Relationship Marketing

Relationship Marketing

Contents

Preface
Acknowledgements
The chapters
- Marketing is everything (reprinted from HBR)
  - Marketing is everything and everything is marketing
  - The goal of marketing is to own the market, not just to sell the product
  - Marketing evolves as technology evolves
  - Marketing a product is marketing a service is marketing a product
  - Technology markets technology
- New themes for new marketing
  - Introduction
    - Established patterns of market behavior are no longer tenable
    - Today's management is faced with a myriad of new and changing business circumstances
      - Often far beyond its realm of control
    - Things that can happen in this new competitive era
      - Product and service diversity increase even in narrow market segments
      - Global competition increases
      - Markets are so segmented that niche becomes king
      - Industry distinctions are blurred
      - Product life cycles are accelerated
      - Distribution channels are in constant flux
        
        While staying close to the customer is paramount, channels often obscure customer dialogue
      - Traditional promotional media amplify the noise level and fail to communicate clear messages. Confusion reigns
      - Organizations downsize and restructure
        
        Looking for new ways to do business
      - The business environment and course of competitive events are unpredictable
      - Forecasting and research don't provide a clear path of action
  - Time to market and time to acceptance
  - The rise of "other"
    - More of everything
      - More cookie companies
      - More brands of clothing
    - "Other" owns the leading market share of …
    - Technology …
    - How do you create and sustain customer loyalty?
    - How do you create a position for yourself and your products that generates customer loyalty?
    - Time for the concept of marketing and positioning to be redefined
    - New themes
      - Marketing is like going to the moon
        
        Gravitational forces exerted on the product
        
        The product
        
        Technology
        
        Financial resources
        
        Timing
        
        Service and support
        
        People
        
        Market's gravitational forces
        
        Strategic customer relationships
        
        Market infrastructure
        
        FUD
        
        Competition
        
        Adaptation sequence
        
        Social trends
      - Marketing is about market creation, not market sharing
      - Marketing is about process, not promotional tactics
      - Marketing is qualitative, not quantitative
      - Marketing is everybody's job
- Relationship marketing: it all starts with the customer
  - Introduction
    - Dynamic positioning
      - Corporate image
      - Product planning
      - Marketing
      - Financial health
  - The death of a salesman
- Product positioning: the holistic approach
  - The environment define the produc
  - Focus on the intangibles
  - The whole product
  - Finding the right targets
- Why products succeed; why they fail
  - Characteristics
  - Original concepts, incremental improvements
  - Market driven or marketing driven
  - Brand
  - Experimenting and changing
- Market positioning: developing relationships
  - Credibility
    - Inference
    - Reference
    - Evidence
  - Using word of mouth
    - Targets
      - Customers
      - The selling chain
      - Industry watchers
      - The financial community
      - The press
      - The community
  - Developing the infrastructure
  - Forming strategic relationships
    - Product-creation process breaks down into four stages
      - Basic research
      - Applied research
      - Development—
      - Manufacturing and marketing
  - Selling to the right customers
- Communications: from monologue to dialogue
  - Market relations
  - Matter and antimatter
  - Communication is management's role
  - Dealing with the press
    - Don't go to the press too early
    - Meet with journalist one on one
    - Educate the media
    - Look beyond products
    - Be honest about bad news
  - Putting it all together
- Corporate positioning: there's only one thing that really counts
  - Other benefits of an established corporate position
    - Faster market penetration
    - Less product drag
    - Better access to market and technology information
    - Lower cost of sales
    - Higher prices
    - Better recruiting
    - More employee loyalty
    - Higher price-earning ration
- Developing a strategy: knowledge marketing and experience marketing
  - Knowing where you're going
  - Internal audits: knowledge marketing
    - Questions
  - External audits: experience marketing
    - Statistics don't reflect reality in the marketplace
  - The qualitative approach
  - Deciding on a strategy
- Things that go bump in the night: the ten biggest competitors
  - Intangible competitors
    - Competitors
    - Resistance to change
    - Educated customers
    - The customer's mind
    - The commodity mentality
    - The bigness mentality
    - Broken chains
    - The product concept
    - Things that go bump in the night
    - Yourself
- The long road to success: the Macintosh story
  - The launch
  - The beginnings
  - The audience
  - MacTrouble
  - Comeback No. 1
  - The infrastructure
  - MacMessages
  - MacAdvertising
  - Comeback No. 2
  - MacAddendum
Twenty-first century marketing
Test your marketing IQ
Reading list

“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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