Most managers want their companies to be market leaders. Why wouldn’t they? Not only do market leaders outperform the market, but they generally attract the best and brightest talent, have better work environments, provide more opportunities for professional growth and are a source of pride.
The good news is that even if your company isn’t a market leader, it can be. You have part of the formula for success in this book: insight about how market leaders define and manage marketing.
My guess is that you looked at some of what you read and thought, ‘That’s not new. We already do that.’ And I’m sure that’s true!
Most companies do some, or even most, of these things very well. They listen to the market, cultivating a culture of curiosity and absorbing information about needs and ways the company can serve the market’s needs more effectively. They align everything they do with their goal of improving the customer’s experience and better serving their needs. Or, they execute unwaveringly on their marketing plans, regardless of the economic environment.
But the difference between market leaders and average performers is that market leaders do all three of the following things consistently. They
listen to their markets and enjoy the Crystal Ball Effect;
follow the Point C Principle, aligning everything they do with their goal of meeting market needs (and enjoying superior financial results as a result); and
adhere to the Tortoise Law, executing their go-to-market plans with ...