Gerald (Marketing Management Services International) Michaluk,
Gerald Michaluk
The Marketing Director′s Role in Business Planning and Corporate Governance
Gebonden Engels 2007 9780470515808
Verwachte levertijd ongeveer 16 werkdagen
Samenvatting
Corporate governance is a hot topic, as is the need for marketing to operate at board level. But no–one has yet brought the two issues together. This book changes that. Gerald MichIaluk builds on the latest research to help marketing directors incorporate marketing systems and best practice into a board s decision–making process.
Michaluk outlines marketing s key role in alerting the board to market conditions that merit adjustment of the corporate strategy, thus ensuring that strategy is based on sound intelligence and grounded in market reality. The book is illustrated with examples from a host of top companies, as well as interviews with their CEOs and CMOs.
Specificaties
ISBN13:9780470515808
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:312
Uitgever:John Wiley & Sons
Hoofdrubriek:Reclame en verkoop, Algemeen management
Lezersrecensies
Wees de eerste die een lezersrecensie schrijft!
Inhoudsopgave
ACKNOWLEDGEMENTS.
<p>ACRONYMS USED IN THE TEXT.</p>
<p>1 BOARD LEVEL IMPLICATIONS.</p>
<p>The role of the board of directors.</p>
<p>The marketing director as a leader.</p>
<p>Types of director.</p>
<p>The managing director.</p>
<p>With great risk there has to be great rewards.</p>
<p>Company minutes and resolutions.</p>
<p>Summary.</p>
<p>2 WHO DO WE SERVE AS DIRECTORS?</p>
<p>Surveying the organisation.</p>
<p>Publics maps.</p>
<p>Company stakeholders.</p>
<p>Growth in consumerism.</p>
<p>The big picture.</p>
<p>Summary.</p>
<p>3 THE TOOLS AND AIDS AVAILABLE TO THE MARKETING DIRECTOR.</p>
<p>Time management.</p>
<p>Assistants.</p>
<p>The marketing director s primary areas of responsibility.</p>
<p>Information and its value.</p>
<p>Knowledge security.</p>
<p>Marketing intelligence.</p>
<p>Summary.</p>
<p>4 MARKETING ADVANTAGE FROM TOP DOWN AND BOTTOM UP.</p>
<p>Leadership and leading by example.</p>
<p>C4IRS.</p>
<p>Communications and command.</p>
<p>Control.</p>
<p>Intelligence.</p>
<p>Surveillance.</p>
<p>Reconnaissance.</p>
<p>McKinsey s 7–S model.</p>
<p>All together.</p>
<p>The open mind.</p>
<p>Breakthrough marketing.</p>
<p>Summary.</p>
<p>5 CORPORATE GOVERNANCE AND RISK ASSESSMENT.</p>
<p>The FRC Code of Conduct.</p>
<p>What s it all worth?</p>
<p>Does anyone comply?</p>
<p>Risk.</p>
<p>Summary.</p>
<p>6 INNOVATION AND BUSINESS PLANNING RESEARCH.</p>
<p>Chicken or egg?</p>
<p>Unique selling proposition.</p>
<p>Incremental improvements.</p>
<p>Traditional market research.</p>
<p>Validity and reliability.</p>
<p>Access to information.</p>
<p>Summary.</p>
<p>7 BUSINESS PLANNING PROCESS.</p>
<p>Corporate vision mission and values.</p>
<p>How long should you spend on business planning?</p>
<p>STORM.</p>
<p>The board s role.</p>
<p>8 BENCHMARKING PERFORMANCE.</p>
<p>The ABCD WOW of benchmarking.</p>
<p>Project planning.</p>
<p>Summary.</p>
<p>9 CORPORATE SYSTEMS TO AID MANAGEMENT AND CONTROL.</p>
<p>On Demand.</p>
<p>Relationship systems.</p>
<p>Summary.</p>
<p>10 BOARDROOM POLITICS: ONLY THE PARANOID SURVIVE .</p>
<p>Boardroom threats.</p>
<p>Knowledge is power.</p>
<p>Standard protection mechanisms.</p>
<p>Risk takers.</p>
<p>Summary.</p>
<p>11 THE STOCK MARKET.</p>
<p>The role of finance.</p>
<p>Shareholders.</p>
<p>Profit and loss accounts and balance sheets.</p>
<p>Gearing.</p>
<p>Investor evaluation of your stock.</p>
<p>Summary.</p>
<p>12 FLOTATION AND BEYOND.</p>
<p>To float or not to float?</p>
<p>Summary.</p>
<p>13 SHAREHOLDER VALUE.</p>
<p>Return on investment.</p>
<p>The old military model of selection.</p>
<p>Summary.</p>
<p>14 COMPETENCE, INTEGRITY, HONOUR AND TRUST.</p>
<p>The director s role.</p>
<p>APPENDIX 1.</p>
<p>APPENDIX 2.</p>
<p>GLOSSARY OF MARKETING TERMS.</p>
<p>BIBLIOGRAPHY.</p>
<p>INDEX.</p>
<p>ACRONYMS USED IN THE TEXT.</p>
<p>1 BOARD LEVEL IMPLICATIONS.</p>
<p>The role of the board of directors.</p>
<p>The marketing director as a leader.</p>
<p>Types of director.</p>
<p>The managing director.</p>
<p>With great risk there has to be great rewards.</p>
<p>Company minutes and resolutions.</p>
<p>Summary.</p>
<p>2 WHO DO WE SERVE AS DIRECTORS?</p>
<p>Surveying the organisation.</p>
<p>Publics maps.</p>
<p>Company stakeholders.</p>
<p>Growth in consumerism.</p>
<p>The big picture.</p>
<p>Summary.</p>
<p>3 THE TOOLS AND AIDS AVAILABLE TO THE MARKETING DIRECTOR.</p>
<p>Time management.</p>
<p>Assistants.</p>
<p>The marketing director s primary areas of responsibility.</p>
<p>Information and its value.</p>
<p>Knowledge security.</p>
<p>Marketing intelligence.</p>
<p>Summary.</p>
<p>4 MARKETING ADVANTAGE FROM TOP DOWN AND BOTTOM UP.</p>
<p>Leadership and leading by example.</p>
<p>C4IRS.</p>
<p>Communications and command.</p>
<p>Control.</p>
<p>Intelligence.</p>
<p>Surveillance.</p>
<p>Reconnaissance.</p>
<p>McKinsey s 7–S model.</p>
<p>All together.</p>
<p>The open mind.</p>
<p>Breakthrough marketing.</p>
<p>Summary.</p>
<p>5 CORPORATE GOVERNANCE AND RISK ASSESSMENT.</p>
<p>The FRC Code of Conduct.</p>
<p>What s it all worth?</p>
<p>Does anyone comply?</p>
<p>Risk.</p>
<p>Summary.</p>
<p>6 INNOVATION AND BUSINESS PLANNING RESEARCH.</p>
<p>Chicken or egg?</p>
<p>Unique selling proposition.</p>
<p>Incremental improvements.</p>
<p>Traditional market research.</p>
<p>Validity and reliability.</p>
<p>Access to information.</p>
<p>Summary.</p>
<p>7 BUSINESS PLANNING PROCESS.</p>
<p>Corporate vision mission and values.</p>
<p>How long should you spend on business planning?</p>
<p>STORM.</p>
<p>The board s role.</p>
<p>8 BENCHMARKING PERFORMANCE.</p>
<p>The ABCD WOW of benchmarking.</p>
<p>Project planning.</p>
<p>Summary.</p>
<p>9 CORPORATE SYSTEMS TO AID MANAGEMENT AND CONTROL.</p>
<p>On Demand.</p>
<p>Relationship systems.</p>
<p>Summary.</p>
<p>10 BOARDROOM POLITICS: ONLY THE PARANOID SURVIVE .</p>
<p>Boardroom threats.</p>
<p>Knowledge is power.</p>
<p>Standard protection mechanisms.</p>
<p>Risk takers.</p>
<p>Summary.</p>
<p>11 THE STOCK MARKET.</p>
<p>The role of finance.</p>
<p>Shareholders.</p>
<p>Profit and loss accounts and balance sheets.</p>
<p>Gearing.</p>
<p>Investor evaluation of your stock.</p>
<p>Summary.</p>
<p>12 FLOTATION AND BEYOND.</p>
<p>To float or not to float?</p>
<p>Summary.</p>
<p>13 SHAREHOLDER VALUE.</p>
<p>Return on investment.</p>
<p>The old military model of selection.</p>
<p>Summary.</p>
<p>14 COMPETENCE, INTEGRITY, HONOUR AND TRUST.</p>
<p>The director s role.</p>
<p>APPENDIX 1.</p>
<p>APPENDIX 2.</p>
<p>GLOSSARY OF MARKETING TERMS.</p>
<p>BIBLIOGRAPHY.</p>
<p>INDEX.</p>
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