Paperback edition has been updated and contains additional information not available in the hardcover version! It’s Not Rocket Science: Using Marketing To Build A Sustainable Business has been praised as an easy to understand 'How To' guide to marketing. Delving into everything from branding to customer service, Goozé sets out to provide examples and solutions to common marketing problems. Faced with the question why some companies survive, some thrive, and some just fade away Goozé looks to take the mystery out of marketing. This is Marketing 101, but not just for the freshman marketer. Goozé has long used this book as a tool to teach top level executives how to improve their marketing, often by not repeating the mistakes other companies have made. Revealing those mistakes, from Times to Crest, might not make too many friends, but is an effective, and many times humorous look at the pitfalls and successes of marketing.
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A recognized expert in marketing, innovation and leadership, strategic positioning, and customer relationships, Mitch Goozé has addressed groups throughout the world, winning high ratings for his energetic presentation style and results oriented approach. His ideas have helped senior executives from more than 4,000 companies define their market niches, manage innovation, develop and implement practical, workable plans, and realign their efforts to focus more closely on the customer.
Mitch Goozé is an experienced general manager and leader with operating experience in the high technology and consumer products industries. He has experience running divisions of large companies, as well as being CEO of mid-sized companies.
Mitch was a major contributor to Future In Sight, (Macmillan, 1995) and his follow up to It s Not Rocket Science: Using Marketing to Build a Sustainable Business, (IMI, 1997) The Secret To Selling More, has been widely praised as a must read for sales and marketing executives of all levels. He has been president of Customer Manufacturing Group, Inc. since 1991, helping it s customers convert their marketing and sales activities into a System to Manufacture Customers.
(Chapter One: A Definition of Marketing) Have you ever noticed many people use the words 'selling' and 'marketing' interchangeably? It's commonplace. Businesspeople substitute one word for the other in conversation . . . and no one notices.
A CEO announces, "We have to improve our marketing," and then calls the sales force together to devise new strategies. Or, key employees spend days putting a marketing program together, but actually create a sales approach. Even for that purpose, it's inadequate, because it does not contain the vital additional information a real marketing plan provides.
The words 'selling' and 'marketing' denote different responsibilities. When companies confuse them, they commit a costly error. Eventually, the error reveals itself in the financial statements. By that time, profits have decreased and economy measures must take precedence over all other concerns. Long time employees find themselves going to interviews and learning the latest procedures at the unemployment office.
The owners blame the company's problems on slow sales and employee indifference. The employees complain about corporate greed and misspent money. Rarely does anyone question whether the business had a proficient marketing program.
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