Harvard Business Review

NOVEMBER 4, 2013

Sales-marketing tension can stem from differences in marketers’ and sellers’ perspectives. Marketers think in terms of aggregate customer segments; sellers think in terms of individual customers. Marketers design strategies; sellers implement tactics. Marketing tasks. Sales tasks.

Marketing 11

Marketing Market Segmentation Short-term Merchandising 11

Harvard Business Review

NOVEMBER 26, 2013

The vast majority of your marketing data, whether from purchases or surveys, tells you about your business customers’ past behaviors. Your job as a manager is to know what your customers will do next month or next year. But the past is over. Who has data about the future? Your salespeople, that’s who.

Competitive Intelligence 8

Competitive Intelligence Discount Market Segmentation Tactics 8

Harvard Business Review

MARCH 22, 2017

This gives marketing an opportunity to measure and manage itself in new ways. In the past, marketing measured success by sticking to budgets and winning creative awards. Zscaler, a cloud-based security platform for businesses, created a Value Management Office. Bring creativity to measurement. Think like a startup.

Creativity 14

Creativity Marketing Agility Budgeting 14

Harvard Business Review

AUGUST 30, 2012

This company has demonstrated a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. It then tried a more traditional functional management structure but then found it lost customer focus.

Company 8

Company COO CFO Insurance 8

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. There are ways to avoid these blind spots, however. Interviewing and Hiring.

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. There are ways to avoid these blind spots, however. Interviewing and Hiring.

Long-term 8

Long-term Short-term Team Succession 8