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Marketing As Strategy: Understanding the CEO's Agenda for Driving Growth and Innovation

Book Description

CEOs are more than frustrated by marketing's inability to deliver results. Has the profession lost its relevance? Nirmalya Kumar argues that, although the function of marketing has lost ground, the importance of marketing as a mind-set--geared toward customer focus and market orientation--has gained momentum across the entire organization. This book challenges marketers to change their role from implementers of traditional marketing functions to strategic coordinators of organization-wide initiatives aimed at profitably delivering value to customers. Kumar outlines seven cross-functional and bottom-line-oriented initiatives that can put marketing back on the CEO's agenda--and elevate its role in shaping the destiny of the firm.

Table of Contents

  1. Advance Praise for Marketing as Strategy
  2. Title Page
  3. Dedication
  4. Copyright Page
  5. Table of Contents
  8. Acknowledgments
  9. ONE - From Marketing as a Function to Marketing as a Transformational Engine
    1. The Decline of Marketing
    2. Getting Marketing Back on the CEO’s Agenda
    3. The CEO’s Marketing Manifesto
    4. Cultivating Organizational Respect for the Customer
    5. Conclusion
  10. TWO - From Market Segments to Strategic Segments
    1. Market Segments: Divided by the Four Ps
    2. Strategic Segments: Divided by the Three Vs
    3. Drive Growth and Innovation Using the Three Vs
    4. Conclusion
  11. THREE - From Selling Products to Providing Solutions
    1. The Turnaround of IBM by Selling Solutions
    2. Transforming the Three Vs to Sell Solutions
    3. Build Solution-Selling Capabilities
    4. Transforming the Organization for Solution Selling
    5. Conclusion
  12. FOUR - From Declining to Growing Distribution Channels
    1. Channel Migration Strategies
    2. The Channel Migration Process
    3. Conclusion
  13. FIVE - From Branded Bulldozers to Global Distribution Partners
    1. The Challenge from Global Retailers
    2. Developing a Relationship Mind-Set
    3. Customer-Centric Global Account Management
    4. Conclusion
  14. SIX - From Brand Acquisitions to Brand Rationalization
    1. Brand Proliferation Is Costly
    2. The Challenge of Brand Rationalization
    3. The Brand Rationalization Process
    4. Bottom-Up Segmentation-Based Approach at Electrolux
    5. Top-Down Portfolio-Based Approach at Unilever
    6. Conclusion
  15. SEVEN - From Market-Driven to Market-Driving
    1. The Market-Driving Firm
    2. How Market-Driving Firms Seize Advantage
    3. Barriers to Market Driving in Incumbent Firms
    4. The Market-Driving Transformation Process
    5. Putting It All Together: Sony’s Market-Driving Culture
    6. Conclusion
  16. EIGHT - From Strategic Business Unit Marketing to Corporate Marketing
    1. The Role of the Corporate Center
    2. The Search for Marketing Synergies
    3. Emerging Markets as a Growth Platform
    4. Building Customer-Focused Capabilities
    5. Making Market Transformations Happen
  17. NOTES
  18. INDEX