Afterword: What to do now

On reading this book entirely, the reader will have gained an overview of and an insight into a vast mountain of research about the connections between strategy and share price. Further, you will understand the need for Marketing Due Diligence, how to carry out the diagnostic process and how to act on its findings. Looked at as one body of work, the concept and process of Marketing Due Diligence can be daunting and may prompt the reader to ask ‘What now? Where do I start?’

In our experience, where to start with Marketing Due Diligence depends on the role you play in the organization. Both the inputs and the outputs of the process mean that it can only be addressed at the level of Strategic Business Unit (SBU) leadership or above. In simple terms, directors have to drive this process and managers have to support it. Further, whilst non-marketing leaders need the results of Marketing Due Diligence, the implementation of it falls to those whose role it is to develop and communicate the company's marketing strategy. In short, therefore, we recommend the following actions regarding Marketing Due Diligence, depending on who you are:

  • Non-marketing leaders, such as CEOs, CFOs and the leadership team of any SBU, should demand the results of a Marketing Due Diligence diagnostic from their most senior marketing colleague, such as the Marketing Director. They should then support the diagnostic process and any changes to strategy that are implied by its results.

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