The Economist Marketing For Growth

Marketing for Growth is a guide to how the marketing function within a business can and should become its most important driver of growth. Marketers play a crucial role in generating revenue and they can play an equally important role in how revenues translate into profit. Growth is also about becoming a better business by being smarter or more efficient, and growing in a sustainable way. This involves developing and improving products, processes and standard of service. Marketers have their ear to the ground and therefore are often the first to pick up on changing customer needs and behaviour and the forces at play in markets. This increases the impact marketing should have on all those aspects of a business. The book is in three parts: the first part explores who are the most valuable customers, the second the most effective ways to drive revenue growth and the third the best ways to improve profitability. It combines insight and practical guidance, and is supported by a wealth of hard data and anecdotal evidence based on the experiences of a wide range of business in Britain, America, Europe and Asia. Among the firms featured are Amazon, China Mobile, Dove, Goldman Sachs, Haier, ING Direct, Lenovo, Mini, Procter & Gamble, Red Bull, Target, Twitter, Virgin and Zara.

How to transform any company's marketing function into a non-stop engine of business growth The one unbreakable rule of today's global business jungle is "Grow or Die". In Marketing for Growth, an internationally recognized marketing strategist clearly explains how to turbo-charge your company's marketing function so that it delivers the kind of high-energy, non-stop business growth you need to survive and thrive. You'll discover how to gauge the impact of your current marketing function and how to transform it into a powerful driver of all the major elements of sustainable growth, including product development and improvement, more efficient processes, and superb customer service. Examines each part of the growth lifecycle and provides you with analytic tools for measuring marketing's impact on your company and for setting achievable growth targets Shows you how to identify your most valuable customers and cultivate strong bonds of loyalty with them Draws upon a wealth of hard data and anecdotal evidence gleaned from a wide range of businesses in Britain, America, Europe, and Asia Features examples from top firms, including Amazon.com, China Mobile, Dove, Goldman Sachs, Haier, ING, Lenovo, Mini, Procter & Gamble, Red Bull, Target, Twitter, Virgin, Zara, and others Shares the insights of a leading international marketing strategist with more than two decades' experience in Japan, Hong Kong, the Netherlands, and the United States

Good management is a precious commodity in the corporate world. Guide to Management Ideas and Gurus is a straight-forward manual on the most innovative management ideas and the management gurus who developed them. The earlier edition, Guide to Management Ideas, presented the most significant ideas that continue to underpin business management. This new book builds on those ideas and adds detailed biographies of the people who came up with them-the most influential business thinkers of the past and present. Topics covered include: Active Inertia, Disruptive Technology, Genchi Genbutsu (Japanese for "Go and See for Yourself"), The Halo Effect, The Long Tail, Skunkworks, Tipping Point, Triple Bottom Line, and more. The management gurus covered include: Dale Carnegie, Jim Collins, Stephen Covey, Peter Drucker, Philip Kotler, Michael Porter, Tom Peters, and many others.

The revised and updated 7th edition of this highly regarded book brings the reader right up to speed with the latest financial market developments, and provides a clear and incisive guide to a complex world that even those who work in it often find hard to understand. In chapters on the markets that deal with money, foreign exchange, equities, bonds, commodities, financial futures, options and other derivatives, the book examines why these markets exist, how they work, and who trades in them, and gives a run-down of the factors that affect prices and rates. Business history is littered with disasters that occurred because people involved their firms with financial instruments they didn't properly understand. If they had had this book they might have avoided their mistakes. For anyone wishing to understand financial markets, there is no better guide.

The growth that companies can achieve from their operations in home and developed world markets has for many years been modest. Real opportunities to take a business to a higher level exist in identifying and cultivating emerging markets. For many years, The Economist Corporate Network has been a leading authority in advising firms on how to make the most of the opportunities that emerging markets present, and how to avoid the mistakes so many companies make with disastrous results. In this book, the Corporate Network team shares their expertise with readers. They examine new approaches to business in emerging markets, identifying what you need to think about, the various risks, and how to get your approach right. They also review various markets, from the BRIC countries (Brazil, Russia, India, and China) to the emerging economies of Eastern Europe, Asia and Africa. Based on the unrivalled expertise of The Economist Corporate Network team and their experiences working with hundreds of companies, there is no more useful guide than The Economist: Emerging Markets to explore the opportunities these markets offer and how to take advantage of them.

The credit crunch highlighted to businesses the importance of cash management, as those firms which ran short of cash discovered when they found themselves in trouble or even went bust.This tightly-written guide clearly explains the six critical aspects of the effective management of cash and cash flow. These involve: forecasting likely cash receipts and payments establishing funding lines necessary to cover asset purchases or for working capital efficiently managing day-to-day operations with regard to the amount of cash required selecting appropriate investment opportunities that result in positive cash flow monitoring the profitability of products and services to ensure they are cash generative and not cash destroying, having a plan for managing excess cash that exceeds demand Cash rather than profit has always been the ultimate determinant of whether a business survives.

Overview The ultimate course in marketing. Nothing will be uncovered. Content - What is Marketing? - Marketing Management - Marketing Management Philosophies - Marketing Challenges into the Next Century - Marketing and Society: Social Responsibility and Marketing Ethics - Social Criticisms of Marketing - Citizen and Public Actions to Regulate - Business Actions Towards Socially Responsible - Principles for Public Policy Towards Marketing - Strategic Marketing Planning - The Global Market Place - Business Markets and Business Buyer Behaviour - Market Information and Marketing Research - Core Strategy - And many more Duration 6 months Assessment The assessment will take place on the basis of one assignment at the end of the course. Tell us when you feel ready to take the exam and we’ll send you the assignment questions. Study material The study material will be provided in separate files by email / download link.

Vollrath challenges our long-held assumption that growth is the best indicator of an economy’s health. Most economists would agree that a thriving economy is synonymous with GDP growth. The more we produce and consume, the higher our living standard and the more resources available to the public. This means that our current era, in which growth has slowed substantially from its postwar highs, has raised alarm bells. But should it? Is growth actually the best way to measure economic success—and does our slowdown indicate economic problems? The counterintuitive answer Dietrich Vollrath offers is: No. Looking at the same facts as other economists, he offers a radically different interpretation. Rather than a sign of economic failure, he argues, our current slowdown is, in fact, a sign of our widespread economic success. Our powerful economy has already supplied so much of the necessary stuff of modern life, brought us so much comfort, security, and luxury, that we have turned to new forms of production and consumption that increase our well-being but do not contribute to growth in GDP. In Fully Grown, Vollrath offers a powerful case to support that argument. He explores a number of important trends in the US economy: including a decrease in the number of workers relative to the population, a shift from a goods-driven economy to a services-driven one, and a decline in geographic mobility. In each case, he shows how their economic effects could be read as a sign of success, even though they each act as a brake of GDP growth. He also reveals what growth measurement can and cannot tell us—which factors are rightly correlated with economic success, which tell us nothing about significant changes in the economy, and which fall into a conspicuously gray area. Sure to be controversial, Fully Grown will reset the terms of economic debate and help us think anew about what a successful economy looks like.