The way far too many people at far too many companies think about and execute marketing was born in an era when suppliers-the companies generating products and services-were in the catbird seat. That world is long dead, and customers now occupy that position. In this relentlessly globalizing economy, we live in a world of oversupply and underdemand, with too many suppliers chasing too few customers, offering more goods and services than the market can absorb. Noel Capon set out to discover what differentiates people who know how to succeed in this changed world-people who are able to create customers for the products and services of their business. The Marketing Mavens is based on a four-year-long research program that spanned twenty-five industries, identifying long-term winners and what they do differently. Put simply, Marketing Mavens place customers at the center of their business and make marketing everyone’s job. Using a wide variety of intriguing, in-depth examples, from ESPN to the Mayo Clinic, Dr. Capon shows how the mavens create customers. How by placing the sports fan at the center of its business, ESPN creates programming that meets the needs of fans that were never given a second thought by the networks; or how physicians at the Mayo Clinic, being both technical experts and skilled at creating a patient-centric ambience, motivate people to pay the extra travel and lodging expenses not covered by insurance. Marketing Mavens, though a rare breed, can be found up and down an organization-from the CEO to chief marketing officers to business unit managers. Noel Capon has talked to mavens from across the global economy and brings forth their uncanny insights behind the five imperatives of the true Marketing Maven: • Picking markets that matter • Selecting segments to dominate and finding the sweet spot in that segment • Designing the offer to create customer value and secure differential advantage • Integrating to serve the customer • And measuring what matters Noel Capon in The Marketing Mavens redefines marketing, moving it from a focus on selling and communication into a discipline that guides all the key decisions of a business. By seeing marketing as everyone’s business-not the domain of a few specialists-you’ll get your business in step with the way the world really works . . . and start creating customers. Next year’s profits don’t depend on next year’s numbers but on next year’s customers. The Marketing Mavens points the way to those customers, profits, and an increased stock price.
The vastly increased level of competitive intensity faced by corporations and the increased costs of selling have radically changed the nature of the traditional selling process. Key or "strategic" accounts have now become a company's most important asset, in some cases supplying in excess of 80 percent of a firm's revenues. Here, in one powerful volume, key account management expert Noel Capon provides the most comprehensive treatment of key account management and planning yet published. For the first time, Capon introduces his breakthrough four-part "congruence model" of key account management -- a new, thoroughly researched approach to optimally managing your key account portfolio. First, the author shows how to select and conceptualize the key account portfolio; second, how to organize and manage key accounts; third, how to recruit, select, train, retain, and reward key account managers; and fourth, how to formulate and execute strategy and issues of coordination and control. This congruence model serves as a backdrop as Capon takes the reader step-by-step through the vital functions of key account management including identifying key account criteria, considering the threats and opportunities for the key account, and understanding the roles and responsibilities of critical players. Capon backs up his points with extensive research, real-life stories of successes and failures at a variety of companies, and clarifying figures. Special chapters are devoted to partnering with key accounts and in-depth information on global key account management, an increasingly important weapon for staying ahead of the competition. Timely, important, and essential, Key Account Management and Planning is the only reference handbook those with key account responsibilities will ever need.
The authors argue that marketing has lost its way and that companies cannot win in today's highly competitive markets by leaving marketing up to the marketing department. They assert that the new marketplace demands integration of the firm's entire capabilities into a system which delivers exemplary customer satisfaction. Integrating marketing is imperative, from the top down and with every major function: finance, operations, sales, R&D, customer service and HR. Only by creating Total Integrated Marketing, they say, which ensures that everyone in the organization has one paramount goal to get and keep customers, can success be achieved. They provide marketing tips and innovations that readers can adapt to their own businesses and revealing cases which lift the lid on good and bad practice around the world.
At 186 pages and 20 chapters, Capon's Marketing Essentials provides the essence of marketing. Developed by popular request, Capon's Marketing Essentials highlights the key features of developing and implementing market strategy, in an easy-to-read and much smaller volume than either Managing Marketing in the 21st Century or Capon's Marketing Framework. What Capon's Marketing Essentials lacks in examples, it makes up for in conciseness. Students gain an excellent understanding of marketing. Capon's Marketing Essentials contains Internet links to additional material, video/audio interviews, and multiple choice and true/false questions and answers.
Customers Win, Suppliers Win: Lessons from One of IBM's Most Successful Strategic Account Managers by Noel Capon and Gus Maikish vividly draws account management best practices from IBM's up and down fortunes since the 1970s. In the process, it also offers an illuminating insider perspective on Big Blue's best and worst times - as experienced in day-to-day interactions with some of its most important customers. The book's most provocative takeaway: IBM's services-led sales strategy has often hindered, rather than helped, efforts to achieve a fruitful long-term synergy of high margin hardware and software sales with low-margin services sales. The 1990s breakup of the salesforce to serve rival line of business organizations and the 2002 acquisition of PwC Consulting emerge as culture-shaking events for IBM that could only be turned to advantage by great account management.
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