July 2007
The giant retailer’s chief merchandising officer explains why and how it is trying to reach a wider range of consumers than it has in the past.
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June 2007
Cammie Dunaway explains how she is preparing for the future by shifting the company’s marketing dollars to vehicles whose returns can be measured and by fostering intellectual curiosity.
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May 2007
Carlsberg's senior vice president, Western Europe, explains what the company is doing to cope with proliferating channels, media, and customer segments and describes the benefits of its functional-excellence programs.
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May 2007
Keith Pardy discusses the challenges of maintaining a strong global presence while keeping pace with the explosion of products and marketing channels.
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May 2007
A recent survey suggests that the rapid pace of change in the industry is leaving some marketers behind.
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November 2006
Hans Stråberg discusses the challenges of serving both the high and low ends of the market successfully.
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August 2006
To stimulate growth in today's marketing environment, companies must identify and prioritize opportunities at points where proliferating segments, channels, and product categories intersect.
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August 2006
Executives hoping to transform a commercial organization must tailor their change-management approach to several specific challenges posed by sales and marketing.
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August 2006
To avoid heightened complexity and a disjointed allocation of resources in a proliferating marketing environment, companies need a blueprint for consistent processes, tools, and performance-management systems.
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June 2006
An explosion of new customer segments, sales and service channels, media, and brands is challenging marketers to reinvent themselves so they can simultaneously prioritize opportunities in a more sophisticated way and increase the consistency and coordination of their marketing execution.
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February 2006
Optimization techniques used to plan operations can also be applied to sales and marketing.
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February 2006
Focus on the interactions that are important to customers—and on the way frontline employees handle those interactions.
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November 2005
Changing customer needs are prompting a range of strategic responses.
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November 2005
Incumbents can serve the whole market—without getting stuck in the middle.
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August 2005
Some partners are more important than others.
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July 2005
Alan G. Lafley discusses how to stretch a company's aspirations without overpromising. Second in a series of interviews with leading executives on change management.
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June 2005
Although collaborative relationships with customers can be complex and time consuming, when they are done well the rewards can be substantial.
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May 2005
CMOs should be aware of how they are perceived within the organization and alter their approach accordingly.
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May 2005
Rules of thumb from the 1960s and '70s are losing their effectiveness. A more rigorous approach is required—one that treats marketing expenditures as investments.
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November 2004
Migrating customers to a new channel can be a pain—for them, the company, and its channel partners. But the rewards can make the effort worthwhile.
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November 2002
Merging companies should look to their revenues, not just their costs.
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August 2001
Many companies hard-pressed to maintain their margins through products alone are turning to ’solutions.’ But to succeed, they must not only embrace competitors but also often turn away existing customers.
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May 2000
For traditional marketers, organization means structure: distinct product, channel, and customer groups. But new-style marketing organizations understand that “boxes and lines” structures can’t drive value in fast-moving environments.
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February 1999
Companies often treat small businesses as a single segment. What’s needed is better insight into which customers you can serve most profitably. Technology and alliances can play a big role.
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November 1998
Salesforces will need to create value, not just communicate it. But even in the same industry, different customers see value very differently. Matching selling strategy to customer type.
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August 1997
Separating complaints from economic reality. When there is a conflict, there are effective options. Don’t overreact, but don’t get paralyzed either.
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February 1996
Too often emotion triumphs over reason. Some improvements, like fixing incentives, can be made quickly. But emerging channels are hard to spot.
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February 1996
A new category-based structure is about to be born. Teams fixed functional silos; now there’s no one to integrate processes. The “soft stuff” matters, particularly compensation and evaluation.
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February 1995
Up to 30 percent return on spending. The movement toward account profitability.
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November 1994
A field report on how leading marketers are moving beyond their traditional organizations.
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May 1993
New challenges—and a new competitive environment—mean that the marketing function must reinvent itself.
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