What business is your company really in? That´s a question all executives should all ask before demand for their firm´s products or services dwindles. In Marketing Myopia, Theodore Levitt offers examples of companies that became obsolete because they misunderstood what business they were in and thus what their customers wanted. He identifies the four widespread myths that put companies at risk of obsolescence and explains how business leaders can shift their attention to customers´ real needs instead.
Marketing Myopia: Theordore Levitt
Marketing Myopia: Monique Diderich, Elizabeth Mamali
From Marketing Myopia to Contemporary Marketing: Transformations in Marketing in the Context of Digitalization and Sustainability: Beba Rakic, Mira Rakic
German-born thinker Theodore Levitt´s groundbreaking 1960 article Marketing Myopia established him as a world-famous business figure and led to him being dubbed ´´the father of modern marketing.´´ At the time he published the piece, marketing did not even exist as a separate business discipline. Recognizing that companies went bust when the market for their products dried up, Levitt set to finding out why. He wrote Marketing Myopia as a manifesto, aiming to upend the conventional company wisdom that viewed its product as paramount. Levitt found this thinking shortsighted. He saw the customer as central to the success of any business and urged companies in every industry to look at their products from the customers´ point of view. Levitt´s straightforward writing style and real-world case studies quickly captured the attention of business people, while the academic community finally began to see ´´marketing´´ as a discipline worthy of study. His groundbreaking article became part of the core curriculum at business schools. 1. Language: English. Narrator: Macat.com. Audio sample: http://samples.audible.de/bk/acx0/062171/bk_acx0_062171_sample.mp3. Digital audiobook in aax.
HBR´s 10 Must Reads on Strategic Marketing (with featured article Marketing Myopia, by Theodore Levitt): Harvard Business Review, Clayton M. Christensen, Theordore Levitt, Philip Kotler, Fred Reichheld
This Harvard Business Review (HBR) article focuses on Ted Levitt’s classic question, ´´What Business Are You In?´´ and what are you doing about it? He provides the classic example of why the Canadian railroads succeeded in the mid-20th century while the American ones faltered. The Canadians identified their business as transportation unlike the Americans who narrowly focused on being railroads. Therefore, the Canadians expanded into air and bus travel, as well as hotels and resorts for people to stay at on their trips. The Americans stayed focused on their railroads, missed these other opportunities, and saw much of their base business wither away. This audiobook includes six best-selling articles by HBS professor Ted Levitt: ´´Marketing Myopia´´, ´´After the Sale is Over´´, ´´Marketing Success through Differentiation of Anything´´, ´´Production Line Approach to Service´´, ´´The Globalization Approach to Markets´´, and ´´Creativity Is Not Enough´´. 1. Language: English. Narrator: Deaver Brown. Audio sample: http://samples.audible.de/bk/smag/000062/bk_smag_000062_sample.mp3. Digital audiobook in aax.
SWOTed by strategy models? Crunched by analysis? Strategy doesnt have to be this way. Strategy is really all about being different. Thinking about it shouldn´t make you reach for the snooze button. Strategy Bites Back brings you a provocative, imaginative and surprising mix of perspectives to help stimulate more creative strategic thinking and more enjoyable strategy making. From voices as diverse as and Lucy Kellaway, Mao Tse Tung and Jack Welch, even Michael Porter and Gary Hamel, you can enjoy exploring the sharper side of strategy. Strategy as a Little Black Dress Forecasting: Whoops! Management and Magic Strategy and the Art of Seduction The Soft Underbelly of Hard Data Strategy as destiny Jack Welch on Planning The Seven Deadly Sins of Planning Strategy One Step at a Time and many, many more. Why not have a good time reading a strategy book for a change? Product Description SWOTed by strategy models? Crunched by analysis? Strategy doesnt have to be this way. Strategy is really all about being different. Thinking about it shouldn´t make you reach for the snooze button. Strategy Bites Back brings you a provocative, imaginative and surprising mix of perspectives to help stimulate more creative strategic thinking and more enjoyable strategy making. From voices as diverse as and Lucy Kellaway, Mao Tse Tung and Jack Welch, even Michael Porter and Gary Hamel, you can enjoy exploring the sharper side of strategy. Strategy as a Little Black Dress Forecasting: Whoops! Management and Magic Strategy and the Art of Seduction The Soft Underbelly of Hard Data Strategy as destiny Jack Welch on Planning The Seven Deadly Sins of Planning Strategy One Step at a Time and many, many more. Why not have a good time reading a strategy book for a change? Backcover Henry Mintzberg´s views are a breath of fresh air The Observer a mine full of nuggets Guardian A tasty smorgasbord of writings on strategy Director This true gem of a book should sit proudly on any strategists bookshelf. The Edge SWOTed by strategy models? Crunched by analysis? Strategy doesnt have to be this way. Strategy is really all about being different. Thinking about it shouldnt make you reach for the snooze button. Strategy really can be fun! To show you how , Strategy Bites Back brings you a provocative, imaginative and surprising mix of perspectives from a diverse choir of voices with something different to say about strategy. With a medley of writings from Michael Porter, Gary Hamel and Jack Welch, to Lucy Kellaway, John Kay and yes even Hans Christian Andersen, theres something in here for everyone. SO DIVE IN, ENJOY AND SOON YOULL BE BITTEN BY THE STRATEGY BUG! For more on strategy and on some of the authors other books, see www.pearson-books.com/mintzberg STRATEGY BITES BACK - CONTENTS 1. What´s In A Word? What´s in a Buzzword? Lucy Kellaway Eenie, meenie, minie, mo The Economist What is Strategy? John Kay Five Ps for Strategy, Henry Mintzberg Beware of Strategy A. Inkpen and N. Choudhry 2. Swoted by Strategy The other Tower of Babel Joseph Lampel Strategy as a Little Black Dress Jeanne Liedtka The CEO as Strategist Michael Porter The manager as Orchestra Conductor? The Tortoise and the Hare: a fable for senior executives John Kay Jack´s Turn Henry Mintzberg 3 STRATEGY CAREFULLY The Revolution in Strategic Planning - John Byrne Jack Welch on Planning - Jack Welch The Seven Deadly Sins of Planning - I. Wilson How To Build Scenarios - Lawrence Wilkinson Forecasting Whoops Plans in Case you are Stuck Karl Weick The creation Anonymous How to Plan A Strategy Speech of the Second Planning Session of the Eighth Central Committee of the Communist Party of Canada Mao Tse-tung Planning and Flexibility- Henry Mintzberg Management and Magic - M.L.Gimpl and S.R. Dakin 4. FIGURING STRATEGY Launching Strategy - Henry Mintzberg Positioning the Derriere (Japanese Masters Get Closer to the Toilet Nirvana) - James Brooke The Soft Underbelly of Hard Data - Henry Mintzberg The glory of numbers Reversing the Images of the Growth Share Matrix - John Seeger 5. A VISION OF STRATEGY To see or not to see Imaging Strategy Henry Mintzberg and Frances Westley Strategic Thinking as Seeing - Henry Mintzberg Seeing a Symphony The problem with problems Smullyan Marketing Myopia - Henry Mintzberg Recognizing the CEO as an Artist - Patricia Pitcher Reflections of An Entrepreneur - Richard Branson Entrepreneurship and Planning - A. Bhide Managing quietly Henry Mintzberg What My Mother Taught Me
Who do you want your customers to become? According to MIT innovation expert and thought leader Michael Schrage, if you aren’t asking this question, your strategic marketing and innovation efforts will fail. In this latest HBR Single, Schrage provides a powerful new lens for getting more value out of innovation investment. He argues that asking customers to do something different doesn’t go far enough - serious marketers and innovators must ask them to become something different instead. Even more, you must invest in their capabilities and competencies to help them become better customers. Schrage’s primary insight is that innovation is an investment in your client, not just a transaction with them. To truly innovate today, designing new products or features or services won’t get you there. Only by designing new customers - thinking of their future state, being the conduit to their evolution - will you transform your business. Marketing executives, brand managers, strategic innovators, and entrepreneurs alike should understand how successful innovation rebrands the client and not the product. A requisite question for its time, Who Do You Want Your Customers To Become will liberate you and your team from ‘innovation myopia’ - and turn your innovation efforts on their head. 1. Language: English. Narrator: Erik Synnestvedt. Audio sample: http://samples.audible.de/bk/gdan/000766/bk_gdan_000766_sample.mp3. Digital audiobook in aax.