responsibility to sell more of our products and services to a strategic influence in the future direction of the organization. To do this, he suggests that marketing no longer employ the traditional four Ps model of product, promotion, price and place (distribution) but rather a more strategic approach he calls the Three Vs: valued customer (who to serve), value proposition (what to offer) and value network (how to deliver). With practical suggestions and examples, he details a menu of seven marketing initiatives that will drive growth and innovation in all organizations. The seven transformational initiatives along with some questions from the checklists provided are: 1. From Market Segments to Strategic Segments: Who are our valued customers?; Which customers are unhappy with current offerings in the industry?; Is the target large enough to meet our sales objectives?; What is our value proposition?; Does it fit the needs of customers we are trying to serve?; What benefits are we delivering?; Can we deliver and earn a profit? 2. From Selling Products to Providing Solutions: Do we guarantee customers outcomes and benefits instead of product performance?; Have our sales people developed consulting skills and deep industry knowledge?; Have we developed effective processes to allocate resources to solution projects? 3. From Declining to Growing Distribution Channels: What service outputs will the new channel provide?; How will the relative importance and power of existing channels change?; Which competitors will enter the new channel?; What changes in channel incentives to existing members will competitors try? What new competences do we need to enter the new channel? 4. From Branded Bulldozers to Global Distribution Partners: Have we identified our most valuable clients on a worldwide basis?; Are there single points of contact for global customers?; Have we optimized our supply chain for global efficiency?; Have we harmonized pricing structures? 5. From Brand Acquisitions to Brand Rationalization: Which brands are contributing to our profits?; What needs-based segments exist in each category?; How much sales revenue would we risk by deleting non-core brands?; What is the role of the corporate brand?; How will we articulate our program to stakeholders? 6. From Market-Driven to Market-Driving: Are new ideas routinely imported from the outside?; Do we tolerate failures and have processes in place to learn from failures?; Do we mix people on teams to generate new ideas?; Do we ensure that radical ideas do not lose resources to incremental ideas? 7. From Strategic Business Unit Marketing to Corporate Marketing: How does the organization rate on customer focus in processes, including new product development, order fulfillment, customer relationship management?; Is the organization organized around customers?; Are metrics and rewards related to impact on customers?; Does the organization systematically learn about customers? Read this important new book to learn how to live up to today¿s pressing challenges of identifying new markets, keeping prices up and retaining customers.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted March 22, 2011
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Posted January 23, 2010
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