Gurus On Marketing

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NINE Thomas T. Nagle 127 Nagle on pricing 127 At the feet of Thomas Nagle: Lessons learnt 131 TEN Gurus and strategic analytical tools 133 Ansoff’s Matrix 133 Porter’s Generic Competitive Strategies 136 Boston Consulting Group – Product Portfolio Matrix 136 General Electric Strategic Planning Matrix 139 Shell Directional Policy Matrix 141 SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis 142 Scanning the external environment: (STEP) factors 144 Scenario planning 147 Benchmarking 149 ELEVEN Further information 151 Suggested reading 151 Useful websites 153 References 154
Introduction Gurus are management thinkers who have made significant impact on the way management is practised. The word ‘guru’ is a Hindi word which originates from Sanskrit. It means a teacher and a guide in spiritual matters but in a management context it means a recognised leader in the field. My first face-to-face encounter with management gurus came at Management Centre Europe in Brussels. I became Head of the socalled Guru Division. In fact it was formally called Top Management Division. However, as my predecessor was Shafiq Naz, an Asian from Pakistan and as I, another Asian, succeeded him, it began to be called the Gurus Division – maybe because it was thought that being Asians we would recognise Gurus when we see them! I was privileged to stage and be ‘at the feet of management gurus’ including Peter Drucker, Michael Porter, Igor Ansoff, Philip Kotler, Rosabeth Moss Kanter, Gary Hamel, George Day, Tom Peters, Peter Senge, Henry Mintzberg, CK Prahalad, Jagdish Sheth and Tom Nagle, to name but a few. From my contact I have selected nine gurus (the only guru I have not personally met is Theodore Levitt) and examined their influence in the field of marketing. The insights and methods of the gurus can make a big difference to the way organisations are managed. INTRODUCTION 1
Page 1 and 2: gurus on Marketing Sultan Kermally
Page 3 and 4: GURUS ON MARKETING SULTAN KERMALLY
Page 5 and 6: Dedication This book is dedicated t
Page 7 and 8: Acknowledgements This book would no
Page 9 and 10: About the author Sultan Kermally is
Page 11 and 12: Contents Introduction 1 The relatio
Page 13: SIX Tom Peters 89 Close to the cust
Page 17 and 18: This book considers the following g
Page 19 and 20: Michael Porter Michael Porter is th
Page 21 and 22: Philip Kotler Philip Kotler is the
Page 23 and 24: Plan of the book The book begins by
Page 25 and 26: ONE The fundamentals of marketing T
Page 27 and 28: Kotler 3 then advocated the importa
Page 29 and 30: Characteristics of service They are
Page 31 and 32: • Consider the promotion budget.
Page 33 and 34: For example, if an organisation is
Page 35 and 36: Brand extension Brand extension is
Page 37 and 38: Marketing strategy Marketing strate
Page 39 and 40: According to Warren J. Keegan 11 :
Page 41 and 42: L M N O P Q R S T U V Listen to you
Page 43 and 44: TWO Peter Drucker Peter Drucker is
Page 45 and 46: The thinking was heavily influenced
Page 47 and 48: Where does Peter Drucker come in? S
Page 49 and 50: The customer as the decision-maker
Page 51 and 52: What do marketing gurus and writers
Page 53 and 54: Writers on marketing since Drucker
Page 55 and 56: Some organisations now use very sop
Page 57 and 58: THREE Theodore Levitt On marketing
Page 59 and 60: He put forward four conditions whic
Page 61 and 62: Marketing Myopia was a landmark art
Page 63 and 64: Decline After the maturity stage wh
Page 65 and 66:
Nariman Dhalla and Sonia Yuspeh in
Page 67 and 68:
Technological advances have resulte
Page 69 and 70:
This was Professor Levitt’s semin
Page 71 and 72:
FOUR Michael Porter Michael Porter
Page 73 and 74:
4 the bargaining power of buyers, 5
Page 75 and 76:
‘A market signal is any action by
Page 77 and 78:
Criticisms of Porter’s Five Force
Page 79 and 80:
in the buyer’s value chain, which
Page 81 and 82:
A differentiation strategy This str
Page 83 and 84:
Factors which are likely to make a
Page 85 and 86:
Porter’s key publications • ‘
Page 87 and 88:
FIVE Philip Kotler Kotler on market
Page 89 and 90:
Marketing therefore is a process of
Page 91 and 92:
and there is no further contact. Th
Page 93 and 94:
The marketing plan should pay parti
Page 95 and 96:
Micro perspective Kotler then moves
Page 97 and 98:
Team-oriented approach seems to be
Page 99 and 100:
Kotler’s perspective on strategic
Page 101 and 102:
At the feet of Philip Kotler: Lesso
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SIX Tom Peters In terms of ‘guru
Page 105 and 106:
Peters and Waterman highlight the f
Page 107 and 108:
Closing remarks: A controversy ‘W
Page 109 and 110:
The emphasis is on applying technol
Page 111 and 112:
The pursuit of WOW! • Every job h
Page 113 and 114:
• Invite customers to visit any f
Page 115 and 116:
tices. The patient generally gets w
Page 117 and 118:
Peter’s key publications • Pete
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SEVEN George Day George day is Geof
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These strategies are similar to Por
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You cannot take an internally focus
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KNOWLEDGE@WHARTON Isn’t Ford’s
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ings. These included the high value
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Configuration perspective Day found
Page 131 and 132:
He has published extensively in var
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EIGHT Jagdish Sheth Dr. Jagdish She
Page 135 and 136:
Various studies reinforce the point
Page 137 and 138:
• To create value for clients the
Page 139 and 140:
At the feet of Jagdish Sheth: Lesso
Page 141 and 142:
NINE Thomas T. Nagle Nagle on prici
Page 143 and 144:
• Understanding price sensitivity
Page 145 and 146:
At the feet of Thomas Nagle: Lesson
Page 147 and 148:
TEN Gurus and strategic analytical
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Existing product/new market Here th
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Low growth/high share The strategic
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General Electric Strategic Planning
Page 155 and 156:
Shell Directional Policy Matrix She
Page 157 and 158:
Opportunities In scanning the exter
Page 159 and 160:
The STEP analysis (sometimes known
Page 161 and 162:
STEP factors influence significantl
Page 163 and 164:
Benchmarking According to Philip Ko
Page 165 and 166:
ELEVEN Further information Suggeste
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• Porter, Michael. ‘Competitive
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14 Drucker, Peter, ‘Innovation an
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Blank
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Thorogood publishing Thorogood publ
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