Bottom-Up Marketing

Amazon link: Bottom-up Marketing (Plume)

From the bestselling authors of Marketing Warfare comes another winner that turns conventional views of marketing upside-down, presenting a step-by-step approach to turn an effective tactic into an overall business strategy.

• Contents
  • Introduction
  • Tactics dictate strategies
    • Challenging the obvious
    • The sins of top-down thinking
    • Reversing the process
    • What's a tactic?
    • What's a strategy
    • Tactic versus strategy
    • One strategy and a variety of tactics
    • Battles are won with tactics
    • Looking for tactics to fit the strategy
    • An emphasis on change
    • The purpose of strategy
    • Top down versus bottom up
  • Going down to the front
    • Vice president in charge of the front?
    • Bottom up, the Japanese way
    • Bottom up, the authors' way
    • Information, not confirmation
    • Observe, don't judge
    • Where is the front?
    • First impression count
    • What are you looking for?
    • Chief executives tend to lose touch
    • The devil is in the details
    • Small companies have an advantage
    • The problems of the CEO
    • The problems of the CEG
    • The problems in the middle
    • The problems of the entrepreneur
    • No easy way
  • Monitoring the trends
    • A day in the life
    • The hype versus the reality
    • The office of the future
    • You can't predict the future
    • A fatal flaw
    • The story of Slice
    • You can't predict the enemy
    • You can create the future
    • Trends versus fads
    • Nobody smokes anymore
    • Trends involve slow change
    • A rising level of expectations
    • The role of research
    • The role of reversal
    • The role of reality
  • Narrowing your focus
    • The opposite of human instinct
    • Melting ice cream
    • Driving off the road
    • Focusing is illogical
    • Understanding the issues
    • Dealing with perceptions
    • Something for nothing
    • Rolling along with line extensions
    • Trying to become a generalist
    • Line extension and competition
    • The vulnerability of the generalists
    • The paradox of line extentions
    • Lengthening cigarettes
    • The opposite of line extension
    • The power of a narrow focus
    • Focus in colas
    • Focus in office automation
    • MCI stumbles
    • Not a Goodyear
    • Will Du Pont be next?
    • Focus in retailing
    • Divorce Dart and Kraft style
    • "I'll have a Miller"
  • Finding your tactic
    • Your tactic should not be company-oriented
    • Your tactic should not be customer-oriented
    • The special case of flanking
    • Your tactic should be competitor-oriented
    • Avoid the "flavor of the month" tactic
    • When you are your own competitor
    • Simple is better than complex
    • Different but not necessarily better
    • A concept is better than a product
    • A concept for paper
    • You can't have the honey without the flies
    • "The costliest perfume in the world"
  • Finding a tactics to fight drug abuse
    • You're in charge
    • Monitoring the trends
    • "Bad for you" doesn't work
    • "In" versus "out"
    • The tactical ideas
    • Turning a tactic into a strategy
  • Building your strategy
    • A coherent marketing direction
    • The power of the single move
    • Driving around General Motors
    • The real problem at Coca-Cola
    • Change the company, not the market
  • Building a strategy for Avon
    • When the going gets tough
    • Avon calling
    • Facing problems at home
    • What's an Avon?
    • A look at the competition
    • The Avon PBR
    • The Avon BC
  • Making the changes
    • Trying to change the marketplace
    • Changing the name
    • Names get out of tune
    • Changing the product or service
    • Changing the price
    • Changing the mind
  • Shifting the battlefield
    • Beating a dead horse
    • Shifting the audience
    • The target is not the market
    • Shifting the product
    • Shifting the focus
    • Shifting the distribution
  • Shifting the battlefield at GM
    • Introducing the Seville
    • Introducing the Cimarron
    • Introducing the Allanté
    • Introducing reality
    • Reintroducing the LaSalle
  • Testing your strategy
    • Testing your advertising
    • Checking out the prospect
    • Picking the interesting tactic
    • Checking out the sales force
    • Checking out the press
    • Checking out the competition
    • Checking out the product line
  • Selling your strategy
    • The trainee and the veteran
    • Keep it simple
    • Present no alternatives
    • When the personal agenda gets in the way
    • The champion system
    • When the organization chart gets in the way
    • When top management gets in the way
    • The name is the strategy
    • Global marketing strikes out
  • Getting the resources
    • Divide and lose
    • Top management involvement
  • Calling in the outsider
    • Selecting the tactic
    • Seeing the obvious
    • The perennial outsider: the advertising agency
    • When agencies lose their objectivity
    • When countries lose their objectivity
  • Launching your program
    • The military approach
    • The business approach
    • The strategically driven company
    • The tactically driven company
    • The "big bang" approach
    • The "roll-out" approach
    • Aggressiveness pays
  • Keeping things on track
    • Leading from the front
    • Reinforcing success
    • Keeping centralized
    • Keeping focused
    • Consolidating operations
    • Watching out for the wounded
  • Sensing your success
  • Pouring it on
    • Shooting for share, not profits
    • Breaking out of the pack
  • Cutting your losses
    • The element of luck
    • The graceful retreat
  • Playing the game
    • Put your mind in the mud
    • Gates, Monaghan, and Smith
    • What about you?

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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