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.
Abstract
March 2007
Traditional shops and the companies that serve them are finding life harder and harder. For the suppliers, segmented execution is the answer.
Abstract
November 2006
All save desks are not created equal: the best help companies to cut their churn rates, become more profitable, and even
develop new products.
Abstract
November 2006
By tapping into local networks, companies can serve low-income markets profitably, delivering significant value to shareholders while creating the essential market infrastructure for economic development in the neediest communities.
Abstract
November 2006
Hans Stråberg discusses the challenges of serving both the high and low ends of the market successfully.
Abstract
August 2006
Few companies gracefully pass sales leads and service information across the barriers of departments and business units. But those that do enjoy substantial rewards.
Abstract
August 2006
As customers' needs fragment, marketers must develop common, actionable segmentations and integrate segment-level goals into planning and performance-management processes.
Abstract
June 2006
Jean-Luc Chéreau discusses the French company's experiences as its hypermarkets spread out from China’s biggest cities to the vast hinterland.
Abstract
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.
Abstract
June 2006
Steve Gilman says that because Chinese consumers are changing so quickly, retailers must change quickly to keep up with them.
Abstract
June 2006
The emergence of an enormous middle class signals a seismic shift in the global market.
Abstract
May 2006
Many companies can turn their inbound call centers into powerful engines for growth.
Abstract
March 2006
Call centers, making targeted improvements involving more cost-effective technologies, are finally saving money and improving revenues with IT.
Abstract
September 2005
Multinationals that successfully adapt their products to India's largely untapped market will have the advantage.
Abstract
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.
Abstract
April 2005
Used properly, they can be strategic assets.
Abstract
February 2005
Some aftermarket parts businesses lack the resources they need to raise their profitability and fend off low-priced competitors. Others have these resources without knowing it.
Abstract
January 2005
They can be, but only if newspapers first work out—and mitigate—the risks.
Abstract
November 2004
The proliferation of brands and channels is forcing companies to restructure their marketing efforts significantly.
Abstract
November 2004
Brands are proliferating rapidly. Companies must now bring them under control.
Abstract
September 2004
How to stop hotel customers from sleeping around.
Abstract
August 2004
By integrating systems in order to generate transaction-level costs and revenues, companies can determine where to focus their sales efforts.
Abstract
August 2004
Companies should treat a customer-relationship-management solution as a product or service and its users as internal customers—by making it valuable, pricing appropriately, advertising, and providing after-sales support.
Abstract
July 2004
The pressure is on. Making money—not just popularity—is the name of the game.
Abstract
February 2004
Value players will probably challenge your company. How will you respond?
Abstract
November 2003
Marketers rely too much on intuition. The key to building brands more scientifically is to combine a forward-looking market segmentation with a better understanding of customers and a brand’s identity.
Abstract
November 2003
Carriers can increase their profits—by getting more value from existing customers and being more selective about new ones.
Abstract
August 2003
Consumer-packaged-goods companies are turning to a range of alliance opportunities to achieve growth.
Abstract
August 2003
Companies can earn higher margins or increased revenues by selling integrated offerings—if they don’t merely bundle their products.
Abstract
May 2003
Gary Loveman, the man who brought the customer service revolution to gaming, explains how he helped double Harrah’s revenues and earnings.
Abstract
February 2003
A survey of consumer goods companies shows that top performers raised their prices and their market shares at the same time.
Abstract
May 2002
Defecting customers are far less of a problem than customers who change their buying patterns. New ways of understanding these changes can unlock the power of loyalty.
Abstract
November 2000
Do you know if your loyalty program is working?
Abstract
May 2000
Manufacturers pay little attention to trade spending—the payments they make to retailers to encourage promotion—but proper management of these expenditures can increase a company’s return on sales by two percentage points.
Abstract
November 1999
Functional, process, and relationship benefits are the hat trick of contemporary marketing. To score, follow three rules.
Abstract
August 1999
Value-based segments usually don’t fit neatly into demographic ones. Some solutions step around the problem; others meet it head on.
Abstract
August 1998
Continuous relationship marketing (CRM) is widely used in business-to-consumer marketing, but more large companies should apply the technique to small businesses, which often represent their most profitable customers.
Abstract
August 1998
Step one: find your language. Then recognize the "acculturated" segment. The best marketers create a bond through their products.
Abstract
February 1997
In public, European consumer goods manufacturers have embraced joint category management, the theory that they can benefit consumers and themselves by cooperating with retailers to manage product categories as strategic business units. But in private, many are skeptical.
Abstract
May 1996
Peter Brabeck-Letmathe, then (1996) Nestlé’s CEO-elect, talks about his long-term views on globalization. And chocolate.
Abstract
November 1995
Teaming up with suppliers was just a first step. Customers and channels can be partners too, even competitors. Focus on creating revenue. Marketing’s fifth “P” is a direct link to strategy.
Abstract
August 1995
“Continuous relationships” with customers can, in fact, be achieved. Classical marketing skills, not expensive IT and neural networks, are what’s needed. Pilots, skunkworks, and pragmatism. Avoiding electronic green stamps.
Abstract
May 1995
Companies can improve the way they develop and commercialize new products and processes with the help of a new diagnostic tool that enables senior management to link value drivers with the creation of shareholder value.
Abstract
August 1994
Hands-on advice for getting an essential, value-added conversation back on track.
Abstract
November 1993
In their search for new sources of growth, industrial firms often overlook attractive opportunities very near to home.
Abstract