HBR's 10 Must Reads on Strategic Marketing (with featured article “Marketing Myopia,” by Theodore Levitt), Harvard Business Review
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Harvard Business Review

HBR's 10 Must Reads on Strategic Marketing (with featured article “Marketing Myopia,” by Theodore Levitt)

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NEW from the bestselling HBR’s 10 Must Reads series.Stop pushing products—and start cultivating relationships with the right customers. If you read nothing else on marketing that delivers competitive advantage, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you reinvent your marketing by putting it—and your customers—at the center of your business. Leading experts such as Ted Levitt and Clayton Christensen provide the insights and advice you need to:• Figure out what business you’re really in• Create products that perform the jobs people need to get done• Get a bird’s-eye view of your brand’s strengths and weaknesses• Tap a market that’s larger than China and India combined• Deliver superior value to your B2B customers• End the war between sales and marketingLooking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series:HBR’s 10 Must Reads: The EssentialsHBR’s 10 Must Reads on CommunicationHBR’s 10 Must Reads on CollaborationHBR’s 10 Must Reads on InnovationHBR’s 10 Must Reads on LeadershipHBR’s 10 Must Reads on Making Smart DecisionsHBR’s 10 Must Reads on Managing YourselfHBR’s 10 Must Reads on Teams
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Market research. The emphasis of market research changes in a customer-centric company. First, the internal users of market research extend beyond the marketing department to all areas of the organization that touch customers—including finance (the source of customer payment options) and distribution (the source of delivery timing and service). Second, the scope of analysis shifts from an aggregate view to an individual view of customer activities and value. Third, market research shifts its attention to acquiring the customer input that will drive improvements in customer-focused metrics such as CLV and customer equity.
What’s wrong with this picture? This firm—like too many—is still managed as if it were stuck in the 1960s, an era of mass markets, mass media, and impersonal transactions. Yet never before have companies had such powerful technologies for interacting directly with customers, collecting and mining information about them, and tailoring their offerings accordingly
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