Frank V. Cespedes - Concurrent marketing: integrating product, sales, and service
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Concurrent marketing: integrating product, sales, and service
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This text demonstrates why todays competitive environment demands a new approach to marketing, in which sales take on increased strategic significance. It shows companies how to realign a range of internal structures, and presents new ideas on the nature of selling.
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Concurrent Marketing : Integrating Product, Sales, and Service
author
:
Cespedes, Frank V.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875844448
print isbn13
:
9780875844442
ebook isbn13
:
9780585063034
language
:
English
subject
Marketing--Management, Sales management.
publication date
:
1995
lcc
:
HF5415.13.C468 1995eb
ddc
:
658.8
subject
:
Marketing--Management, Sales management.
Concurrent Marketing
Integrating Product, Sales, and Service
Frank V. Cespedes
Harvard Business School Press Boston, Massachusetts
Copyright 1995 by the President and Fellows of Harvard College All rights reserved Printed in the United States of America 99 98 97 96 95 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data Cespedes, Frank V. Concurrent marketing: integrating product, sales, and service / by Frank V. Cespedes. p. cm. Includes index. ISBN0-87584-444-8 1. MarketingManagement. 2. Sales management. I. Title. HF5415.13.C468 1995 658.8dc2095-4325 CIP
The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
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. Account Management Systems
185
8. Sales Compensation
217
Page viii
9. Customer Service
243
10. Building Concurrent Marketing Capabilities
267
Notes
283
Index
297
About the Author
307
Page ix
PREFACE
The past decade has witnessed dramatic and often wrenching changes in the production philosophies and capabilities of companies around the world, in the supply chain and distribution arrangements that condition competition, and in information sources about buyer behavior. This book concerns the implications of those changes for firms' marketing activities. Specifically, it reports the findings of a study of companies grappling with new marketing requirements, and it provides managers with guidance and recommendations that can help them meet the challenges posed by market developments.
In so doing, the book addresses, and often dissents from current conventional wisdom about, a number of wider organizational issues: the place and purpose of functional expertise in the conduct of cross-functional tasks; the role and limits of incentives in achieving required coordination; the relationship between individual and organizational learning; the management of the corporate information infrastructure relevant to new marketing tasks; the changing nature of selling; and the consequences of reengineering and teamwork initiatives that ignore these issues. But the book had its origins in a seemingly straightforward teaching context.
I began doing research on these issues while teaching at Harvard Business School, many graduates of which become managers in and consultants to industrial, consumer, and service firms. My observation (supported by conversations with former students and their em-
Page x
ployers) was that most graduates move into these positions with a good grounding in strategy theories and market analysis techniques but with less understanding of necessary interactions among product, sales, and service groups. Hence, they often lack an appreciation for the tasks involved in real-world attempts to implement a strategy. In teaching strategy implementation, I soon found that nearly all existing literature focused either on product management or sales management or service operations in isolation from one another. Meanwhile, my own work with companies indicated that developments in many industries were forcing new interdependencies among these groups.
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