The Accidental Marketer: Power Tools for People Who Find Themselves in Marketing Roles

The Accidental Marketer: Power Tools for People Who Find Themselves in Marketing Roles

by Tom Spitale, Mary Abbazia

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Overview

The Accidental Marketer: Power Tools for People Who Find Themselves in Marketing Roles by Tom Spitale, Mary Abbazia

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.

Product Details

ISBN-13: 9781118797419
Publisher: Wiley
Publication date: 03/24/2014
Pages: 240
Product dimensions: 6.00(w) x 9.10(h) x 0.80(d)

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

Preface xiii

Acknowledgments xix

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

Resources 201

Index 211

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