Busniess strategy

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ISSN 1751-5637

Volume 8 Number 2 2007

Business Strategy Series 2007
formerly Handbook of Business Strategy

Focus on markets and marketing


Table of contents
Focus on markets and marketing
Volume 8 Number 2 2007

Feature articles
Access this journal online List of contributors 91 92 Turn to your customers to solve flat sales and customer churn
Shelley F.Hall
This article explores how companies can solve the problems of flat sales revenue and customer churn by conducting an honest self-assessment of corporate culture, then reinventing or refocusing products and services to provide the value that customers want. Using examples drawn from real businesses facing real problems, the author recommends starting with a situational assessment thatincludes an exploration of four key customer value determinants: products and/or services, sales representatives, management, and service quality.


Leveraging emerging markets for commercial success
Gary Coleman


Emerging markets are becoming the catalysts for new product and service innovation. Longterm success, however, will take far more than simply making minor adjustments toexisting products, lowering prices, and developing new sales channels, according to a new report, ‘‘Laboratories of innovation: leveraging emerging markets for commercial success’’ by the Member Firms of Deloitte Touche Tohmatsu. These Deloitte authors highlight that companies will need to acquire a new set of competencies and organizational structures to generate a continuing stream of innovativeproducts tailored to the needs of consumers and industrial buyers in emerging markets.

Successful innovations from an established company
Tauno Kekale and Sari Kola-Nystrom ¨ ¨


This article studies the problems in innovating in big, ‘‘established’’ companies. The size of the company is not the culprit; some big companies have shown themselves to be innovative over a long time. The authorsdiscuss two successful case companies that are studied through three stages of a general model of innovation: an ideation/discovery phase, an engineering/solution phase, and a testing/launch phase.

Strategy making: what have we learned about forecasting the future?
Paul Raspin and Siri Terjesen


To survive in today’s tumultuous landscape, firm managers ‘‘make strategy’’ by assessingtheir organization’s internal and external environments, questioning assumptions about how the world works and deciding how the firm should operate. The authors refer to this activity as ‘‘forecasting the future’’ and, based on the results of their recent study, they provide in this article insights into the major perceived benefits and weaknesses of scenario planning, how managers should usescenario planning to forecast the future, and what they learned from their study.

An approach to mastering the marketing mix
Michael D’Esopo and Eric Almquist


This article presents an analytical ROI framework that helps managers make sense of complex and seemingly chaotic marketing investment patterns and allows them to quickly reach conclusions about future marketing commitments. With newROI techniques in hand, executives and, specifically, marketing leaders have begun to take a portfolio approach to their investments. This approach allows marketers to invest more effectively – and makes them more accountable.

VOL. 8 NO. 2 2007, # Emerald Group Publishing Limited, ISSN 1751-5637





Corporate strategic marketing: a new task fortop management
Petri Parvinen, Henrikki Tikkanen and Jaakko Aspara


Corporate management can be understood as corporate strategic marketing (CSM), or marketing the corporation in various competitive markets. This article identifies the most important markets in which corporations have to market themselves. These markets have links to traditional realms of corporate management, such as...