Preface

Most business executives work for enterprises that are characterized by continuous rather than disruptive business models and practices. Their challenge is not to invent the next Google or eBay, but to meet Wall Street expectations for sustained high levels of top-line revenue growth that generate consistent increases in profitability. Their businesses may have been around for more than 100 years, like Procter & Gamble (P&G), and they seek to emulate that company’s performance in coaxing new growth out of old brands. Or it may be a newer business that has started to hit a flatter part of the growth curve, like Microsoft, and is looking to find the next accelerator.

Marketing is the capability that can provide these executives with the ...

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