May 2004
Intermediate to advanced
288 pages
6h 40m
English
Content preview from Marketing As Strategy
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
ONE
From Marketing as a Function to Marketing as a Transformational Engine
Markets always change faster than marketing.
IN The Practice of Management, Peter Drucker wrote, “The business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.”1 Today, many CEOs of major companies are disappointed over marketing’s inability to produce measurable results. Increasingly, they view their marketing department as an expense rather than an investment, and fewer marketers are rising through the ranks to become CEOs. While companies unabashedly declare their wish to get closer to customers, marketing is actually losing power to other functions in the corporation.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.