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Meeting of the Minds: Creating the Market-Based Enterprise
     

Meeting of the Minds: Creating the Market-Based Enterprise

by Vincent P. Barabba
 
Despite much talk of being "market oriented," few companies have harnessed the full range of their capabilities to serve the customer. In fact, the traditional organization of corporate activities into separate functions with marketing controlling primary access to the customer has widened the gulf of knowledge and understanding between the enterprise and its markets,

Overview

Despite much talk of being "market oriented," few companies have harnessed the full range of their capabilities to serve the customer. In fact, the traditional organization of corporate activities into separate functions with marketing controlling primary access to the customer has widened the gulf of knowledge and understanding between the enterprise and its markets, and within the firm itself. This book provides a practical blueprint for creating dynamic, market-based decision-making mechanisms that lead to competitive advantage. Drawing on his thirty years of executive experience at Eastman Kodak, Xerox, General Motors, and in the public sector, Vincent P. Barabba demonstrates that when companies use systems thinking to view customers and the market as an extension of the firm, they achieve a meeting of the minds--creating value for customer, community, and enterprise. Barabba rejects the path of organizational restructuring and instead presents a unique framework for creating unity of knowledge and purpose across functions and for linking them with the markets they serve. "This book elimintes the need for any other books on marketing for a long time to come."-Russell L. Ackoff, Chairman, INTERACT, The Institute for Interactive Management

Editorial Reviews

David Rouse
Much management literature today focuses on organizational structure, arguing that problems can be solved and corporate performance improved if only companies will restructure. Barabba suggests, however, that information about and from the customer and how it is gathered, disseminated, and used are the key. He reiterates here what he and Gerald Zaltman made the case for in "Hearing the Voice of the Market" (1991) and what Barabba has discovered in creating a market-based decision network for General Motors as general manager of its Strategic Decision Center. He proposes that managers must "move from (looking at] marketing as a function to [having it] as a state of mind," and he lays out a strategy--and the tools--for doing so.

Product Details

ISBN-13:
9780875845777
Publisher:
Harvard Business Review Press
Publication date:
11/28/1995
Pages:
247
Product dimensions:
6.32(w) x 9.54(h) x 0.99(d)

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