as low as $3.20
Alison Wellner makes population and demographic projections for the next quarter century, forecasting a larger, older, and more diverse nation with many opportunities and challenges for business.
The authors discuss why marketers need to start thinking in new and creative ways about everything in their domain—markets, customers, budgets, organizational structures, information, and incentives.
The authors delineate a range of strategies that are available to savvy marketing managers taking a shot at launching the latest technology.
This article describes why it is sometimes necessary to identify and get rid of your worst customers—preferably by encouraging such customers, gently but firmly, to migrate to your competitors.
Paulette Thomas projects that a clear strategy, flexibility, realism, and passion will be the salient ingredients of successful entrepreneurship both today and in the years ahead.
According to Theodore Levitt, shortsighted managers are unable to recognize that there is no such thing as a growth industry—as the histories of the railroad, movie, and oil industries show. To survive, he says, a company must learn to apply this marketing concept: to think of itself not as producing goods or services but as buying customers.
This article reveals convincing evidence that HR drives customer satisfaction—and corporate revenues—by careful attention to who is hired, how they are trained, how they are coached, and how they are treated on the job.
Stephen Brown argues that top-performing service companies always put the customer first.
The article discloses why customer equity is certain to be the most important determinant of the long-term value of the firm.
Banwari Mittal suggests that service businesses face a unique challenge: how to effectively communicate the intangible necessary benefits of their service offering.
Diane Brady reveals how companies’ customer services often focus on the elite or high-roller consumers—and put the rest on hold.
The authors underscore the significance of companies that are cognizant of the precarious nature and powerful advantages of gaining and maintaining trust with their customers in the marketplace.
According to a recent survey, 83 percent of 220 respondents said they train their sales reps to sell their companies’ ethics and integrity along with their products and services.
Robert Brass discusses why the key to success in new product development is well-focused brainstorming sessions.
David Lipke describes how an increasingly popular research technique helps marketers and consumers get what they really want.
The authors show how common testing mistakes can derail a promising new product launch.
Who are your customers? Where do they live? How many are there? Berna Miller discusses these and similar questions to sharpen your marketing strategy.
According to Rebecca Gardyn, now more than ever, understanding how different demographic groups define “luxury” is paramount to selling them a piece of the good life.
The article reveals some interesting differences between two demographic groups: aging boomers and “seniors.” It also gives some tips on e-mailing boomers.
The authors assert that although minority consumers may be outnumbered at the mall their buying power should not be underestimated.
The Asian American consumer group is thought to be the fastest-growing market in the United States. The author presents a comparative marketing examination of the similarities and differences among five of the largest Asian American groups and develops implications for marketing strategies.
The authors of this article delineate how coming-of-age experiences influence values, attitudes, preferences, and buying behaviors for a lifetime.
The authors reveal how online communities shed light on consumer behavior.
Justin Berzon suggests ways—in tough economic times—to handle difficult customers while keeping your sanity.
Shelly Reese tells how companies are rewriting their strategies to reflect customer input and internal coordination.
Seth Godin provides some remarkably honest ideas (and remarkably useful case studies) about making and marketing remarkable products.
Lisa Cullen describes how from lipsticks to cars, a growing array of products can be custom-made to your own taste—and waist.
Andy Serwer discloses Krispy Kreme’s decades-long rise to “hottest brand in the land,” based on shrewdness, original thinking, and brinksmanship.
The authors of this article suggest that managers can prevent the hopeless slide into kamikaze pricing by implementing a value-driven pricing strategy for their most profitable customer segments.
Charles Fishman describes how business is at the start of a new era of pricing. This era is being shaped by a new set of insights into business strategy and human behavior, and these insights are turbocharged with software, mathematics, and rapid experimentation.
Joshua Kurlantzick points out that offering customers value-added services is often a better alternative to slashing prices to keep up with the big chains.
In the course of his extensive research on dozens of retailers, Leonard Berry found that the best companies create value for their customers in five interlocking ways.
Tim Hanrahan explains that e-tailers are challenged to find ways to integrate their online and offline stores.
What makes a successful online retailer? Revolution shops some of the online giants to figure out why they are attracting customers and parting them from their money.
Bob Lamons provides some suggestions for creating a good ad.
More companies are pumping up the volume of their radio advertising. Leslie Brokaw gives 10 tips for making the most of your airtime.
Major media companies are vying to create detailed audience measurements for outdoor advertising. Sandra Yin describes how the industry is finally poised to enter the ratings game.
The authors of this article advocate that before implementing a global market segmentation strategy, it is imperative to have an understanding of the significance of both local and global issues.
International marketing research, according to the authors, is much more critical than many managers think.
To sell to rural India, global giants are thinking small—offering Indians an array of new products in sample sizes.
If demography is destiny, according to the authors, then consumer products companies are facing an aging future. As the world’s birthrates slow and its population ages, multinational companies are forced to reconsider strategies for selling diapers, arthritis medicine, and everything in between.
The authors describe the dawning reality that China is turning into a profitable global market for foreigners in a relatively short time.
Brand builders everywhere think they want global brands. But global brand leadership, not global brands, should be the priority, according to the authors. Four principles are listed that successful companies have followed to achieve this goal.