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Marketing Articles: General Management

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  • by Cynthia Coldren
    It's been called "selling the invisible"—delivering intangible services as a core "product" offering. But invisibility, or intangibility, is just one factor that distinguishes services marketing from product marketing. Along with inseparability, variability, and perishability, these four characteristics affect the way clients behave during the buying process and the way organizations must ... more
  • by Bill Babcock, Bill Koss, Bill Rozier
    Most companies have a serious problem: Sales hates marketing, and marketing despises sales. Marketing is having great success generating leads and uncovering opportunity. But sales has no respect for what marketing accomplishes. They take leads grudgingly and when the leads turn into real opportunities they claim those opportunities were already ... more
  • by Barry Silverstein
    One of the toughest challenges you face as a brand marketer is, very simply, getting your brand noticed. You have to worry about not just your direct competitors but all of the other brands fighting for a customer's attention. Just breaking through and being heard in this over-communicated, noisy marketing ... more
  • by Leigh Duncan-Durst
    Many people equate Customer Experience Management with Experiential Marketing. But in recent years, "experiential marketing" has become perceptually aligned with "marketing execution". This is because it largely focuses on developing highly visible, stimulating, interactive, and sensory-engaging environments in which products and services are showcased. Accordingly, experiential marketing is an important component ... more
  • by Jeff Thull
    There are two big problems with today's purchasing departments. Most obviously, purchasing is incented to save dollars of cost, a mandate that too often means dollars of value are lost. And the other problem—which is interconnected with the first one—is that purchasing often operates by obsolete and counter-productive rules. ... more
  • by Matt Blumberg
    Marketing used to be merely one of many disciplines—on an equal footing with sales, finance, HR, manufacturing, operations, engineering or product development. Some might even say some considered it a lesser discipline. Well, that's no longer true. Marketing is increasingly taking over our world—we as as organizations and as individuals. more
  • by Ruth P. Stevens
    Business marketers spend more than $20 billion annually on tradeshow marketing, and another $15 billion on proprietary corporate events, such as client conferences and road shows. But most business marketers are unclear about what value they are getting from their investment. The best value results from a combination of careful planning, ... more
  • by Michael Webb
    When your company is well synchronized with market needs, prospects buy and money flows. Unfortunately, few companies can maintain a constant flow. Salespeople churn out demonstrations, samples and proposals. Marketing departments churn out newsletters, ad copy and brochures. But not enough prospects close. What makes the sales funnel flow faster? more
  • by Barry Silverstein
    A breakaway brand is a great brand that is built to be a winner over the long term. Time after time, a breakaway brand leads its category, generates high awareness and grows market share, despite intense competition. Nike, Apple's iPod, and JetBlue exemplify breakaway brands. While the approach may vary from ... more
  • by Jeff Thull
    Gaining access and connecting to executive decision makers is a challenge of most sales professionals. Here are seven common challenges that sales professionals need to resolve in order to effectively engage the executive suite. more
  • by Hank Stroll
    When it comes to promoting technological devices, it helps to focus on the product's benefits. But, sometimes, promoting a complex menu of benefits isn't easy. Here's how to approach the issue so that prospects can quickly understand how benefits come into play. more
  • by Gregory Pollack
    Marketers always have to adapt to changing consumer demands, consumer tastes, shifting customer priorities, economic downturns, economic upturns, savvy consumers and buyers just looking for something new. But before marketing can affect a change with either a new product offering, or reinvigorate a new brand, there's one constant that remains. ... more
  • by Barbara Bix
    If your sales cycles seem to be dragging, it may be time to revamp your communications plan. Done well, your communications programs can generate demand for your solutions, create a sense of urgency, attract prospective buyers' attention, and keep you high on their radar—all without sales intervention. Your communications ... more
  • by Matthew Syrett
    Few rules are more widely quoted in marketing today than the 80/20 Rule, which states that 80 percent of your sales come from just 20 percent of your customer base. Intuitively, it makes sense. But this marketing interpretation of the 80/20 rule is actually flawed. more
  • by David Meerman Scott
    Savvy marketing professionals understand that sales and marketing must work together to move prospects through the sales pipeline. This is especially important in the complex sale with long decision making cycles and multiple buyers that need to be influenced. The good news is that Web content drives people through and ... more
  • by Sean D'Souza
    You wouldn't go on a date with the next person that walked through your door, and yet, you have no qualms in accepting any client that comes your way. The result? Your customers will push you around; not pay the invoices on time; and end up being the most pedantic, irritating ... more
  • by Nathan Kaiser
    Excite co-founder Joe Kraus has a new venture, and he likens the technology driving his new business to the Internet in the mid-1990s, when it was still "trapped in the land of the nerds." His new venture is the collaborative publishing tool known as Wikis. Just what is a Wiki, ... more
  • by Robert Kaden
    So many companies spend $25,000, $50,000 or $100,000-plus on a research study, only to give the results a cursory glance before relegating it to the "I'll get to that later" pile. Research studies usually collect dust because they fail to get the attention they deserve in the kind of format that ... more
  • by Mike McLaughlin
    For decades, professional service providers—including consultants, accountants, lawyers and others—were reluctant marketers. They thrived in a cozy world where networks of personal relationships and word-of-mouth brought them enough new clients to grow a profitable business. Those days aren't gone, but they're fading fast. more
  • by Michael Perla
    At its essence, the marketing funnel is an effective tool to use in evaluating what activities you are successfully executing along your closed loop marketing process—branding, targeting, closing deals, and looking for ways to add incremental value to existing customers. Like most framework tools, it can enable you to identify, ... more
  • by Jeffrey Mucci
    A company's name can command a tremendous amount respect and equity with customers. Likewise, employees who possess a great amount of pride in working for a world-class organization can be a greater asset than sometimes realized. If companies can take these ingredients and begin to change the culture to one that ... more
  • by Hank Stroll
    It's the time of year when many businesses start thinking about sending their clients appropriate gifts to thank them for their business. There's no strict rule of thumb with gift giving, but here are some valuable ideas. more
  • by Gerry McGovern
    The Web requires leadership if it is to achieve its full potential. Such leadership will rarely be given by senior management. Guess what: that means it's up to you. more
  • by Leigh Duncan-Durst
    In addition to the skills required 10 years ago, today's marketer must possess more sophisticated marketing skills and a slew of other core competencies. Along with a keen understanding of the creative development process, marketers today must demonstrate capability with business case development and project management. Quantitative analysis skills and ... more
  • by Ken Fenyo
    As a rule, pre-merger expectations don't measure up to long-term results. Up to 70% of merged companies don't achieve their predicted revenue synergies -- a problem that's further complicated when companies have multiple brands and serve a variety of customer segments. If the newly combined company hopes to meet expected growth ... more

Results for All Content » Marketing Articles » General Management: 1226 - 1250 of 1458

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