October 2009
Intermediate to advanced
224 pages
3h 20m
English
Content preview from REPOSITIONING: Marketing in an Era of Competition, Change and CrisisBecome 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,
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CHAPTER TENREPOSITIONING IS NOT FOR THE MEEK
Someone has to be in charge of repositioning. And that type of leadership takes a lot of courage. The role of the CEO is to lead the charge, a point I make in the last chapter of many of my books. Strategy, vision, and mission statements are dependent on the simple premise that you must know where you’re going. No one can follow you if you don’t know where you’re headed.
Since repositioning entails a basic change in your marketing strategy, you would assume top management involvement, which often is not the case. General Motors Vice Chairman Bob Lutz summed up the problem brilliantly in a BusinessWeek interview. “To spend $200 million on manufacturing, we have to get board approval with top management ...
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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.