Concurrent marketing: integrating product, sales, and by Frank V. Cespedes

By Frank V. Cespedes

This article demonstrates why modern day aggressive setting calls for a brand new method of advertising, within which revenues tackle elevated strategic value. It indicates businesses find out how to realign more than a few inner buildings, and offers new principles at the nature of promoting.

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Example text

But my argument about how to manage the increasingly cross-functional requirements of effective marketing often diverges from prevailing conventional wisdom. Terms like "teamwork" and "coordination" are value-laden words with positive connotations. Especially before confronting necessary trade-offs and allocating resources, few managers are against initiatives aimed at promoting cross-functional coordination. Indeed, it is safe to say that, during the past decade, espoused support for such efforts has become the politically correct attitude in most Western Page xx companies.

The book focuses on certain key interfaces between field sales, customer service, and product management groups. It explains what is involved in managing these interfaces in different market environments; it outlines the interdependencies that affect planning and execution of joint marketing activities; it discusses the impact on account management systems and other aspects of a firm's selling efforts; and it provides diagnostic tools for managers interested in improving concurrent marketing at their firms.

49-1984. FOR ELIZABETH AND HELEN Page vii CONTENTS Preface ix Introduction xv Part I New Marketing Requirements 1. The Need for Tighter Linkages 3 2. The Marketing Gearbox: Roles and Responsibilities 29 3. Marketing Dialects 58 Part II Building Links 4. Structural Linkages 89 5. Market Research and Information Systems 116 6. Career Paths and Training Programs 148 Part III Managing Field Marketing Requirements 7. Account Management Systems 185 8. Sales Compensation 217 Page viii 9. Customer Service 243 10.

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