While The Marketing Century describes the years since 1911 it also describes the 21st Century: a time when the ability to understand and connect with customers is more rewarding, complex and valuable than ever. It explains:The three forces shaping the past, present and future of marketing: globalization, technology and ethics How people behave and connect – and how businesses can benefit from these insights The need to manage for the long-term as well as the short-term Marketing's impact on business strategy and leadership
The last 100 years have seen a rapid rise in the impact of marketing. It is an activity which has grown in scope and significance, with more people than ever before now engaged in the exciting, fast-changing world of marketing.
The development of the Chartered Institute of Marketing closely reflects the growth and progress of business in general and marketing in particular. Just as marketing has developed as an activity that is highly valued, varied and vital in its contribution to business success, so the Institute’s work has expanded as an indispensable source of insight, guidance and practical support.
The Marketing Century provides expert analysis of some of the most significant developments in marketing of the last 100 years – and the next 100.
Each chapter looks at the past, present and future of a different area of marketing, with chapters covering:
Strategic Marketing (Martha Rogers and Don Peppers)
Customer Relationship Management (Merlin Stone)
Segmentation (Malcolm McDonald)
Innovation (John Saunders and Veronica Wong)
Public Relations (Paul Mylrea)
Branding (Graham Hales)
Advertising (Jonathan Gabay)
Digital Marketing (Philip Sheldrake)
Sales and Business Development (Beth Rogers)
Sustainability (John Grant)
Internal Marketing (Keith Glanfield)
Social Marketing (Paul White and Veronica Sharp)
Each chapter explains:How the subject has developed What is currently ‘best practice’ How this aspect of marketing connects with other topics The influences and trends shaping the future
Filled with helpful insights into the state of the art in strategic management, this book provides a framework for the formulation, implementation, and control of strategies for all types of domestic and global organizations. You'll also find 21 suggested corporate cases for analysis (complete with reference sources), including Blockbuster Video, PepsiCo, Harley-Davidson, Nike, Home Depot, and Microsoft.
This up-to-date volume gives you a comprehensive overview of strategic management in an easy-to-read format. It addresses important current issues, such as TQM (Total Quality Management), reengineering, benchmarking, and the formulation of strategic management in international markets. Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment is a part of The Haworth Press, Inc. promotion book series edited by Richard Alan Nelson, Ph.D., APR.
Here is a small sample of what Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment will teach you about: the definition, meaning, and history of strategic management the difference between business policy and business strategy corporate structure, governance, and culture mission statements how to assess the corporate/business environment—internal, external, and macro how to formulate an effective business strategy strategic alternatives—specialization, diversification, alliances, joint ventures, acquisitions, and more dealing with foreign governments and competing on a global scale the role of the general manager and the board of directors the control process and ways to measure the financial soundness of strategic decisions management techniques for not-for-profit companies Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment is an ideal reference for any teacher, student, or professional in the management arena.
Arianna Huffington, Chairman, President and Editor-in-Chief, The Huffington Post Media Group
‘This is clear, encouraging and packed with good sense – just like its author. A winner.’Eleanor Mills, Editorial Director, The Sunday Times
‘Amidst the myriad of books on leadership, this guide presents an unusually concrete, comprehensive and practical set of principles and learnings for managers at every level.’
John Pepper, Former CEO & Chairman P&G; Former Chairman Walt Disney
From motivating a team and developing star talent to controlling budgets and fostering innovation, The Financial Times Guide to Management is your authoritative guide to becoming an effective manager.
Full of practical tips and advice, this defi nitive handbook offers
solutions to the everyday challenges of:
• Managing yourself
• Developing communication skills and emotional intelligence
• Managing others
• Setting strategic direction
• Managing change
• Managing money, resources and technology
There is also on-the-ground advice from the executive frontline,
with insights from leaders including Paul Polman (CEO, Unilever),
Steve Marshall (Chairman, Balfour Beatty) and Cilla Snowball
(Chairman and CEO, AMV BBDO).
Whether you’re a new team leader or an experienced director,
this book contains everything you need to know to become an
Dowling, who has studied corporate reputation--building for thirty years, describes two core strategies for creating a corporate reputation that will provide a competitive advantage: to be known for being Best at Something or for being Best for Somebody. Apple, for example, is best at personal technology products that enhance people's lifestyles. IKEA is best for people who want well-designed furniture at affordable prices.
Dowling covers such topics as the commercial value of a strong reputations -- including good employees, repeat customers, and strong share price; how corporate reputations are formed; the power of "being simply better"; the effectiveness of corporate storytelling (for good or ill; Kenneth Lay of Enron was a master storyteller); and keeping out of trouble.
Drawing on many real-world examples, Dowling shows how companies that are perceived to be better than their competitors build strong reputations that reflect past success and promise more of the same. Companies that artificially engineer a reputation with irrelevant activities but have stopped providing the best products and services available often wind up with mediocre -- or worse -- reputations.