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Go
to Market Strategy
In this path-breaking new book, best-selling author
and leading go-to-market strategist Larry Friedman provides
a practical and battle-tested approach for taking products,
services, divisions, or even an entire company to market!
Drawing on dozens of examples and best-practices across
a variety of industries, "Go To Market Strategy"
lays out a clear and actionable blueprint for building
a winning go-to-market plan - one that will enable you
to do more business, with more customers, more often,
and more profitably. This book lays out all of the techniques
used by the world's top go-to-market leaders, so you
too can achieve those kinds of results, and gain a real
go-to-market competitive advantage in your markets.
New thinking from the author of "The Channel Advantage"
offers: ready made go-to-market strategic planning for
any organization; and practical advice and a revolutionary
strategic approach to creating and retaining customers
using new technologies and new channel mixes for faster,
more efficient routes to market.
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Blue Ocean Strategy
Companies have long engaged in head-to-head competition
in search of sustained, profitable growth. They have
fought for competitive advantage, battled over market
share, and struggled for differentiation. Yet in today’s
overcrowded industries, competing head-on results in
nothing but a bloody “red ocean” of rivals
fighting over a shrinking profit pool. In a book that
challenges everything you thought you knew about the
requirements for strategic success, W. Chan Kim and
Renée Mauborgne contend that while most companies
compete within such red oceans, this strategy is increasingly
unlikely to create profitable growth in the future.
Based on a study of 150 strategic moves spanning more
than a hundred years and thirty industries, Kim and
Mauborgne argue that tomorrow’s leading companies
will succeed not by battling competitors, but by creating
“blue oceans” of uncontested market space
ripe for growth . Such strategic moves—termed
“value innovation”—create powerful
leaps in value for both the firm and its buyers, rendering
rivals obsolete and unleashing new demand.
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Transforming Your Go-to-market Strategy: The
Three Disciplines of Channel Management
Most distribution channels are outdated and unwieldy,
serving neither customers nor channel partners adequately.
Despite new technologies that have streamlined many
transactions and processes, a general lack of leadership
combined with flawed and deeply ingrained structures
make distribution channels exceedingly difficult to
change. What companies need, says V. Kasturi Rangan,
is a new approach to going to market - channel stewardship
- that simultaneously addresses customers' best interests
and drives profits for all channel partners. In "Transforming
Your Go-to-Market Strategy", Rangan shows how any
member of a distribution channel can adopt this role
and learn how to shape an effective, constantly evolving,
and mutually beneficial channel strategy. This book
outlines three disciplines that companies must master
to navigate the complex distribution environment successfully:
map the industry channel, build and edit one's own channel
continuously to best serve customers, and align and
influence one's channel value chain to ensure that all
parties reap appropriate rewards. Rangan also provides
guidance on managing multiple channels, integrating
the Internet into a channel strategy, and overcoming
common barriers that impede transformation. A fresh
approach to designing and managing channels for the
long term, this book helps firms expand value for customers,
partners, and the bottom line.
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Market-led Strategic Change
This book confronts the critical issues now faced in strategic
marketing such as: escalating customer demands driving
the imperative for superior value; totally integrated
marketing to deliver customer value; the profound impact
of electronic business on customer relationships; and
managing processes like planning and budgeting to achieve
effective implementation. At once pragmatic, cutting-edge
and thought-provoking, "Market-Led Strategic Change"
is essential reading for all managers, students and lecturers
seeking a definitive guide to the demands and challenges
of strategic marketing in the 21st century. Hugely successful
previous editions thoroughly updated with and new cases
'Reality Checks' in each chapter to encourage pragmatic
mindset.
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Sales and Marketing the Six Sigma Way
This book talks about Quality management, Process
mapping, and Speed to production. In the past 50 years,
a rigorous, measurement-based methodology called Six
Sigma has brought production management to previously
unimaginable levels of success and sophistication.
Top corporations such as Motorola and GE have built
their reputations, products, and revenues using this
approach. Indeed, Six Sigma has found widespread application
in every significant industry and business except
marketing and sales. In "Sales and Marketing
the Six Sigma Way", sales and quality guru Michael
Webb shows how to blend marketing and sales efforts
with the cutting-edge methods of Six Sigma to boost
their bottom lines.
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Crossing the Chasm: Marketing and Selling Technology Products
to Mainstream Customers
Author Geoffrey Moore makes the case that high- tech products
require marketing strategies that differ from those in
other industries. His chasm theory describes how high-tech
products initially sell well, mainly to a technically
literate customer base, but then hit a lull as marketing
professionals try to cross the chasm to mainstream buyers.
This pattern, says Moore, is unique to the high-tech industry.
Moore suggests remedies for the problems that can help
businesses meet their long-term goals. He coaches marketing
professionals on how to move slowly through the gulf,
teaching them to create profiles and target specific segments
of the population rather than trying to plough right into
the mainstream. He cites examples of successful chasm
crossings by such companies as Apple, Tandem, Oracle and
Sun, showing what they all had in common and exposing
the different weaknesses in their strategies. Moore also
assigns responsibility for success to programmers and
developers by suggesting they design a "whole product
model." Here, because integration tasks are daunting
to the mainstream market, all the components of a technological
product must be in one package. Moore also describes strategies
for competing with rival companies and assessing the best
distribution channels for penetrating the target market.
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