Leading Blog

APRIL 26, 2016

Agile was originally a software technique, meant to shorten software development times and make the development team more accountable to customer needs. There’s agile marketing, introduced by thought leaders at CMG. Or what about being more “agile.” From there, everyone is adopting the concept of “agile.”

Agility 150

Agility Attrition Innovation Market Segmentation 150

Harvard Business Review

NOVEMBER 4, 2013

Marketers think in terms of aggregate customer segments; sellers think in terms of individual customers. Marketers design strategies; sellers implement tactics. Marketers focus on analysis and process; sellers focus on relationships and results. Sales insists that marketing provide better leads.

Marketing 11

Marketing Market Segmentation Short-term Merchandising 11

Harvard Business Review

NOVEMBER 26, 2013

Being customer-oriented means focusing on long-term customer satisfaction and placing the customer’s needs first while actively endeavoring to develop solutions that enable the customer to reach its goals. That might mean, for example, assisting a customer in its negotiations with another supplier, if that kind of help is requested.

Competitive Intelligence 8

Competitive Intelligence Discount Market Segmentation Tactics 8

Harvard Business Review

MARCH 22, 2017

Customers today are not just consumers; they are also creators, developing content and ideas — and encountering challenges — right along with you. Creativity in marketing requires working with customers right from the start to weave their experiences with your efforts to expand your company’s reach.

Creativity 14

Creativity Marketing Agility Budgeting 14

Harvard Business Review

SEPTEMBER 19, 2012

He developed a plan to reach a growing market segment, which he billed to his colleagues as "obviously compelling" and the only way to save the company from a "dying past."

Market Segmentation 8

Market Segmentation Film Policies Education 8

Harvard Business Review

DECEMBER 4, 2017

It’s common for leaders of sales teams to focus almost exclusively on short-term tactics and current operations while failing to think and act in a way that supports the longer-term needs of their businesses — and it’s hard to fault them. Splunk developed profiles that specified skills and capabilities relevant to each role.

Long-term 8

Long-term Short-term Team Succession 8

Harvard Business Review

DECEMBER 4, 2017

It’s common for leaders of sales teams to focus almost exclusively on short-term tactics and current operations while failing to think and act in a way that supports the longer-term needs of their businesses — and it’s hard to fault them. Splunk developed profiles that specified skills and capabilities relevant to each role.

Long-term 8

Long-term Short-term Team Succession 8