Using Metrics to Achieve ‘Steering Control’
of Your Marketing Actions
-- Donald E Sexton
This paper explains two measures, perceived value and Customer Value-Added (CVA®), that can provide managers with steering control—providing them with knowledge of the likely financial results of their actions before they are taken. Both measures are based on a solid conceptual foundation and both have proved to work in practice. Application of these measures gives managers steering control for both products and services, in both industrial and consumer markets. These metrics can be employed to evaluate the entire range of marketing actions.
© 2014 Donald E Sexton. All Rights Reserved.
Marketing and Sales:
What Science Tells Us and What Marketing and Sales Training Frequently Leaves Out
-- Bob Murray
Psychology and behavioral neurogenetics tell us that the decision to buy a product or service is not simple and depends on many factors that are not obvious and certainly not rational. Many sales training organizations are still operating as if the best marketing and selling techniques involved emphasizing the differences in terms of features between product and service. Successful sales and marketing people realize that they are in the relationship business rather than in the business of selling particular goods or services. Having a good idea of how human beings actually work helps us to hone our skills and widen our opportunities.
© 2014 Bob Murray. All Rights Reserved.
Focusing on the Fundamentals of Effective Communication Within an Organization
-- Dan Coughlin
Every business is in a relationship business. There are relationships with your customers, suppliers, and fellow employees. You have relationships to build up and down the organization chart. You have relationships to build with peers whom you may one day be in charge of or who may be in charge of you. Technical ability alone does not produce sustainable profitable growth. It is only in combining your ability to add value with other people that you actually produce real business results.
© 2014 Dan Coughlin. All Rights Reserved.
Priorities of a CFO
-- Meenu Verma
In the current uncertain business environment, businesses are looking up to their finance leaders for providing meaningful insights that would help in safeguarding businesses and achieving competitive advantage. Finance leaders of today are struggling with risks and challenges of coxswaining their organizations through a changing global economic environment. Today’s finance leaders are balancing traditional responsibilities of being a gatekeeper along with emerging responsibilities such as financial forecasting and providing business insights for supporting regular business decision making. Looking at the current scenario from the service providers’ viewpoint, it is really vital to understand the needs of today’s businesses, as it will help in drawing the road map for scoping the future demands on industry as well as justifying the perspective of CFOs who view the growth prospects of their businesses as ‘sailing against the wind’. The CFOs of today have multiple roles and responsibilities. Just like a juggler, they have to handle many balls without dropping any, while keeping all of them moving in tandem at the same time. Therefore, it is imperative for them to draw a proper road map and prioritize accordingly on the basis of availability of resources and information. This paper discusses the roles and responsibilities of CFO/finance leaders of today by providing some preliminary thoughts to encourage further discussion on the issue.
© 2014 Meenu Verma. All Rights Reserved.
Business History
and Business School Education
-- Stephanie Jones
On October 21, 1805, Nelson and his ‘band of brothers’ won the most devastating and strategic naval battle in British history, which ensured their supremacy over the seas for a hundred years. And it was won with the simple instruction that “no captain can do wrong if he places his ship next to that of the enemy.” The attitudes of individual leaders make a difference, especially in terms of positives and negatives. Do they trust people easily, having faith and confidence, or do they assume the worst, thinking that they must experience the behavior of their team firsthand before they can make a judgment? Is their glass half full or half empty?
© 2014 Stephanie Jones. All Rights Reserved.
Business Education, Professional Bodies and Supporting Communities of Practitioners
-- Colin Coulson-Thomas
To what extent are business schools and professional bodies influencing business history and practice, and to a degree determining them, are their staff observing from the sidelines, monitoring developments and trying to make sense of what is going on in the business and market environment around them? Are business schools making history or endeavoring to understand selected aspects of it? Do professional qualifications reflect developments or influence them? Are communities of professionals vibrant workshops or protective closed shops?
© 2014 Colin Coulson-Thomas. All Rights Reserved.
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