book

How to Innovate in Marketing (Collection), 2/e

by Monique Reece, Michael Tasner, Tony Davila, Marc Epstein, Robert Shelton, Larry Light, Joan Kiddon

April 2013

Intermediate to advanced

1305 pages

29h 14m

English

Pearson

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MIW’s Formula for SuccessNew Perspectives Emerging from Recent ExperienceConclusionEndnotes
Objective of This Book
Innovation Is the Power to Redefine the IndustryThe Innovation Imperative: Driving Long-Term Growth in Top and Bottom LinesHow to Make Innovation Work: How You Innovate Determines What You InnovateThe Rules of InnovationSummary: The Innovation Company
A New Model of Strategic InnovationBusiness Model ChangeTechnology ChangeThree Types of InnovationInnovation Model and the Innovation Rules

Choosing the Right StrategyPlay to Win and Play Not to Lose StrategiesToo Much of a Good ThingClearly Defined Innovation Strategy Drives ChangeDo You Select an Innovation Strategy?Risk Management and Innovation StrategyInnovation Strategy: The Case of the Pharmaceutical IndustryStrategy and the Innovation Rules
Organizing for InnovationDeveloping an Internal Marketplace for InnovationOutsourcing InnovationIntegrating Innovation within the OrganizationThe Leadership RoleOrganization and the Innovation Rules
Systems and Processes Make Things HappenThe Objectives of Well-Designed Innovation SystemsChoosing and Designing Innovation SystemsManagement Systems ComparisonElectronic CollaborationManagement Systems and the Innovation Rules
To Measure or Not to Measure?A Balanced Scorecard for Measuring InnovationDesigning and Implementing Innovation Measurement SystemsThe Barriers to Effective Performance MeasurementMeasurement and the Innovation Rules
The Importance of Incentives and RewardsMotivationA Framework for Incentive Systems’ DesignSetting Goals for Measuring PerformancePerformance Evaluation and Incentive ContractsIncentive ContractsKey Considerations in Designing Incentives Systems for InnovationIncentives and Rewards, and the Innovation Rules
The Importance of LearningA Model of LearningLearning Systems for InnovationHow to Make Learning Work in Your OrganizationThe Dynamic Nature of Innovation StrategyLearning and the Innovation Rules
How Culture Affects InnovationIs Innovation the New Religion?The Danger of SuccessOrganizational Levers of an Innovative CultureDifferent Country Cultures Breed Different Innovation CulturesPeople and InnovationThe Role of Senior ManagementCulture and the Innovation Rules
Combining Creativity with Commercial SavvySmart ExecutionThe Role of LeadershipDiagnostics and ActionOrganizing InitiativesGenerating Innovation Value
Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9Chapter 10
ImagineA New Way of Marketing......Decision-Making Framework
Purpose-Driven Companies Make Higher ProfitsCreate Raving FansWhen Employees Leave at Night, So Does Your BusinessCompany Purpose: Intentional or Dysfunctional?
RedShift Framing Mission StatementClinic Service Corporation Mission StatementDoes Your Mission Statement Inspire?
Tell a Story
Make It Personal
What Do Pizza and Shoes Have in Common?Committable Core ValuesZappos Core ValuesZappos Core Values
How The Ritz-Carlton Mystique WorksWhat Can 15 Minutes a Day Do for Your Company?The Transformation to Passionate Advocacy
Defining Corporate Values
Purpose-Driven Companies Are More ProfitableNew Belgium Brewing: Passionate About Purpose, People, Sustainabilty, and of Course, BeerNew Belgium Brewing Purpose StatementA Strong Internal Brand Equals a Powerful External Brand“Just Do It” Campaign Among Bedbury’s Accomplishments
A New Wave of Entrepreneurship
The Balanced Scorecard Goal FrameworkGoal Categories
Situation AnalysisSWOT AnalysisSummaryP • R • A • I • S • E™ Marketing ProcessSummary: Section I
Know What You Don’t Know
Goals of a Research Plan
The Most Powerful (and Easiest) Way to Improve ProfitabilityExisting Customer Analysis and Segmentation
How Do You Measure Loyalty?Measure Customer Profitability and CLVBuilding Customer LoyaltyMeasure Customer Delight, Not SatisfactionNet Promoter ScoreIntuit: How the Best Get Better
Make Customers the Center of Your Universe
Customer-Focused Culture at OrangeGloTips to Create a Customer-Centric Culture
Customers for Life
Customer Experience: The Dark SideWhy Consumers Are SkepticalLive By the Golden RuleCustomer Service Gone Bad
Why People BuyAction
Market Segmentation and Target MarketingIdentifying Target Market SegmentsBusiness-to-Business (B2B) Target Markets
Clayton Christensen on Market SegmentationWhy Is Your Product or Service Hired?
Forecasting Believable and Realistic Demand (Not What You Think a VC Wants to See)
Observe and LearnCompetitive Information Sources
Macro-Environmental FactorsSeize Advantage in a DownturnSummarize the Secondary Research Plan
Developing Your Primary Research PlanTips for Creating a Customer SurveyOnline Survey Tools
News AggregatorsUsing Social Media for Real-Time ResearchSocial Networking and BookmarkingTools and GadgetsBlogsAnalysts Track Trends and Make Sense of ThemP • R • A • I • S • E™ Marketing ProcessSummary: Section II
Complementary Products and Services
Finding New ValueFinding New Value: Part I
Broaden the BuyersCreate Customer ExperiencesTap into TrendsDistinctive DeliveryImagine and InnovateFinding New Value: Part IISummary
Mapping Customer Value to Pricing StrategyTraining Industry Example
Revenue/Cost AnalysisWorksheet
Choose the Right ChannelsChannel Considerations
Real-Time Channel Development
Avoid Channel ConflictChannel Checklist: Devil’s in the Details
Strategic Alliance and Partnership Success FactorsChannel MappingP • R • A • I • S • E™ Marketing ProcessSummary: Section III
Strategy Process
Rich, Niche MarketsMass Market PenetrationAttract Early Adopters, Maximize ProfitsMarket Penetration Strategy Requires Innovation
Types of PositioningCreate a Positioning StatementCharacteristics of Successful Positioning
Personify Your BrandResults of Strong Brand Equity
Moser: Brand Roadmap Can Drive Company’s Marketing
Customer Loyalty Objectives and Strategies
Emotion Is Viral
The $1 Million PrizeCustomer Engagement: A New Business Model
Product Life Cycle StagesAre You a Pioneer or a Follower?
Method Products Make a Clean Sweep in Product CategoryDesign with a Purpose
Pick Your Battle PositionThe Downside of Winning
AcquisitionStrategic Alliances and PartnershipsNew Distribution ChannelsNew MarketsAdobe Makes Lemonade Out of LemonsNew CustomersNew Products
Innovation Models
New Revenue Streams and Business Models
Three Versus Drive Innovation and GrowthKumar: Differentiate Company Marketing with Three Vs
Sales Strategy and Plan
Strategy IntegrationA Final WordP • R • A • I • S • E™ Marketing ProcessSummary: Section IV
Changes in Latitudes, Changes in AttitudesFacts, Stats, and Key TrendsKey Trends Driving MarketingExpert Discusses How to Measure Marketing
Design for User ExperienceMake Your Web Site Interactive and TargetedIntegrated Technologies Deliver Better Customer ServiceProvide Value For Free
Optimize Your Web Site
Display AdvertisingSponsorships and Affiliate AdvertisingAd Exchanges
Widgets, Gadgets, and Mobile ApplicationsA Growing Tidal Wave of OpportunityHow Companies Use Mobile Phones to Drive Business
A Shift of PowerThe Real Value of Social MediaSocial Media Principles
Business Results from Social Media
Operationalize Social Media
LinkedInFacebookTwitterHow to Use Twitter as a TwoolSocial Bookmarking Sites
Getting Started
Social Media Strategy
Stunts and PrankstersHistorical MilestoneViral Marketing: A Case Study from Obama
What’s New, Who Cares?The Mechanics
Part II. Create a Tactical Plan with Execution Built-In
Individual Tactics Description
ImplementSummary: Section V
How to Fix the Biggest Problems in Sales and Marketing
Holistic Marketing MeasurementKey Performance Measures
PurposeResearchAnalyzeImplementStrategizeEvaluate and Execute
ROI Optimizer™ ProcessTop-Down and Bottom-Up AnalysisDemand Chain Optimization
What Is Measured Improves
Former GE Chief Shares His Thoughts on Management Trends
Culture Rules! 10 Principles to Drive Business Success... and Have More Fun1. It’s the Economics, Stupid2. Walk the Talk3. Integrity, Accountability, and Trust4. Create a Compelling Vision5. Product Myopia Is the Death Spiral6. Love Is the Killer App7. Feedback Is the Breakfast of Champions8. Relentless Communication9. Link Planning to Operations10. Marketing Is Not a Department: It’s a State of MindEvaluate and ExecuteSummary: Section VI
Personal Training and CoachingCorporate Training and WorkshopsSpeaking
Real-Time Marketing for Business Growth Book ResourcesSocial Media Strategy and Planning GuideResearch Resources GuideArticles, Tools, Templates, and ProductsMarketSmarter Blog and NewsletterBusiness Coaching
I. PurposeII. ResearchIII. AnalyzeIV. StrategizeV. ImplementVI. Execute and Evaluate
Recognize Any of These?What Does This Mean to You?Move Out of the Way, or Jump on the Bullet TrainWhy Should You Listen to Me?How to Use This BookTas TipFAQs
What Is Web 2.0?The Limitations of Web 2.0What Is Web 3.0 Marketing?
How Web 3.0 Marketing Will Affect Your Business, Your Company, and Your LifeConducting a 360-Degree Review of Your Web Platform and Marketing EffortsInvesting in New and Additional TechnologyThe Top Five Things You Need to Do to Master and Prepare for the Web 3.0 Wave
The Content-Delivery Change Taking PlaceFrom Blogging to MicrobloggingTas TipTwitter and How It’s Changing the WorldHow to Get a Massive Number of Twitter FollowersTas TipAdvanced Twitter-Building Tactics and Other Twitter Tools
What Is Mobile Marketing?A World Run on BlackBerrys, iPhones, and Mobile DevicesHow to Implement Mobile Marketing
The Basics of Virtual Reality World CommunitiesHow to Leverage the TrendVirtual Trade Shows and EventsTas TipVirtual-Reality-World Banner Ads
The Video CrazeTas TipShifting from YouTube to Ustream and BeyondTas TipTas TipInternet TVThe Flip Video Craze
What Are Web Apps?Tas TipApps for Personal and General Business UseUsing Apps in Web 3.0 Marketing
What Is Open-Source Code?Using Open-Source CodeTas Tip
Google AppsTas TipHow You Can Leverage Collaboration ToolsTas Tip
Company: AmazonCompany: ZapposCompany: Salesforce.comCompany: Cisco
Your Action Plan for the Next Three to Six Months and BeyondTas TipTas TipFinal Thoughts on the Evolution of the Web
Some of My Favorite CharitiesHow to Start Giving Back
Big Brand in Big TroubleWhat Went Wrong?Ray Kroc’s VisionChain of SupplyThe Opening SalvoWhat’s Going On?Our Leading Edge: Our LeadersThe Plan to WinBrand PowerSummary
Branding Is Not the Same As AdvertisingA Brand Versus a Product or ServiceThe Six RulesRule #1: Refocus the OrganizationRule #2: Restore Brand RelevanceRule #3: Reinvent the Brand ExperienceRule #4: Reinforce a Results CultureRule #5: Rebuild Brand TrustRule #6: Realize Global Alignment
Brand PurposeThe McDonald’s Brand PurposeThe Value EquationFinancial DisciplineOperational ExcellenceLeadership MarketingThe Do’s and Don’ts of Refocusing the Organization
Thorough Knowledge of the MarketplaceUnderstanding the Market SegmentationNeeds-Based Segmentation ProfilesPrioritizing the MarketsSynthesis Versus AnalysisPrioritize, PrioritizeLeadership MarketingMcDonald’s SegmentationWhat Is the Brand Promise?Brand PyramidBrand EssenceParadox PromiseMcDonald’s Paradox PromiseThe Do’s and Don’ts of Restoring Relevance
PeopleProductPlacePricePromotionConclusionThe Do’s and Don’ts of Reinventing the Brand Experience
All Growth Is Not Equally ValuableBalanced Brand-Business ScorecardThe Do’s and Don’ts of Creating a Results Culture
Crisis of CredibilityFive Principles of Trust BuildingYou Are What You DoLead the Debate; Don’t Hide from ItThe Arrow Is Aimed at Fast FoodOpenness Is an OpportunityTrusted Messages Must Come from a Trustworthy SourceGood Citizenship PaysThe Do’s and Don’ts of Rebuilding Trust
AlignmentFreedom Within a FrameworkInternal Marketing Is a MustThe Do’s and Don’ts of Realizing Global Alignment
The Three Sections of the Plan to WinKIDDO Garden FoodsStep One: Brand Direction—Articulating the Brand Purpose and Brand PromiseStep Two: Creating the Five Action PsStep Three: Performance MeasuresImplications of a Plan to WinThe Do’s and Don’ts of Creating a Plan to Win
Moving ForwardSummary: Brand Revitalization

Content preview from How to Innovate in Marketing (Collection), 2/e

6. Rule #4: Reinforce a Results Culture

Creating a results culture means creating a culture that is evaluated based on producing measurable results. This means defining measurable milestones and rewarding people based on performance.

There are three rules-based practices for creating a results culture:

• Identify measurable milestones

• Implement recognition and rewards

• Initiate the Balanced Brand-Business Scorecard

McDonald’s was not a results culture. Brand image declined, same-store sales declined, profits declined, and share price declined. Yet there was little correlation between executive rewards and business performance. Even though McDonald’s business performance was deteriorating, top management continued to be rewarded. ...

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Marketing Strategy from the Masters (Collection)

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ISBN: 9780133443103

How to Innovate in Marketing (Collection), 2/e

by Monique Reece, Michael Tasner, Tony Davila, Marc Epstein, Robert Shelton, Larry Light, Joan Kiddon

6. Rule #4: Reinforce a Results Culture

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

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