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Peter Fisk

Marketing Genius

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The little black book of marketing is here. Marketing guru Peter Fisk's inspirational manual of marketing shows you how to inject marketing genius into your business to stand out from the crowd and deliver exceptional results. Marketing Genius is about achieving genius in your business and its markets, through your everyday decisions and actions. It combines the deep intelligence and radical creativity required to make sense of, and stand out in today's markets. It applies the genius of Einstein and Picasso to the challenges of marketing, brands and innovation, to deliver exceptional impact in the market and on the bottom line. Marketers need new ways of thinking and more radical creativity. Here you will learn from some of the world's most innovative brands and marketers – from Alessi to Zara, Jones Soda to Jet Blue, Google to Innocent. Peter Fisk is a highly experienced marketer. He spent many years working for the likes of British Airways and American Express, Coca Cola and Microsoft. He was the CEO of the world's largest professional marketing organisation, the Chartered Institute of Marketing, and lead the global marketing practice of PA Consulting Group. He writes and speaks regularly on all aspects of marketing. He has authored over 50 papers, published around the world, and is co-author of the FT Handbook of Management. «Marketers who want to recharge their left and right brains can do no better than read Marketing Genius. It's all there: concepts, tools, companies and stories of inspired marketers.» —Professor Philip Kotler, Kellogg Graduate School of Management, and author of Marketing Management
“A fantastic book, full of relevant learning. The mass market is dead. The consumer is boss. Imagination, intuition and inspiration reign. Geniuses wanted.” —Kevin Roberts, Worldwide CEO Saatchi & Saatchi, and author of Lovemarks
“This is a clever book: it tells you all the things you need to think, know and do to make money from customers and then calls you a genius for reading it.” —Hamish Pringle, Director General of Institute of Practitioners in Advertising, and author of Celebrity Sells
“This is a truly prodigious book. Peter Fisk is experienced, urbane and creative, all the attributes one would expect from a top marketer. The case histories in this book are inspirational and Peter's writing style is engaging and very much to the point. This book deserves a special place in the substantial library of books on marketing.” —Professor Malcolm McDonald, Cranfield School of Management, and author of Marketing Plans
«Customers, brands and marketing should sit at the heart of every business's strategy and performance today. Marketing Genius explains why this matters more than ever, and how to achieve it for business and personal success” —Professor John Quelch, Professor of Business Administration at Harvard Business School and author of New Global Brands
«Marketing Genius offers marketers 99% inspiration for only 1% perspiration.” —Hugh Burkitt, CEO, The Marketing Society
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  • Marta Bakračцитирует8 лет назад
    TRACK 2 EXPECTATIONS
    Creating tomorrow while delivering today
    ‘The rise of an information age doesn’t mean we stop producing or selling. We still need products and services. But it does mean that the business and marketing strategies that made sellers’ brands powerful yesterday won’t necessarily keep them tomorrow. If it’s not a win-win for both sides, one side or the other will see no reason to pursue the relationship.’

    Alan Mitchell

    ‘The web enables total transparency. People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead.’

    Kjell Nordström and Jonas Ridderstråle

    Markets increasingly drive the business, yet marketers are not in the driving seat. Marketing is still too often seen as a peripheral function, a specialist community, a drain on expenditure, a support to the sales team.

    Marketing is much more than this: a process for the whole business, although it may require some specialist practitioners too. It drives demand in the short and long term. It fuels profits, today and tomorrow. It creates the future and delivers today, driving sales and delivery of the customer experiences, while also developing the new markets and products, and builds the brands and relationships to ensure success in them. It also typically delivers a better return on investment than any other part of business.

    It is time for marketers to move from the fringes to the centre of decision-making, harnessing the momentum of market change, and the authority of the customer, to shape strategies and business priorities from the outside in, rather than inside out.

    Business has been led for too long from the inside out. Accountants and operational managers have sought to improve what has always been done, rather than respond to and exploit the best opportunities in the market. The danger, of course, with incrementalism is that it can lead to irrelevance, rather than addressing the real opportunities of markets.

    However, marketers must change if they want to take centre stage, and indeed if they want to survive.

    The biggest opportunities in business today lie not in improving the efficiency of what you have already done, but by embracing change in the outside world. This is primarily a marketing challenge.

    Businesses need marketers now more than ever.

    Marketers must form the response to this change: to see the new game either being played or emerging, break out of the conventions that were designed for a previous century, exceed expectations on the high street and stock markets, and create exceptional value for customers and for shareholders, and in new ways.

    Today the expectations are incredibly high on all sides:
    • Customers want more than a product or service. They used to tolerate stock-outs and be happy to come back again next week, or delivery times in weeks and months, and accept that in a mainstream store there would be no negotiation, and they would expect to pay the full price. Their experiences of Amazon to Wal-Mart have changed that. They now expect the best quality products, confidence that their expectations will always be met, personalized solutions to meet their wider needs, same-day delivery, and lowest prices.
    • Employees want more than a job that pays a salary. They used to tolerate menial tasks, in a sterile environment, where their role would not change over time, and as long as they got paid they did not care about the wider organization or its customers and shareholders. They now expect a more fulfilling role, a better environment and benefits beyond payment, they expect to learn and progress, care passionately about their customers; they want to influence their organization, and be proud of it.
    • Shareholders want more than a return on investment. They used to tolerate ups and downs in share prices, lack of short-term profits in order to invest in future, no dividend payments some years, annual updates at the AGM. Their experiences of dotcoms and hedge funds have changed that. They expect regular and transparent information, more influence and power, constant growth in quarterly profits, regular dividends and the best returns across sector, not just among peers.
    Stakeholders, more broadly, have gone from being of minor importance, through important from the perspective of compliance, to being partners in creating superior value for shareholders. This might include:
    • Access to socially responsible investor capital.
    • Attracting and retaining the best talent.
    • Building brand loyalty and reputation with customers.
    • Accessing strategic resources and capabilities through partners.
    • Improved employee relations and conflict resolution with unions.
    • Increased efficiency and collaboration across the value chain.
    • Greater influence, favourability and flexibility with regulators.
    • Mutual support and accommodation in local communities.
  • Marta Bakračцитирует8 лет назад
    • Shareholders want more than a return on investment.
  • Marta Bakračцитирует8 лет назад
    • Employees want more than a job that pays a salary.

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