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Tilt, 3. Seizing the Downstream Advantage
Dawar, NirajBook Chapter HBS-0004BC-EMarketingIn Chapter 3, Seizing the Downstream Advantage (10 pages), the author looks at the unique value of customer-focused strategies. He explains that to create a successful tilt strategy, a company must categorize its company's resources as either upstream or downstream. While an upstream strategy focuses on products and production, the downstream strategy involves a company's knowledge of and relationship with customers. The author then analyzes both...Starting at €8.20
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Tilt, 4. Seeing New Value in Your Customers
Dawar, NirajBook Chapter HBS-0005BC-EMarketingChapter 4, Seeing New Value in Your Customers (22 pages), launches a three-chapter exploration of how successful companies create competitive advantage using their market and customer data. The author argues that a company's ability to aggregate data to reveal patterns and changes across its customer base is an important proprietary asset. Advances in technology have revolutionized how a business can collect and use a greater volume and range of ...Starting at €8.20
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Tilt, 6. Scoping Out the Playing Field
Dawar, NirajBook Chapter HBS-0007BC-EMarketingChapter 6, Scoping Out the Playing Field (8 pages), begins a three-chapter examination of how the customer makes purchase decisions. The author considers why branding can be a powerful downstream competitive advantage. He explains that the goal of brand management is to capture customer mindshare and defines the competitive playing field as the time and brain power a customer spends thinking about a brand and purchase. He further explains that th...Starting at €8.20
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Tilt, 7. Taking Control of Criteria of Purchase
Dawar, NirajBook Chapter HBS-0008BC-EMarketingIn Chapter 7, Taking Control of Criteria of Purchase (24 pages), the author explores the consumer decision-making process. He explains how customer decisions are based on a set of criteria about product benefits that an individual uses to organize and assess different brands. Competitive advantage comes from a company's ability to influence which criteria customers use for decision-making. The author shows how a market leader can be the first bra...Starting at €8.20
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Tilt, 9. Busting Myths in the Marketplace Wars
Dawar, NirajBook Chapter HBS-0009BC-EMarketingChapter 9, Busting Myths in the Marketplace Wars (28 pages), launches a three-chapter section on strategic implications of a tilt strategy. The author challenges six assumptions about upstream business strategy and suggests new approaches. First, he explains that market leadership is determined by which product delivers the best on the critical criteria for that market. Second, he shows leading customer desires is the key to market success. Third...Starting at €8.20
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Tilt, 10. Understanding Why Downstream Competitive Advantage Is Sustainable
Dawar, NirajBook Chapter HBS-0010BC-EMarketingChapter 10, Understanding Why Downstream Competitive Advantage Is Sustainable (13 pages), outlines the reasons behind the success of tilt strategies in two ways. First, the author shows how downstream competitive advantage creates a network effect, or market success within a group that draws others into that group. He explains why this type of advantage is powerful and unique, and provides insight into how to create this effect. Second, he explai...Starting at €8.20
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Gain Credibility and Buy-In: CMO Strategies for Facilitating Silo Cooperation
Aaker, DavidBook Chapter HBS-6281BC-EMarketingCredibility is the key to CMO success at breaking down silo barriers and fostering cooperation and synergy. Without mutual respect, without an atmosphere where silos include or seek out the CMO's team, progress on cross-silo issues will be slow. This chapter introduces five routes to gaining credibility and buy-in for initiatives. This chapter is excerpted from "Spanning Silos: The New CMO Imperative."Starting at €8.20
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Prioritize Brands in the Portfolio: Developing a Brand Portfolio Strategy in a Silo Environment
Aaker, DavidBook Chapter HBS-6288BC-EMarketingMost CMOs looking at their organizations see too many brands with too few priorities and too little leverage-a context that makes it difficult to create strong brands and effective marketing. Silos, particularly product silos, can significantly contribute to brand proliferation and the absence of an effective portfolio strategy. Developing a brand portfolio strategy in a silo environment involves making the decision to add or eliminate brands, as...Starting at €8.20
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Create Winning Marketing in a Silo World
Aaker, DavidBook Chapter HBS-6289BC-EMarketingOrganizations need brilliant, break-out-of-the-clutter marketing programs directed at priority markets, especially in these days of media fragmentation. Great marketing is not only cost effective, but will bring silos together. The challenge is how to rise above good to superior in silo markets while creating synergy and leveraging the scope of the organization. This chapter looks at ways of making silos assets instead of hindrances in creating o...Starting at €8.20
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The CMO's First Ninety Days
Aaker, DavidBook Chapter HBS-6290BC-EMarketingWhat should the CMO do during the first ninety days of a new or revitalized job? What should be the first-year agenda? The importance of getting off to a good start and avoiding a bad one is crucial for anyone undertaking a change agent role, even if the change has an extended time horizon. The early efforts should have two prongs: assessing the organization's capability to span silos, and creating an action plan. This chapter is excerpted from ...Starting at €8.20