The Accidental Marketer E-Book

Tom Spitale

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 310

Veröffentlichungsjahr: 2014

Beschreibung

A practical guide for inexperienced marketers who have to develop a marketing strategy With technology being built into products of all kinds, many businesses are hiring scientists, engineers, and designers to fulfill strategic marketing and product management roles. The Accidental Marketer is a practical guide for employees who are now responsible for developing strategy. These marketers will be able to immediately and successfully apply the ten tools featured in the book to create powerful strategies that increase sales and profits for any product in any industry. * Explains how great marketers uncover insights about customers that competitors miss and use new insights to create a range of strategic options for their marketing plans * Shows how the best marketers execute their strategies through developing innovative branding and communication plans and value propositions The Accidental Marketer allows any inexperienced marketer to step into a new role and develop an effective strategy.

Leseprobe

Contents

Preface

Acknowledgments

Chapter 1: Who Moved My . . . Customer?

Power Tool: Influencer Map

A Tool to Detect Shifts in Decision-Making Power before Your Competitors Do

The Roots of an Industry Revolution

The Big Guys Get Blinded by the Customer Status Quo

You Can Assess Changing Influence Now—or Risk Losing to a Competitor Who Does

Dell Capitalizes on a Power Shift

Dell Tests the Retail Channel but Pulls Back

Dell’s Preparation Meets a Huge Opportunity: Beyond Nerds and Scientists

Dell.com Completes the David versus Goliath Story

The Simple Secret to Dell’s Marketing Success

Chapter 2: The Fountain from Which Great Marketing Flows

Power Tool: The Benefits Ladder

Turning Data into Insight Requires Skill and Persistence

Does the Commonly Accepted Benefits (CAB)-bage Trap Exist in Your Industry?

Spoken Needs, Latent Wants, Psychosocial Values, and Other Confusing Concepts Simplified

Attributes Can Be Helpful, Sort Of . . .

Benefits Sought and the “Help Me to . . .” Insight Technique

Customer Values Are Often Unspoken and Can Explain Strange Customer Behaviors

Inquire Broadly When Searching for Values in a Business-to-Business-to-Consumer Situation

Climbing the Ladder with Skin Cream

One Good Insight Strategy after Another: The History of Listerine

Finding the Insight in a Leisurely Trip to the Bookstore

Holiday Inn Express “Ladders Up” and Finds the Unspoken Motivation for Being a Cheapskate

Chapter 3: Are You Making Lukewarm Tea?

Power Tool: Needs-Based Segmentation

Capitalizing on Differences in Customer Needs Is a Big Opportunity

Segmentation Is

Not

Merely a Consumer Marketing Concept

A Pregnancy Test Yields Unwelcome News for a Group of B2B Marketing Experts

Needs-Based Segmentation Is about Much More Than Just Finding Niches

Chapter 4: What Business Are You Really In?

Power Tools: Market Tree and Competitor Analysis

Most Companies Are Too Flippant When Defining Their Competitive Environment

LUV-ers, Not Fighters

At First, a Good Old-Fashioned, Texas-Sized Barroom Brawl

Southwest Could Have Made the Same Fatal Market Definition Decisions That People Express Made

A Tale of Two “For the People” Airlines—One Doesn’t End Well

The Story of People Express Shows the Dangers of a Too-Simplistic Market Definition

How to Define Your Market More

Broadly

, Like GE Does

How to Use

Customer-Centric

Competitor Identification for

Creative

Market Definitions

Direct Competitors Can Hurt You, but Indirect Competitors Can Kill You

Indirects Can Stay Hidden from View Unless You Talk to Customers

Southwest’s Broad, Creative, and Intelligent Market Definition Secret

Like Sun Tzu’s Quote, Southwest Lures Competitors to Fight a War They Can’t Win

Chapter 5: Who Do You Love?

Power Tool: Segment Attractiveness

How to Eliminate Distraction and Stay Focused on Playing Where You Can Win Big

The Accidental Rental Car Company

The Key to Long-Term Success: Flexibility in the Early Days, Discipline as You Invest for Growth

Enterprise Moved beyond Market Segmentation to Customer Segmentation

The Home Market Segment Had a More Desirable Rental Car Risk Profile

The Discovery of a Powerful, Hidden Stakeholder Locks Enterprise’s Focus into Place

Enterprise’s Targeting Creates Massive Barriers to Entry to the Home Market Segment

“We’ll Pick You Up” Worked Because No Competitor Could Economically Match It

Targeting Enables a Legendary Customer Service Strategy

Enterprise Today

Chapter 6: What Were They Smoking?

Power Tool: Ability to Win

A Tale of Two Car Companies

A Competitor’s Aggressive Move May Have Sparked the Phaeton Concept