Unleashing the Power of Marketing
Until a few years ago, General Electric believed that its products could virtually market themselves. Marketers had been limited to passively pushing information to those centrally responsible for innovation-typically in R&D or engineering-with the result that brilliant minds were languishing in dead-end jobs. When it came to discussions about corporate strategy, marketing wasn't at the table. But as GE's businesses matured, the company realized that it could no longer win simply by launching increasingly sophisticated technologies or taking existing technologies to new markets. To succeed, GE would need a marketing engine that could collaborate directly with customers and lead to new markets-one rooted in standards as rigorous as those for functions such as finance and human resources. CEO Jeff Immelt issued a mandate that marketing should be a vital operating function across GE and an engine for organic growth. The marketing team took on the challenge of identifying and codifying from scratch the skills it would need. The result was a marketing framework for the entire company along three dimensions: principles (creating a common language and standards), people (getting the right leaders in place), and process (including very specific measures for grading performance). Marketers took their place alongside technologists and had a voice earlier in the process, as GE's innovation expanded to include ideas grounded in customer needs and market trends.
【書誌情報】
ページ数:16ページ
サイズ:A4
商品番号:HBSP-R1010H
発行日:2010/10/1
登録日:2012/3/28