"Baked in: Creating Products and Businesses That Market Themselves" is a brand new book by the two US authors Alex Bogusky and John Winsor about marketing. This book provides a refreshing perspective on the purpose and the progress of marketing.
(Disclosure: I do have no business relationship with the authors or their firms; they have sent a free copy of their book for review to me.)
Actually, the authors are top ad guys in the U.S. with Crispin Porter + Bogusky. They know what they are talking about and they have made a convincing case why mass marketing is dead.
And, they show, what we can do instead. Because, it is time to put a stop on this kind of "marketing", where the CEO orders the marketing manager to try to sell some kind of product or service that nobody really wants.
Add-on Marketing Is Extinct
In fact, this "add-on" marketing - first to produce something and then to try to sell it - was never really marketing. However, the fact that this worked at all was temporarily possible due to an era when mass media reigned supreme.
Because, there was a time - our parents know it - when nearly all families viewed the same news, shows, soaps and, yep, advertising.
These times of mass media are long gone, but the advertising industry is still struggling about how to regain the power of the campaign: Spending millions and moving the masses .... It was just so simple and profitable. And it´s over. Face it.
The Single Most Powerful Marketing Tool
However, Bogusky and Winsor propose in their small, but essential book that today, marketing must be baked into the product and service.
Basically, they demand that we should use our creativity and integrate marketing, product design and advertising into one highly useful, value-loaded package of consumer delight.
The message of the book is clear: the product / service itself is the most powerful marketing tool. Yes, we all know that. However, why don´t marketers act on this knowledge?
In fact, the new product failure rate is up in the 90% range. At the same time we get dozens of similar offers every day. We are flooded with communication, ads and direct mail garbage shouting at us to buy a me-too version of some commodity.
Instead of pouring their hard earned money into really hot and useful products and designs, the marketing guys are trying to dupe us to buy the same-same once more. They call it "creating awareness", "brand preference" or "purchase intent"..... Shareholders call it: a waste of money.
Creativity Is the Key to Baked In
This is the key idea and premise of the book: Stop wasting money and start using your creativity of your people to deliver something consumers really want, love, take part in, co-create, embrace, recommend, enthuse about, adore, desire, etc., etc.
The biggest part of the book consists of 28 "recipes" on how to go for creating value and how to bake in marketing into the product itself.
Some recipes are really tasty, others we have cooked before (with Tom Peters, Blue Ocean Strategy, Market Busters, Lateral Marketing / Kotler, etc.), and others may turn out inedible (that´s okay, at least we tasted it).
Nevertheless, they provide a great many ideas with examples on how to make it better. From culture, through organization, to stories, to thinking habits, to attitudes, to processes and so on. Each recipe can bring some flavor to the process of creating a better product with baked in marketing.
One of the strengths of the book are the real world marketing and brand examples, which make the read easy and enjoyable, but also provides a tangible dimension to applied creativity.
Twitter @Bakedin #Recipe
There is a cool twist to the recipes. Because for each recipe the authors set up a twitter name that can be found on their blog www.bakedin.com where the cooking is going on in real time. This is user generated brewing & boiling of the finest cuisine, a la Web 2.0.
This crowd-sourcing allows every reader of the book to actually help to write forth a current and online version of the book. So if you do not like the taste of some recipes, just change it or make an entirely new one and post it on @Bakedin.
Does Baked In Work in the Real World?
When starting to "bake in" the marketing in our business, does the book help? Yes, definitely. The best way is to just test some recipes and you will cooking for a while on each of them.
When applying the recipies, I found the book makes a somewhat idiosyncratic journey in terms of the suggestions. For more structured minds, we would miss an organizing bracket that relates the various recipes to each other. Even if it would restrict the highly creative spirits.
We should not hold the authors´deep background in marketing and their strong creative streak against them, however, there are some non-marketing issues that are neglected. In fact, many of the suggestions aim to improve the processes of organizational learning and applied creativity.
These change management issues are tough challenges, especially for companies caught in functional fiefdoms and traditional structures.
Nevertheless, the book provides more than enough value for anyone seriously interested in winning the trust and the business of customers.
Baked In Applicable for European Marketers
Sometimes European marketers are sceptical towards the great enthusiasm of their US colleagues about such new trends. Therefore, the question of how the book is applicable for the European situation deserves an answer.
My answer to this is: even more; In many respects the Europeans need the lessons of this book even more badly. Because the attitude in Europe still too often is: "we know better" than the customers or a "we tell them what´s right" kind of elitist smartass arrogance.
The best cure to that kind of delusion is to jump right into the kitchen and - together with your colleagues, with real, tangible customers and with other creative spirits - "bake in" real marketing innovations in your products and services.
Showing posts with label market leadership. Show all posts
Showing posts with label market leadership. Show all posts
14 October 2009
05 August 2009
The 7 Top Marketing Mistakes
In my work with boosting sales and restoring profitability for companies, the Marketing function mostly is the least developed. While managers realize that strong products and industrious sales people are required, it often is less clear what role marketing should play.
Here are some of the top marketing mistakes and misunderstandings that I found:
1. Marketing is Creativity: "While other departments need to worry about facts and numbers, marketing takes care of the creative and soft side of the business."
Advertising agencies like this argument, because that allows them to produce "emotional" brand campaigns "that will catch the customers´ hearts."
While it is true, that customer appeal needs to include emotional elements, marketing needs to lay the groundwork with facts and empirical work to deliver results: market research, segmentation, positioning, channels, campaign, media selection, messages, PR, leads, contacts, etc.
For all these outcomes marketing has to focus on data and empirical facts. While experience will support good decisions with a "gut feeling", it is ridiculous to base huge budget decisions on a "hunch" instead of on a solid data foundation. See also here.
2. Marketing as Service: "Marketing should support Sales with brochures, advertising and trade fair help."
Sure, salespeople need brochures, advertising and working campaigns. However, marketing has a much more important role today: Marketing needs to identify, select and deliver paying customers. As Kotler said, "Targeting and positioning are the keys to business success. Nail these two decisions and everything good follows."
While other functions need to serve customers as well, marketing is primarily responsible for creating and keeping customers. However, in many firms the marketing function is relegated to a quite junior person with little influence and resources ("the Marketing Lady"). The results of this marketing then are limited to the scope of the position.
3. Marketing without Controlling: "Marketing does not need to be measured for profitability."
In the good ol´days, half of the advertising budget was wasted, they just didn´t know which half. Today, marketing needs to be controlled around measurable objectives and metrics.
Every euro that is spent needs to be measured for the results it delivers. If campaigns do not measurably improve relevant metrics, then they need to be cancelled. Some key metrics are:
4. Marketing lacks Customer Orientation: "Marketing should market our fantastic products and solutions."
Especially in engineering driven organizations, managers expect the marketing and sales functions to sell what R&D have decided customers need. Unfortunately, this product-orientation is long obsolete, but nevertheless still alive and kicking.
Even so, some managers insist to spend big budgets and enormous resources for branding and promotion in order to "persuade" customers to buy. But, in today´s hypercompetitive marketplaces, if a product or service does not hit the customers´taste or need, then even big dollars will not change that.
It is better to ask marketing to really understand the customers´s needs, what they are willing to purchase, and the favorable price targets. This information must be researched on basis of facts and data and then fed into the R&D process. It sounds simple, however, it still is seldomly done systematically.
5. Marketing as a Department: "The marketing department should stick to their stuff."
When marketing is relegated only to the marketing department, then customers have lost the most important advocate in the company. Marketing concerns the customers and therefore the marketing mindset needs to be reinforced across all functions.
With a limited marketing perspective, customers are left alone with their problems. In fact, customers do not care which department screwed up their order. They judge the overall relationship with the company. If they are not happy, they will leave for the competition.
Marketing is more than a department, it is the mindset that customers decide about the fate of the company. Therefore, marketing staff & managers needs to reinforce and coach this attitude across the company.
6. Marketing Chaos: "It is difficult to plan for branding, service and customer communications."
Lack of planning in marketing is a perennial complaint of managers. Of course, marketing is extremely dynamic and many of the market events cannot be anticipated. The above mentioned creative streak adds to the perception that marketing is chaotic and plan- & glueless.
Nevertheless, it is imperative that marketing prepares detailed plans for product development, campaigns, distribution, customer communication (CRM), campaigns, market research, customer service and all other of their duties with deadlines, accountability and budgets.
After the planning phase the marketing managers are responsible to implement these plans and observe deviations so that countermeasures can be devised and implemented on time.
7. Inverse Marketing Logic: "That´s all the budget you get."
Together with the lack of measurement (see Mistake #3), here the marketing logic is perverted. When managers maintain, we cannot afford more marketing budget, then this shows that cause and effect have been inverted.
Nobody should "afford" marketing in good times, just to cut it when it is needed (when customers do not buy). Marketing is an investment and therefore Return on Investment (ROI) is the metric that counts.
Therefore, the marketing budget should not be put together by looking at the competition, the last year or the available cash flow. The key question needed to ask is: How much budget does marketing need to maximize the return on the invested cash? This, of course, requires a bottom up marketing planning.
Of course, there are many more misconceptions in applying marketing principles in today´s competitive markets. E.g. the use of e-business, mobile marketing, global issues, senior customers, social media, etc. In case you know about such a mistake, add it in the comment box below.
Here are some of the top marketing mistakes and misunderstandings that I found:
1. Marketing is Creativity: "While other departments need to worry about facts and numbers, marketing takes care of the creative and soft side of the business."
Advertising agencies like this argument, because that allows them to produce "emotional" brand campaigns "that will catch the customers´ hearts."
While it is true, that customer appeal needs to include emotional elements, marketing needs to lay the groundwork with facts and empirical work to deliver results: market research, segmentation, positioning, channels, campaign, media selection, messages, PR, leads, contacts, etc.
For all these outcomes marketing has to focus on data and empirical facts. While experience will support good decisions with a "gut feeling", it is ridiculous to base huge budget decisions on a "hunch" instead of on a solid data foundation. See also here.
2. Marketing as Service: "Marketing should support Sales with brochures, advertising and trade fair help."
Sure, salespeople need brochures, advertising and working campaigns. However, marketing has a much more important role today: Marketing needs to identify, select and deliver paying customers. As Kotler said, "Targeting and positioning are the keys to business success. Nail these two decisions and everything good follows."
While other functions need to serve customers as well, marketing is primarily responsible for creating and keeping customers. However, in many firms the marketing function is relegated to a quite junior person with little influence and resources ("the Marketing Lady"). The results of this marketing then are limited to the scope of the position.
3. Marketing without Controlling: "Marketing does not need to be measured for profitability."
In the good ol´days, half of the advertising budget was wasted, they just didn´t know which half. Today, marketing needs to be controlled around measurable objectives and metrics.
Every euro that is spent needs to be measured for the results it delivers. If campaigns do not measurably improve relevant metrics, then they need to be cancelled. Some key metrics are:
- Market share (volume or value)
- Awareness
- Relative price (market share value/volume)
- Number of customers
- Number of complaints (level of dissatisfaction vs. recommender)
- Customer satisfaction
- Relative quality
- Distribution / availability
- Perceived quality / esteem
- Loyalty
- Return on Investment (ROI) on the marketing budget
4. Marketing lacks Customer Orientation: "Marketing should market our fantastic products and solutions."
Especially in engineering driven organizations, managers expect the marketing and sales functions to sell what R&D have decided customers need. Unfortunately, this product-orientation is long obsolete, but nevertheless still alive and kicking.
Even so, some managers insist to spend big budgets and enormous resources for branding and promotion in order to "persuade" customers to buy. But, in today´s hypercompetitive marketplaces, if a product or service does not hit the customers´taste or need, then even big dollars will not change that.
It is better to ask marketing to really understand the customers´s needs, what they are willing to purchase, and the favorable price targets. This information must be researched on basis of facts and data and then fed into the R&D process. It sounds simple, however, it still is seldomly done systematically.
5. Marketing as a Department: "The marketing department should stick to their stuff."
When marketing is relegated only to the marketing department, then customers have lost the most important advocate in the company. Marketing concerns the customers and therefore the marketing mindset needs to be reinforced across all functions.
With a limited marketing perspective, customers are left alone with their problems. In fact, customers do not care which department screwed up their order. They judge the overall relationship with the company. If they are not happy, they will leave for the competition.
Marketing is more than a department, it is the mindset that customers decide about the fate of the company. Therefore, marketing staff & managers needs to reinforce and coach this attitude across the company.
6. Marketing Chaos: "It is difficult to plan for branding, service and customer communications."
Lack of planning in marketing is a perennial complaint of managers. Of course, marketing is extremely dynamic and many of the market events cannot be anticipated. The above mentioned creative streak adds to the perception that marketing is chaotic and plan- & glueless.
Nevertheless, it is imperative that marketing prepares detailed plans for product development, campaigns, distribution, customer communication (CRM), campaigns, market research, customer service and all other of their duties with deadlines, accountability and budgets.
After the planning phase the marketing managers are responsible to implement these plans and observe deviations so that countermeasures can be devised and implemented on time.
7. Inverse Marketing Logic: "That´s all the budget you get."
Together with the lack of measurement (see Mistake #3), here the marketing logic is perverted. When managers maintain, we cannot afford more marketing budget, then this shows that cause and effect have been inverted.
Nobody should "afford" marketing in good times, just to cut it when it is needed (when customers do not buy). Marketing is an investment and therefore Return on Investment (ROI) is the metric that counts.
Therefore, the marketing budget should not be put together by looking at the competition, the last year or the available cash flow. The key question needed to ask is: How much budget does marketing need to maximize the return on the invested cash? This, of course, requires a bottom up marketing planning.
Of course, there are many more misconceptions in applying marketing principles in today´s competitive markets. E.g. the use of e-business, mobile marketing, global issues, senior customers, social media, etc. In case you know about such a mistake, add it in the comment box below.
22 July 2009
Leadership in Financial Reform - or Not
The global recession was caused by financial hubris and a nearly maniacal expansion of credit. Risk considerations were ignored and subdued until the risk exploded into all our faces.
Now, after having cleaned up the first mess, financial regulators try to appease us with timid reforms. One example is the white paper of the British governement: Darling rules out radical changes in City white paper. The US government is embarrassed by the humongous bonuses of the bank manages, while the economy and the unemployed suffer, here and here
Why kill the goose, that lays the golden eggs? But, were the eggs so golden and then for whom? And, who has to clean out the pen? In the end, financial managers found their personal profit perpetuum mobile: Leverage your equity until the hilt, if it explodes, turn the risks over to the governments and taxpayers. If it works out fine, pocket the cash and buy a big yacht.
These managers are all right and good people and fathers & mothers for the most part (besides outright fraudsters). It must be understood that their behaviour is not as much a question of values, but of reasons. Who on earth would give up risk-less money? The problem is not the individual, it is the regulations and incentives.
Why can´t we make the high-risk bankers eat their own losses? The answer is that it would destroy our economy. That is right. But why do we let our banks and financial institutions put us in such a situation? Because the central banking system provides the banks a shelter from free market forces. This is the crux of the problem.
The central bank is the "lender of last ressort" for banks and their money (credit). This creates a government sponsored monopoly. And as such, market forces break down and the situation we experience now is the sad result.
What would leadership mean in this situation? Financial regulators need to wake up to their responsibility towards not only the financial players, but to the society overall and institute a money system that does away with these artificial monopolies given to banks.
For the theoretical background on these see Rothbard. Practically, however, it is a sad state of affairs to know that our government budgets will wreck and bankrupt over the next years, while on the other hand completely reasonable changes are ignored.
It seems to me, here our political leadership is in the situation of the leading class of the U.S.S.R in mid-80´s. They know they got a problem, but reform is too hard. They would have to change the basis of their power structure, which they are unwilling to do.
As a result, our current leaders are leading us down a path that leads to more waste through government sponsered "deficit spending," which only means throwing good money (that we do not have) after bad money. Bailouts, subsidies and other nonsense destroys value on a scale not seen after the fall of Soviet-style communism.
It is ironic - if not foolish as well - to make new debts to cure the crash, which was caused by too much debt. In the end, the budget deficits will explode and suppress further growth for years to come (think: Japan).
Also, to call for less markets and more government, or even to ask leftist philosophers and other theoreticians to propose the establishment of a " better world" makes me feel scared. We do have fine market systems that made us successful, prosperous and even happy over the last 50 or 100 years. (Better than any other known to mankind.)
Now it is up to the enlightened leadership to preserve the working elements (e.g. markets) for all economic sectors: it is time now to let market rules work for the money and financial system.
Now, after having cleaned up the first mess, financial regulators try to appease us with timid reforms. One example is the white paper of the British governement: Darling rules out radical changes in City white paper. The US government is embarrassed by the humongous bonuses of the bank manages, while the economy and the unemployed suffer, here and here
Why kill the goose, that lays the golden eggs? But, were the eggs so golden and then for whom? And, who has to clean out the pen? In the end, financial managers found their personal profit perpetuum mobile: Leverage your equity until the hilt, if it explodes, turn the risks over to the governments and taxpayers. If it works out fine, pocket the cash and buy a big yacht.
These managers are all right and good people and fathers & mothers for the most part (besides outright fraudsters). It must be understood that their behaviour is not as much a question of values, but of reasons. Who on earth would give up risk-less money? The problem is not the individual, it is the regulations and incentives.
Why can´t we make the high-risk bankers eat their own losses? The answer is that it would destroy our economy. That is right. But why do we let our banks and financial institutions put us in such a situation? Because the central banking system provides the banks a shelter from free market forces. This is the crux of the problem.
The central bank is the "lender of last ressort" for banks and their money (credit). This creates a government sponsored monopoly. And as such, market forces break down and the situation we experience now is the sad result.
What would leadership mean in this situation? Financial regulators need to wake up to their responsibility towards not only the financial players, but to the society overall and institute a money system that does away with these artificial monopolies given to banks.
For the theoretical background on these see Rothbard. Practically, however, it is a sad state of affairs to know that our government budgets will wreck and bankrupt over the next years, while on the other hand completely reasonable changes are ignored.
It seems to me, here our political leadership is in the situation of the leading class of the U.S.S.R in mid-80´s. They know they got a problem, but reform is too hard. They would have to change the basis of their power structure, which they are unwilling to do.
As a result, our current leaders are leading us down a path that leads to more waste through government sponsered "deficit spending," which only means throwing good money (that we do not have) after bad money. Bailouts, subsidies and other nonsense destroys value on a scale not seen after the fall of Soviet-style communism.
It is ironic - if not foolish as well - to make new debts to cure the crash, which was caused by too much debt. In the end, the budget deficits will explode and suppress further growth for years to come (think: Japan).
Also, to call for less markets and more government, or even to ask leftist philosophers and other theoreticians to propose the establishment of a " better world" makes me feel scared. We do have fine market systems that made us successful, prosperous and even happy over the last 50 or 100 years. (Better than any other known to mankind.)
Now it is up to the enlightened leadership to preserve the working elements (e.g. markets) for all economic sectors: it is time now to let market rules work for the money and financial system.
08 May 2009
Marketing Cost Cutting in Downturn
Marketing budgets have been severely cut during the economic downturn. A recent study by the Finance Marketing Association in Vienna found that up to 60% of financial marketing departments have responded to the crises by cutting costs. Is this wrong? Not necessarily.
Looking at the dire situation from the point of view of the agencies, they should shoulder some of the blame for this reduction of marketing budgets. Why? Because in economically strong times the agencies sold anything and everything to image-obsessed CMOs and CEOs.
The main consideration seemed to be that the client manager was "happy" at the moment of campaign launch. Concerns about the Return of Investment (ROI) of such campaigns were an afterthought, if at all. Maybe they were eager to win one of the prestigious prizes, but it was not cash they were after.
Insightful is the fact that the only category getting more budget in the crisis is direct marketing. This makes sense, because direct marketing is much more performance oriented and supports the hypothesis that performance was lacking until now.
Also, the explanation that companies cannot "afford" the marketing budgets seems odd. This sounds like marketing is something like luxury, reserved for good times. In fact, marketing needs to be an investment. And like every investment it needs to return the cash plus a profit margin.
Taken it from this angle, the solution is quite simple: rigorous marketing controlling with pre-testing and performance measurement, based on hard data.
However, this is not an entirely new thought and many agencies would offer it to their clients. The only question then is why it was not marketed before?
Looking at the dire situation from the point of view of the agencies, they should shoulder some of the blame for this reduction of marketing budgets. Why? Because in economically strong times the agencies sold anything and everything to image-obsessed CMOs and CEOs.
The main consideration seemed to be that the client manager was "happy" at the moment of campaign launch. Concerns about the Return of Investment (ROI) of such campaigns were an afterthought, if at all. Maybe they were eager to win one of the prestigious prizes, but it was not cash they were after.
Insightful is the fact that the only category getting more budget in the crisis is direct marketing. This makes sense, because direct marketing is much more performance oriented and supports the hypothesis that performance was lacking until now.
Also, the explanation that companies cannot "afford" the marketing budgets seems odd. This sounds like marketing is something like luxury, reserved for good times. In fact, marketing needs to be an investment. And like every investment it needs to return the cash plus a profit margin.
Taken it from this angle, the solution is quite simple: rigorous marketing controlling with pre-testing and performance measurement, based on hard data.
However, this is not an entirely new thought and many agencies would offer it to their clients. The only question then is why it was not marketed before?
12 November 2008
Globalization - Rules of Global Business
Globalization has brought to us the world-wide exchange of goods and services together with broad international connections in cultural, political and financial terms. Many managers have welcome this as an opportunity for increased growth.
New markets with millions or even billions of potential customers make every marketer´s heart jump with joy. The idea is to source from the global market cheaply and then export it with high value and profitable prices to countries with needs.
However, globalization has profound consequences in the way of Schumpeter´s "creative destruction". Whereas this is an ongoing process for all, especially the European countries are lagging dangerously, hiding behind obsolete protectionist and unsustainable barriers to competition.
Not only does the current financial and economic crisis put up a strong mandate for excellent management of global business. This serious recession makes the mandate to change more urgent and pressing for top managers, leaders and statesmen.
How to master the global business challenge? Here are some proven rules:
New markets with millions or even billions of potential customers make every marketer´s heart jump with joy. The idea is to source from the global market cheaply and then export it with high value and profitable prices to countries with needs.
However, globalization has profound consequences in the way of Schumpeter´s "creative destruction". Whereas this is an ongoing process for all, especially the European countries are lagging dangerously, hiding behind obsolete protectionist and unsustainable barriers to competition.Not only does the current financial and economic crisis put up a strong mandate for excellent management of global business. This serious recession makes the mandate to change more urgent and pressing for top managers, leaders and statesmen.
How to master the global business challenge? Here are some proven rules:
- Extend your personal and organizational perspective to global matters; open up your world to what is out there, take it in and learn from new realities - if you like it or not. Start here at the lonely planet guide .
- Secure the facts and knowledge about global markets, the trends, risks and opportunities; replace hear-say, half-truths and pseudo-knowledge with systematic understanding. Start here: global edge, university washington library, CIA world factbook, stat usa, or internet world stats .
- Develop clear international business goals and strategies; these need to be realistic and worked out in required detail, while keeping room for adaptation to accomodate local or temporal changes. Start learning here: OpenCourseWare MIT or here Kellogg Insight .
- For market leadership, the right positioning is key to success; research and establish the right position in the respective markets and back it up with branding resources. For branding and positioning see MarketingProfs Branding, Copernicus Marketing or B2B Branding .
- Accept, respect and integrate local culture and quirks; leave local decision makers to adapt the goals for optimal implementation. Execution is always local, not only in marketing, but in all functions. For details, look at cross culture communication, WorldBusinessCulture, or
- Leverage existing market infrastructure, channels and providers and build alliances and cooperations; to build everything from scratch is seldom necessary or profitable. Select high-quality partners and tie them to you. See US Commercial Service, German Chambers of Trade or Austrian Trade.
- Get started now with this one page marketing plan template. For details on starting, just look into yourself! Good luck!
04 November 2008
Markets Leaders - How to Achieve and Keep Market Leadership
This blog is focused on market leadership. CEOs, Marketing and Sales Managers are looking for effective and innovative ways to win in the marketplace. That means, they want to become and remain leaders in their respective markets. But, how to establish and retain market leadership?
If there is proven know-how and knowledge about creating market leadership, managers need reliable and practical answers. It is of little use to mention highly sientific but unaccessible papers, many of which have little practical relevance. On the other hand, there are plenty of simple but useless rules of thumb, because they often lack basic reliability.
Also, there is plenty of information, but information is not knowledge. However, managers are inundated with data and information, while at the same time missing relevant knowledge about consumers, market preference, competition or economic and technical developments. The issue here is relevance.
In addition, between the time pressures on the one side and general management folklore on the other side, managers must make decisions, today. This blog´s purpose consists of using common sense to assess innovative market leadership ideas, to discuss relevant marketing and sales questions, and to create a dialogue with interested practitioners in marketing, sales and customer management.
If there is proven know-how and knowledge about creating market leadership, managers need reliable and practical answers. It is of little use to mention highly sientific but unaccessible papers, many of which have little practical relevance. On the other hand, there are plenty of simple but useless rules of thumb, because they often lack basic reliability.Also, there is plenty of information, but information is not knowledge. However, managers are inundated with data and information, while at the same time missing relevant knowledge about consumers, market preference, competition or economic and technical developments. The issue here is relevance.
In addition, between the time pressures on the one side and general management folklore on the other side, managers must make decisions, today. This blog´s purpose consists of using common sense to assess innovative market leadership ideas, to discuss relevant marketing and sales questions, and to create a dialogue with interested practitioners in marketing, sales and customer management.
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