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By Frank V. Cespedes

This article demonstrates why modern-day aggressive setting calls for a brand new method of advertising, during which revenues tackle elevated strategic value. It indicates businesses find out how to realign more than a few inner constructions, and offers new principles at the nature of marketing.

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Extra info for Concurrent marketing: integrating product, sales, and service

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Cm. Includes index. ISBN0-87584-444-8 1. MarketingManagement. 2. Sales management. I. Title. 49-1984. FOR ELIZABETH AND HELEN Page vii CONTENTS Preface ix Introduction xv Part I New Marketing Requirements 1. The Need for Tighter Linkages 3 2. The Marketing Gearbox: Roles and Responsibilities 29 3. Marketing Dialects 58 Part II Building Links 4. Structural Linkages 89 5. Market Research and Information Systems 116 6. Career Paths and Training Programs 148 Part III Managing Field Marketing Requirements 7.

Finally, my wife, Bonnie Costello, and my daughters, Elizabeth and Helen, areserially and concurrentlythe deserved recipients of my thanks and love. BOSTON, MASSACHUSETTS FEBRUARY 1995 Page xv INTRODUCTION THE management literature is replete with exhortations concerning faster product development, flexible manufacturing systems, and innovative supply-chain arrangements. But the literature is silent about the impact of these developments on downstream marketing activities, where implementation of such initiatives with customers resides.

But these laudable measures did not stop one of the greatest losses in shareholder value in business history. " IBM's experience was not unrepresentative. The paradigm of con- Page xvi tinuous improvement has been driving industry investments and managerial attention for the past decade. Through total quality management (TQM) programs, companies have pursued goals such as six sigma, zero defect, and 10-fold reduction of cycle time. The attention and investments have yielded excellent results. S.

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