ABSTRACT
Given the challenge of radical customer and market change we examined in the last chapters, now we can contrast traditional models of marketing programmes to the new realities and demands we face and the dramatically different agenda managers face in the process of going to market. This agenda is going to be the basis for many careers in “new marketing” and for getting marketing back onto the top management agenda, from where it has slipped in recent years. The reason is that the conclusion to which we are working is that marketing is strategy – only when you have a strategy can you make sensible decisions about customer service, responding to market changes and investing in marketing actions. This sets us up for the next stage – looking at value-based strategy. The structure of this chapter is explained in Figure 4.1.
