Marketing

what is casium

Casium \ka-zē-əm\
Noun
Company that provides content on management topics to business schools, publications and corporations. Focuses on salient facts and potential management lessons, as in business school cases. Emphasizes clarity through tight writing and concise charting.

Marketing

Surfing 2.0
In "Groundswell", Charlene Li and Josh Bernoff of Forrester Research propose a segmentation of Web 2.0 users and show how companies can profit from those users.

Better means customization
The Canadian division of Callaway, the golf equipment manufacturer, has improved customer service by setting up a sleak program of golf club customization.

Inside the buyer’s brain
In "Buyology" Martin Lindstrom seeks to understand why purchasers buy what they buy. Rather than rely on traditional methods, he attempts to find an answer by getting inside their brains

Are you being served?
Dining out… or even sipping coffee has undergone a sea change. Stylised ambience. Themed interiors. Exotic menus. Read about how it’s done…

The vision thing in marketing
Scott Davis does not believe that marketers are fulfilling their strategic potential. In his recent book "The Shift" he outlines the five moves marketers must make to join their functional colleagues in steering top-line and bottom-line growth.

Born-again meets marketing
Larry Light served as Global CMO for McDonald’s from 2002 to 2005, during the beginning of the company’s turnaround process. In “Six Rules for Brand Revitalization,” he and Joan Kiddon present six rules culled from that successful revitalization.

Marketing the socially responsible way
Cause-Related Marketing (CRM) is making strides in India. Nagendra Chowdhary (IBSCDC) looks at how Tata Tea revamped its image and increased market share by using CRM for its Jaago Re! campaign.

Sails and marketing
Professor Henk Volberda (Rotterdam School of Management) looks at ABN AMRO’s use of sailing in its "one bank" strategy via participation in the Volvo Ocean Race (VOR).

Hot causes and cool mobilization
Professor Hayagreeva Rao (Stanford) explores how hot causes have fired up activists, either for positive change, or for opposition to perceived threats. The relevance to business has to do with the impact of market rebels on innovation. (1/4)

Rebelling for innovation
Some rebellions are destructive. Others are constructive. In this second instalment on "Market Rebels," we dissect two rebellions that have brought about positive change: micro-brewing of American beer and Nouvelle Cuisine in France. (2/4)

Si(g)nology
Manufacturing is not the only sector to have taken off in China. So has advertising. Professor Elisabeth Köll (Harvard) has put together a case which looks at Chinese advertising in general and the development of JWT China in particular.

Over our dead bodies
Some rebellions are built on anger. Even so, these can also be constructive. In this third instalment on "Market Rebels," we examine rebellions of a more destructive nature, rebellions that are less about innovation than about organizational change. (3/4)

Rebel for your own good
Should executives also be Che Guevaras? In this final instalment on "Market Rebels," we examine the dynamite that sociologists and activists have found useful in sparking rebellions.(4/4)

Lifetime of value
"Managing Customers as Investments" starts out with a simplified algorithm that helps estimate customer lifetime value. This indicator measures what a typical customer is worth to a company, in terms of a profit stream over her lifetime. (1/5)

Measuring marketing on money
Marketing effectiveness is typically measured by market share or turnover. Different metrics proposed in "Managing Customers as Investments" focus on customer profitability and retention. How useful are such ‘new metrics’? (2/5)

Latest in Marketing

Fixation on the customer
"Managing Customers as Investments" offers a four-step approach to customer-based planning. Two steps of reciprocal analysis (company and customer), and then on to designing and measuring marketing activities on the basis of that groundwork. (4/5)

Whole sum of parts
Why not value companies based on the value of their customers? "Managing Customers as Investments" argues that traditional measures of company value are not sufficiently connected to the value of their customers. (3/5)