For forty years managers have been exhorted to "stay close to the
customer and ahead of the competition." And with good reason
Research now shows that market driven organizations outperform
their rivals. Given the obvious benefits, why do so many companies
fail to become market driven? Because their internal processes,
structures, incentives, and controls get in the way, says George
Day, one of the world's leading authorities on mar keting Strategy.
Building on his pathbreaking book "Market Driven Strategy" and a
decade of experience in coaching firms to deliver superior customer
value, Day presents for the first time a battle tested hame work
for creating the market-driven organization.
In eminently readable prose, Day argues that in successful
market driven organizations, three key elements -- capabilities,
culture, and configuration -- are aligned to the market. Day
explores the distinctive market sensing and market relating
capabilities that are at the heart of the market-driven companies.
He draws on examples of such market-driven firms as Intuit,
Wal-Mart, Virgin Airlines, Disney, and Gillette to illustrate how
intimate knowledge of their customers and markets gives these firms
a powerful advantage over rivals. By contrast, Day shows how
failure to align the organization to the market can result in such
mishaps as IBM's loss of leadership of the computer market or
Motorola's stumble in shifting from analog to digital cellular
phone systems.
Using case studies of Owens Corning, Sears, and the Eurotunnel,
Day provides a concise roadmap to managers who want to strengthen
the orientation of their organizations to the market. He concludes
with a detailed diagnostic questionnaire to help managers assess
their own progress Here at last are all the insights and tools
necessary to construct a company with superior skills for
understanding, attracting, and keeping valuable customers.
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