Vincent P. Barabba - Meeting of the Minds: Creating the Market-Based Enterprise

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title	:	Meeting of the Minds : Creating the Market-based Enterprise
author	:	Barabba, Vincent P.
publisher	:	Harvard Business School Press
isbn10 | asin	:	0875845770
print isbn13	:	9780875845777
ebook isbn13	:	9780585232102
language	:	English
subject	Marketing research, Marketing--Decision making, New products, Consumer satisfaction.
publication date	:	1995
lcc	:	HF5415.2.B333 1995eb
ddc	:	658.8/3
subject	:	Marketing research, Marketing--Decision making, New products, Consumer satisfaction.

Page iii Meeting of the Minds Creating the Market-Based Enterprise Vincent P. Barabba

Page iv Disclaimer: The cover image of the original hardcopy book is not available for inclusion in the netLibrary eBook. Copyright 1995 by the President and Fellows of Harvard College All rights reserved Printed in the United States of America 99 98 97 96 5 4 3 2 Library of Congress Cataloging-in-Publication Data Barabba, Vincent P., 1934 Meeting of the minds: creating the market-based enterprise / Vincent P. Barabba. p. cm. Includes bibliographical references and index. ISBN 0-87584-577-0 1. Marketing research. 2. MarketingDecision making. 3. New products. 4. Consumer satisfaction. I. Title. HF5415.2.B333 1995 658.8'3dc20 95-13342 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.

Page v To my wife, Sheryl... a mind worth meeting

Page vi

Page vii Contents Preface ix Introduction 1 1 The Late Great Age of Command and Control 23 2 The Marketing Concept Then and Now 41 3 Putting the Marketing Concept to Work 73 4 The Market-Based Enterprise 101 5 Listen 123 6 Learn 153 7 Lead 177 8 What Management Must Do 213 Index 237 About the Author 247

Page ix Preface Woodworking is my hobby. I deeply enjoy the hours spent "making chips" in the shop and rummaging in musty antique stores and barn corners in search of the old tools that created the handmade things I have come to cherish. To my surpriseand delightI recently came upon two stories from the lore of woodworking that have helped me to understand the connection between my hobby and my livelihoodshowing how both have benefited enormously from "systems thinking." In The American Cabinetmaker's Plow Plane, John A. Moody imagines "a dirt floored cabinet maker's shop. The tools are primitive, but the Joiner knows them well, and knows as the Pharaoh's carpenter he enjoys special privileges."1 The Pharaoh wants this carpenter to build him a perfect chest to take into the afterlifeone that will be tightly built and yet remain free of cracks through eternity. The Pharaoh's request creates a dilemma for our carpenter. He knows from observation to expect wood to shrink in dry weather and expand in dampness. Shrinkage and expansion are not problems when the wood stands in the workshop, but if bound tightly into a chest, the wood will surely crack. The carpenter could avoid this problem by joining the wood panels in a way that leaves room between them for expansion, but then the Pharaoh's requirement for a tightly built chest would not be met and the carpenter could find himself joining not wood but the Pharaoh in the afterlife. So how can our carpenter satisfy this demanding customer? Moody describes the synthesis of observation, experience, and a desire to succeed that leads to the resolution of this dilemma: "Then, one day... the Joiner thought'What if I make the ends of chest panels, with their edges in grooves, free to shrink or expand?' So he slipped the edges of the panels into grooved posts and rails. The panels were thus free to expand and contract within the grooves allowing the chest to remain tight and free of cracks forever."2 Modern decision makers face similar dilemmas. Like Pharaoh's carpenter, they have ways of doing things, but the old ways are often insufficient to meet the more stringent demands of today's customers, whose requirements, like those of the Pharaoh, often seem mutually exclusiveat least

Page x at first glance. High quality at low prices. Products that are environmentally safe and highly effective. High value for customers and profits for shareholders. And on and on. The carpenter solved what had appeared to be an unsolvable dilemma by viewing his product (the chest) in a new waynot as the sum of its parts but as a system of interdependent parts. In so doing, he discovered that the solution lay not in fixing any one of the parts but in fixing the way they interacta classic example of systems thinking.

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