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GROWTH

Brand Globally Market Locally
published in the Journal of Business Strategy
by Jennifer Barron and Jim Hollingshead

Leading companies know that strong global brands are the key to winning in international markets. But creating effective brands across the complex barriers of nationality, geography, language and culture often proves a daunting task. Companies flounder in their attempts to craft global brands for a myriad of reasons. But experience has convinced us that many firms that struggle with global branding do so because of the same fundamental flaw: They attempt to analyze their brand from a global perspective without first analyzing their consumers from a global perspective.

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Want to Accelerate Organic Growth? Retool Your Marketing Factory!
published in the Handbook of Business Strategy
by Bob Lurie

Organic growth in core markets is harder than ever. But by integrating strategy and execution, breaking down marketing ‘silos,’ recalibrating segmentation schemes into highly focused and actionable growth opportunities, and investing disproportionately against these opportunities, it can be achieved.

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Sowing Growth in Your Own Backyard
published in the Journal of Business Strategy
by Bob Lurie and Toby Thomas

Growing your core business is always a difficult thing to do, let alone during tough economic times. This article outlines several time-tested, proven growth principles that consistently serve to double and triple growth rates in good times and in bad.

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Making Segmentation Work
published in Marketing Management
by Jennifer Barron and Jim Hollingshead

In today's marketing world, segmentation is often treated as old hat. And it's no wonder. With so many misconceptions and segmentation failures, marketing professionals are left with little more than survey statistics, textbook rhetoric, and wasted market research dollars. But all hope is not lost. Building a segmentation that works requires a new approach to an old concept. And doing it well can revolutionize a market and create explosive growth.

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Marketing as Storytelling
by Bob Lurie

Understanding your customers requires understanding the stories they tell themselves about your products.

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BRAND

The Importance of Constituency Management
by Bob Pagano

Building and managing a rock-solid reputation has never been more critical to a company's success. Bad press, damaging rumors, and public outrage have plagued a number of well-known firms in recent years, wreaking considerable havoc on their bottom lines. Recovering from a major image setback can cost millions of dollars in lost market value and business opportunity, not to mention the defection of valued employees and customers. As a result, many firms are today taking a fresh, urgent look at creating and sustaining a positive public reputation -- a process we call constituency management.

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Brand Globally Market Locally
oublished in the Journal of Business Strategy
by Jennifer Barron and Jim Hollingshead

Leading companies know that strong global brands are the key to winning in international markets. But creating effective brands across the complex barriers of nationality, geography, language and culture often proves a daunting task. Companies flounder in their attempts to craft global brands for a myriad of reasons. But experience has convinced us that many firms that struggle with global branding do so because of the same fundamental flaw: They attempt to analyze their brand from a global perspective without first analyzing their consumers from a global perspective.

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How Strong Brands Get 'On-Intent' - And Stay There
published in The Journal of Business Strategy
by Jennifer Barron

This article is a seminal piece on building a successful brand-based organization. In addition to including a process and common pitfalls in the creation and activation of a powerful brand positioning, this article provides colorful examples of companies who have successfully done this and describes the positive impact on their organizations.

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When the Going Gets Tough, Get Your Brand Going!
published in Marketing Management
by Sabine Dembkowski and Mike French

During tough economic times, companies must often seek opportunities to reduce spending and costs.While there is no infallible formula for weathering shaky economic times, rethinking that decision to scale back on marketing could be key. Do you really want to cut those efforts specifically designed to help you sell more? Maintaining dialog and service consistency with your customers while your competition is doing just the opposite could be your key to success.

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SALES FORCE EFFECTIVENESS

Why "Sales Force Effectiveness" Isn't
Handbook of Business Strategy
by Mary Larson and Romney Resney

Contrary to popular wisdom, the core elements of today’s sales effectiveness initiatives–-changes to sales organization’s technology infrastructure, compensation system, and organizational structure—are not the first things companies that want to boost their revenues should be considering, but the last. Instead, firms must begin at the beginning, by aligning their sales activities with the specific customer behaviors they want to alter or reinforce. That’s the key to real effectiveness—and long term success.

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MARKETING CAPABILITIES

Increase Your Company's ROI from Database Marketing
published in the Handbook of Business Strategy
by Mary Larson and Todd Eckler

Database marketing works. In fact, whole industries—such as credit cards and online book selling—have been redefined because of it. But current practices that focus on the "how" and "what" dimensions of customer behavior can lead to commoditization and customer push-back.

This article demonstrates how adding behavioral insight—focusing on the "why" behind customer behavior—enables database marketing to become a source of substantially increased growth and profitability. This approach, called strategic precision marketing, can be used to generate hard-to-copy and highly innovative growth activities that are not just directed at customer acquisition. Rather, a more compelling value proposition can be devised that relies on an understanding of customer segments’ needs, motivations, and other underlying reasons for the way they behave.

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