市场营销演讲作业.ppt

Rethinking Marketing Because companies can now interact directly with customers, they must radically reorganize to put cultivating relationships ahead of building brands. by Roland T. Rust, Christine Moorman, and Gaurav Bhalla Reporter :ZhaoYeWang College of Economics and Management Article From Harvard Business Review January–February 2010 The CCO Chief customer officer Imagine a brand manager sitting in his office developing a marketing strategy for his company’s new sports drink. He identifies which broad market segments to target, sets prices and promotions, and plans mass media communications. The brand’s performance will be measured by aggregate sales and profitability, and his pay and future prospects will hinge on those numbers. What’s wrong with this picture? Cultivating Customers The key distinction between a traditional and a customer- cultivating company is that one is organized to push products and brands whereas the other is designed to serve customers and customer segments. Large B2B firms are often advanced in their customer orientation, and some B2C companies are making notable progress. Reinventing Marketing Directors and management need to spearhead the strategy shift from transactions to relationships and create the culture, structure, and incentives necessary to execute the strategy. What does a customer-cultivating organization look like? The first order of business is to replace the traditional CMO (首席营销官）with a new type of leader—a chief customer officer（CCO首席客户官）. The CCO. Chief customer officers are increasingly common in companies worldwide To be effective, the CCO role as we conceive it must be a powerful operational position, reporting to the CEO. A successful CCO promotes a customer-centric culture and removes obstacles to the flow of customer information throughout the organization. The CCO must create incentives that eliminate these counterproductive mind-sets. Ultimately, the