Let marketers reclaim corporate / created by Jan Mattsson, Ram Ramaseshan and David Carson

By:

Mattsson, Jan [author]

Contributor(s):

Material type: Text

TextSeries: Journal of Strategic Marketing ; Volume 14, number 2,Abingdon: Taylor and Francis, 2006-Content type:

text

Media type:

unmediated

Carrier type:

volume

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Summary: Marketing is by many observers considered to be on the sidelines of corporate strategy making. Instead, it is argued that marketing should be the very core of strategy making. Scholars of the crucial employee‐customer interface should be able to develop strategic models of real relevance and value with the aim to reassert our discipline in strategic terms. Arguments in favor of building strategy from the bottom up, instead of the top down are strong. Enacting strategy through supporting competent managers who practice ‘servant leadership’ we propose to be the key to both strategy formulation and implementation.

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Holdings
Item type	Current library	Call number	Vol info	Status	Notes	Date due	Barcode
Journal Article	Main Library Journal Article	HF5415.13 JOU (Browse shelf(Opens below))	Vol.14, No 2, pages 165-174	Not for loan	For in-house use only

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Marketing is by many observers considered to be on the sidelines of corporate strategy making. Instead, it is argued that marketing should be the very core of strategy making. Scholars of the crucial employee‐customer interface should be able to develop strategic models of real relevance and value with the aim to reassert our discipline in strategic terms. Arguments in favor of building strategy from the bottom up, instead of the top down are strong. Enacting strategy through supporting competent managers who practice ‘servant leadership’ we propose to be the key to both strategy formulation and implementation.

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