Harvard Business Review

HBR's 10 Must Reads on Strategic Marketing (with featured article “Marketing Myopia,” by Theodore Levitt)

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  • arturogomghas quoted3 years ago
    structure across the organization
  • arturogomghas quoted3 years ago
    companies must shift their focus from driving transactions to maximizing customer lifetime value
  • arturogomghas quoted3 years ago
    an era of mass markets, mass media, and impersonal transactions.
  • mo9fhas quoted4 years ago
    The problem is, few managers are able to step back and assess their brand’s particular strengths and weaknesses objectively
  • mo9fhas quoted4 years ago
    Why do customers really buy a product? Not because the product is a collection of attributes but because those attributes, together with the brand’s image, the service, and many other tangible and intangible factors, create an attractive whole
  • mo9fhas quoted4 years ago
    Consumers still want a clear brand promise and offerings they value. What has changed is when—at what touch points—they are most open to influence, and how you can interact with them at those points.
  • baca bukulagihas quoted6 years ago
    These managers must also be sophisticated data interpreters, able to extract insights from the increasing amount of information about customers’ attitudes and activities acquired by mining blogs and other customer forums, monitoring online purchasing behavior, tracking retail sales, and using other types of analytics.
  • baca bukulagihas quoted6 years ago
    “T-shaped” people, who have broad expertise with depth in some areas.
  • baca bukulagihas quoted6 years ago
    THE ROLE of customer manager is the ultimate expression of marketing (find out what the customer wants and fulfill the need) while the product manager is more aligned with the traditional selling mind-set (have product, find customer).
  • baca bukulagihas quoted6 years ago
    We’d expect the most effective customer managers to have broad training in the social sciences—psychology, anthropology, sociology, and economics—in addition to an understanding of marketing. They’d approach the customer as behavioral scientists rather than as marketing specialists, observing and collecting information about them, interacting with and learning from them, and synthesizing and disseminating what they learned.
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