Creating A Company for Customers: How to Build and Lead a Market-Driven Organization

Creating A Company for Customers: How to Build and Lead a Market-Driven Organization



Product Details

ISBN-13: 9780273642497
Publisher: Pearson Education
Publication date: 12/29/2000
Pages: 256
Product dimensions: 6.36(w) x 9.48(h) x 0.87(d)

Table of Contents

List of figuresx
List of tablesxii
Part 1Overview
1Why are you in business? The value-driven CEO3
Why being market driven has become so important7
Marketing: veneer or substance?10
Marketing's role in business success11
Is marketing really at the crossroads?12
Understanding what marketing really is13
Operationalizing marketing14
A model for creating a company for customers15
The structure of the book19
Part 2Managing value-creating processes
2Getting back to basics: the market understanding process23
Marketing as a competitive weapon25
Why do we need marketing plans?29
The business leader and marketing planning31
Organizing for marketing planning34
Providing a realistic context for strategic marketing planning34
Market definition and segmentation35
Case history conclusion44
Interview: John Condron, CEO, Yell46
3Building bridges: the relationship management process49
What is relationship marketing?51
The role of multiple stakeholders53
The six markets framework53
Failing to manage the six markets59
Assess your own performance in managing the six markets61
Relationship value management65
The linkage model66
Interview: Mike Hodgkinson, CEO, BAA69
4Customer solutions, not product features: the innovation process73
The traditional view of innovation74
What's new about a new product?77
New brand development79
New geographic development80
The limitations of product innovation81
Customer value and innovation82
Asset- and capabilities-based innovation84
Breaking down barriers to innovation87
Interview: John Howells, technical director, 3M, UK and Ireland90
5Breaking down the boundaries: the supply chain management process95
Competing through capabilities100
Differentiation in a commodity world100
The growth of customer buying power101
Leveraging the 'extended enterprise'101
Time compression holds the key102
Turning the supply chain into a demand chain107
Going global108
Interview: John Allan, CEO, Exel110
6Competing through information: the knowledge management process113
Intellectual capital and knowledge management115
Leveraging intellectual capital for competitive advantage117
Developing a knowledge culture120
Formal systems for sharing knowledge122
Linking knowledge to marketing strategy124
Interview: John Neill, CEO, Unipart Group of Companies129
Part 3Delivering customer value
7Keeping customers satisfied: maximizing market potential135
Strategies to achieve the objectives137
Strategic planning for key accounts138
Where does strategic marketing planning fit?144
Measuring marketing effectiveness147
Getting wired--the impact of e-commerce on the customer-focused company150
What is e-marketing?151
The Six 'I's model151
When is it appropriate to use the Internet?158
Interview: Ben Maddocks, global relationship director, PricewaterhouseCoopers165
8Creating consonance: positioning and branding the organization169
Brand marketing in transition170
Customer value and the organization173
Marketing the organization177
Positioning and branding the organization179
The CEO and marketing management184
Interview: Ian Ryder, vice-president, brand and communications, Unisys (and former director of global brand management, Hewlett-Packard)186
9Delivering the goods: creating stakeholder value189
Customer value190
Shareholder value196
Employee value199
Integrating employee, customer and shareholder value202
Interview: Jim Brooks, head of corporate planning, RMC Group205



by Sir Michael Perry, CBE, President of The Marketing Council

This book sets out a new blueprint for marketing. The onset of global competition has put marketing at the top of the CEO's agenda in many leading companies. For these companies marketing is viewed as the strategic task of winning customer preference.

For this reason alone it is timely that the team of Cranfield marketing professors should publish this book on pan-company marketing. It is quite rightly targeted at CEOs and their boards. The questions it poses are supremely important. Is our company designed and led to win customer preference? Is marketing represented at the boardroom table? Does our agenda prioritize customer insight, relevant differentiation, and the acquisition and retention of customers? Pan-company marketing properly supported by the CEO and his or her board answers these questions.

Pan-company marketing is also critical to understanding and designing the key processes of the business: innovation, supply chain management and customer management. And it lies at the heart of e-business.

It is no longer enough to have a great marketing or brand department, or an entrepreneurial spirit or a strong brand identity. It is not enough to design business processes around the customer. In this book marketing is recognized as the force which unifies the whole company in the unremitting quest for customer preference.

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