Roland T. Rust, Christine Moorman, and Gaurav Bhalla:
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.Brokers have a great opportunity to build AND own their marketing platform today, via a single entry system, blogs, a branded iPhone app and active cultivation of their clients via a pervasive CRM system, like Main Street.What's wrong with this picture? This firm--like too many--is still managed as if it were stuck in the 1960s, an era of mass markets, mass media, and impersonal transactions. Yet never before have companies had such powerful technologies for interacting directly with customers, collecting and mining information about them, and tailoring their offerings accordingly. And never before have customers expected to interact so deeply with companies, and each other, to shape the products and services they use. To be sure, most companies use customer relationship management and other technologies to get a handle on customers, but no amount of technology can really improve the situation as long as companies are set up to market products rather than cultivate customers. To compete in this aggressively interactive environment, companies must shift their focus from driving transactions to maximizing customer lifetime value. That means making products and brands subservient to long-term customer relationships. And that means changing strategy and structure across the organization--and reinventing the marketing department altogether.
