A practical guide for inexperienced marketers who have to develop a marketing strategy
With technology being built into products of all kinds, many businesses are hiring scientists, engineers, and designers to fulfill strategic marketing and product management roles. The Accidental Marketer is a practical guide for employees who are now responsible for developing strategy. These marketers will be able to immediately and successfully apply the ten tools featured in the book to create powerful strategies that increase sales and profits for any product in any industry.
- Explains how great marketers uncover insights about customers that competitors miss and use new insights to create a range of strategic options for their marketing plans
- Shows how the best marketers execute their strategies through developing innovative branding and communication plans and value propositions
The Accidental Marketer allows any inexperienced marketer to step into a new role and develop an effective strategy.
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About the Author
TOM SPITALE has spent the last 20 years studying andunlocking the mysteries of marketing success. As a speaker,consultant and trainer he has launched thousands of strategicinitiatives and plans in the Americas, Europe, and Asia for Fortune500 companies and for lesser-known organizations inhighly-specialized markets.
Tom creates tools and frameworks that his clients use inworkshop settings, helping them uncover the keys to differentiatingtheir products and services in as little as two days. His goal isto help elevate the role of marketers in the modern organization tobe the “orchestrators of company strategy.”
Prior to his consulting career, Tom held a variety of marketing,pricing, and actuarial positions for Walmart, General Electric, andGreat American Insurance Company. He is a husband, father,entrepreneur, investor, musician, golfer, sports fan, spiritualist,and cook.
MARY ABBAZIA is Managing Director of Impact PlanningGroup where she guides global clients to grow profitably. Shefocuses on developing their marketing skills and creating freshdynamic strategies. Mary also teaches at Columbia University Schoolof Business’ Executive Marketing Program and at theCalifornia Institute of Technology
Mary started her career at Intel and was Vice President of TheBASES Group, where she forecasted new products and services. Overthe past 25 years, her passion has been maximizing clients’potential. She has worked across virtually all industries as aspeaker, executive educator, and business coach. Her practicalapproach and real-life experiences, combined with proven frameworksand tools, give clients real results. In addition, teams gainalignment and common language.
Mary received her Bachelor of Science in Managerial Economicsfrom the University of California at Davis and her MBA from GoldenGate University in San Francisco, CA. She lives in Connecticut withher family and enjoys hiking and learning about differentcultures.
Table of Contents
Chapter 1: Who Moved My . . . Customer? 1
Key Question: How can we detect shifts in decision-making powerbefore our competitors do?
Featured Case: The Simple Concept behind Dell's Success in thePC Market
Power Tool: Influencer Map
Chapter 2: The Fountain from Which Great Marketing Flows15
Key Question: How can we turn data into insights?
Featured Case: How Holiday Inn Express Inspired Price-ConsciousTravelers to Pay More
Power Tool: The Benefits Ladder
Chapter 3: Are You Making Lukewarm Tea? 37
Key Question: How do we capitalize on differences incustomers’ needs?
Featured Case: Quidel—How a Medical Diagnostics MarketerBlew Up Its Average Product and Got a Positive Result
Power Tool: Needs-Based Segmentation
Chapter 4: What Business Are You Really In? 57
Key Questions: What business are we in? Who are our direct andindirect competitors?
Featured Case: How Southwest Fooled Other Airlines into ThinkingThey Were the Competition
Power Tools: Market Tree and Competitor Analysis
Chapter 5: Who Do You Love? 73
Key Question: How do we align in determining which opportunitiesare most attractive to our organization?
Featured Case: How Enterprise Picked Up the Number 1 MarketShare in Rental Cars Power Tool: Segment Attractiveness
Chapter 6: What Were They Smoking? 93
Key Question: What are our strengths and weaknesses relative tocustomers’ other options (competitors)—through the eyesof our customers?
Featured Case: How Using an Ability to Win Analysis Could HaveSaved Volkswagen Millions
Power Tool: Ability to Win
Chapter 7: The Magnetic Effect of Focus 115
Key Question: How do we prioritize and focus on the mostimportant markets and segments?
Featured Case: Apple Demonstrates How Aiming at a Tight TargetLeads to Massive Profits
Power Tool: Strategic Position Analysis (SPA)—a.k.a. ThePrioritizer
Chapter 8: Viva la Differentiation 131
Key Question: How can we "change the game" in our favor andmaximize our potential in the market?
Featured Case: Three Differentiation Strategies, Including HowNike Convinced Us That Sneakers Are a Fashion Item
Power Tools: Differential Advantage with Future State Ability toWin
Chapter 9: A Positioning Statement Is a Terrible Thing toWaste 155
Key Question: What image or perception do we want to own in thecustomer’s mind?
Featured Case: Understanding How the Mind Works to PowerfullyPosition Your Product
Power Tool: Positioning Statement
Chapter 10: Reinventing a Commodity 173
Key Question: How should we develop our offer to make ourpositioning come alive?
Featured Case: How Starbucks Is Able to Fetch $2.75 for an8-Ounce Latte
Power Tools: Value Proposition Idea Catcher and Perceived ValueAnalysis (PVA)
Closing Remarks 197