Marketing Driven Strategy: Process for Creating Value

Today, countless new niche and specialty market opportunities are emerging as the era of mass marketing comes to an end. George S. Day argues persuasively that old ways of competing and much of the conventional wisdom about organizations are being overturned by a convergence of forces: mass markets are fragmenting into narrow segments that are themselves becoming global markets; information technologies are blurring the boundaries between markets and organizations while accelerating the pace of decisions; technological change continues to shrink product life cycles while customers are demanding ever higher levels of responsiveness and quality. These forces are also spawning new types of retailers, distributors, and linkages with customers. Contending that the rate of change in the market has clearly outstripped the speed at which a conventionally managed company can respond, Day makes a compelling case for first creating customer value, without which there can be no shareholder value. He presents a proven market-driven approach to formulating and implementing competitive strategy at the business-unit level -- "in the trenches" -- based upon materials that have been empirically tested and critiqued in more than 200 internal executive programs and strategic planning sessions at such companies as U.S. West, General Motors, Marriott, Kodak, and General Electric, where he is director of the Product Planning Program. Day introduces the five critical, interdependent choices that managers must make to create a market-driven organization in the 1990s. With dozens of examples from companies such as Otis Elevator, GE, H.J. Heinz, IKEA, Nestlé, Acuson, and 3M, he shows how forward-thinking companies select their markets, differentiate their products, choose their communication and distribution channels, decide on the scale and scope of their support activities, and select future areas for growth. Finally, Day persuasively documents that at these winning companies there is a commitment to thinking and planning processes that harness the power of bottom-up understanding of customers and competitive realities with top-down vision and leadership. A powerful vision is a shared intention that creates a winning atmosphere throughout the organization. By focusing attention on a desired leadership position, measuring progress against that achievement, and continually seeking new ways to gain competitive advantage by serving customers better, the actions and aspiration of

George S. Day is executive director of the Marketing Science Institute in Cambridge, Massachusetts, visiting professor of marketing at the Harvard Business School, and professor of marketing at the University of Toronto. He is the author of nine books.