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Tables of Contents for Creating a Company for Customers
Chapter/Section Title
Page #
Page Count
List of figures
x
 
List of tables
xii
 
Foreword
xiii
 
Sir Michael Perry
Acknowledgements
xiv
 
Part 1: Overview
Why are you in business? The value-driven CEO
3
20
Why being market driven has become so important
7
3
Marketing: veneer or substance?
10
1
Marketing's role in business success
11
1
Is marketing really at the crossroads?
12
1
Understanding what marketing really is
13
1
Operationalizing marketing
14
1
A model for creating a company for customers
15
4
The structure of the book
19
4
Part 2: Managing value-creating processes
Getting back to basics: the market understanding process
23
26
Marketing as a competitive weapon
25
4
Why do we need marketing plans?
29
2
The business leader and marketing planning
31
3
Organizing for marketing planning
34
1
Providing a realistic context for strategic marketing planning
34
1
Market definition and segmentation
35
9
Case history conclusion
44
2
Interview: John Condron, CEO, Yell
46
3
Building bridges: the relationship management process
49
24
What is relationship marketing?
51
2
The role of multiple stakeholders
53
1
The six markets framework
53
6
Failing to manage the six markets
59
2
Assess your own performance in managing the six markets
61
4
Relationship value management
65
1
The linkage model
66
1
Summary
67
2
Interview: Mike Hodgkinson, CEO, BAA
69
4
Customer solutions, not product features: the innovation process
73
22
The traditional view of innovation
74
3
What's new about a new product?
77
2
New brand development
79
1
New geographic development
80
1
The limitations of product innovation
81
1
Customer value and innovation
82
2
Asset- and capabilities-based innovation
84
3
Breaking down barriers to innovation
87
2
Summary
89
1
Interview: John Howells, technical director, 3M, UK and Ireland
90
5
Breaking down the boundaries: the supply chain management process
95
18
Competing through capabilities
100
1
Differentiation in a commodity world
100
1
The growth of customer buying power
101
1
Leveraging the `extended enterprise'
101
1
Time compression holds the key
102
5
Turning the supply chain into a demand chain
107
1
Going global
108
1
Summary
109
1
Interview: John Allan, CEO, Exel
110
3
Competing through information: the knowledge management process
113
22
Intellectual capital and knowledge management
115
2
Leveraging intellectual capital for competitive advantage
117
3
Developing a knowledge culture
120
2
Formal systems for sharing knowledge
122
2
Linking knowledge to marketing strategy
124
4
Summary
128
1
Interview: John Neill, CEO, Unipart Group of Companies
129
6
Part 3: Delivering customer value
Keeping customers satisfied: maximizing market potential
135
34
Strategies to achieve the objectives
137
1
Strategic planning for key accounts
138
6
Where does strategic marketing planning fit?
144
3
Measuring marketing effectiveness
147
3
Getting wired - the impact of e-commerce on the customer-focused company
150
1
What is e-marketing?
151
1
The Six `I's model
151
7
When is it appropriate to use the Internet?
158
6
Summary
164
1
Interview: Ben Maddocks, global relationship director, PricewaterhouseCoopers
165
4
Creating consonance: positioning and branding the organization
169
20
Brand marketing in transition
170
3
Customer value and the organization
173
4
Marketing the organization
177
2
Positioning and branding the organization
179
5
The CEO and marketing management
184
1
Summary
185
1
Interview: Ian Ryder, vice-president, brand and communications, Unisys (and former director of global brand management, Hewlett-Packard)
186
3
Delivering the goods: creating stakeholder value
189
20
Customer value
190
6
Shareholder value
196
3
Employee value
199
3
Integrating employee, customer and shareholder value
202
3
Summary
205
1
Interview: Jim Brooks, head of corporate planning, RMC Group
205
4
Index
209