Index
- A
- Accenture
- Accountability, 156
- Activities, coordination capacity, 9
- Airbnb, 33–34
- two‐sided marketplace example, 170
- Alexa, voice command response, 216
- Alignment, comprehensiveness (unification stage), 190–191
- Allred, Sarah, 183
- Alphabet, cash rich status, 163
- Amazon, environment‐related challenges, 201
- AMD, TSMC usage, 226
- Appearance, suitability, 156
- Apple
- Architecture (marketing), business outlook, 123
- Ariston, customer analysis, 95–96
- Arnault, Bernard, 161
- Artificial intelligence (AI), support/usage, 192, 199
- Assets
- Audi, resources (pooling), 18
- Augmented reality (AR), usage, 213, 217
- Automation, 214
- processes (support), digital technology (usage), 37–38
- Autonomous EVs, development, 128
- Autonomy
- Aware stage, Appeal stage, Ask Stage, Act stage, Advocate stage, 130
- AXS Lab, PwC collaboration, 103
- B
- Bain & Company, project‐based work analysis, 53
- Balance sheet (B/S), 161–162, 164–165, 165f, 183
- Bamboocycles
- Bargaining position, 230–232
- Bennis, Warren, 114
- Berg, Katrina, 48
- Bias, avoidance, 9
- Big data, leveraging, 37
- BMW Group, resources (pooling), 17
- Brand
- Brand/character, shift, 137
- Break‐even points, 190
- Brown, Reggie, 88
- Business
- Business models
- Business of experience (BX), 3n
- Business Reality Check (American Express), 116
- Bytedance, app creation, 93–95
- C
- Candidates, recognition, 151
- Capability
- Capital expenditures (CAPEX), 176, 179, 192
- Capital optimization, 67
- Cárdenas Landeros, Diego A., 67–68
- Cargill, Inc., employee motivation/engagement problem, 53–54
- Caring, sense (instilling), 208
- Carlson, Curtis, 15
- Cash flow (C/F), 3, 162
- Cash, importance, 162–163
- Cassava Bags Australia, 201
- Challenges, advantages sources (contrast), 30f
- Champion program (Carlson), 15
- Change, appearance, 20–22
- Change, competitors, customers, and companies (4Cs), 2
- Character, building, 208
- Chatbots, usage, 216
- Choices, creation/selection, 82
- Circular economy, 245
- Clarification, 135
- Cloud computing, 212
- Coaching/mentoring, providing, 151
- Codification, 136
- Coefficient, values, 84t, 86t
- Collaboration
- Commercialization, 137
- Communication
- Communitization, 134–135
- Community, attention, 203–204
- Community platform, tool, 216
- Companies
- Compatibility, flawlessness, 236
- Compensation management software, 211–212
- Competency, 23, 131
- Competency, profitability, and sustainability (CPS) cycle, 221, 222f, 223
- Competition
- Competitor analysis, 96, 97f
- Confirmation, 135
- Connected customers, 35–37
- Conservative approach, radical approach (contrast), 97
- Conservative companies, 41–46
- characteristics, 44t–45t
- Conservative‐progressive firmographic continuum, 41f, 42f, 46
- Consumer prices, dynamism, 206
- Cooperating/coopetition, 28
- Coordination, limitation (unification stage), 189–190
- Corporate entrepreneurship, 14
- Corporate social responsibility (CSR), 6
- Corporate valuation, stages, 175
- Cost efficiency, 214
- Cost per action (CPA), 185
- Counterclockwise approach, 165–174
- COVID‐19 pandemic
- Creative capability, building, 144–146
- Creative ideas, realization, 83f
- Creative process, divergent/convergent approach, 83f
- Creative proposal, overpromising, 77
- Creativity
- balance sheet, connection, 79
- effectiveness, 84–85
- efficiency, 85–86
- essence, 80–82
- intensity, 70
- investment ranges, 90f
- investor skepticism, 76–77
- mindset, 49–50
- orientation, clarity (absence), 71
- problem, 69–71
- productivity, 86–87
- purpose, clarity (absence), 69–70
- stagnation, 227
- underappreciation, 71
- usage, 87–91
- weakness, 69
- Creativity, innovation, entrepreneurship, and leadership (CI‐EL), 1, 49, 110
- Cross‐functional collaboration, strengthening, 150
- Crowdsourcing, 100
- Curiosity, strength, 144–145
- Currency exchange rates, 206
- Customer acquisition cost (CAC), 185
- Customer‐centric approach, 3, 25, 34, 100, 113
- Customer‐centricity
- Customer‐centric organization, 131
- Customer data platform (CDP), 192, 215
- Customer‐generated content, 204
- Customer lifetime value (CLV), 185
- Customers
- analysis, 95–96, 97f
- attraction, 75–77
- care, absence, 228
- characteristics, 35–37
- contextual approach, 204
- experience, 218
- financial activities, examples, 194t–195t
- loyalty
- management, 37–39, 203–205
- navigation, 33, 40–41
- satisfaction, challenge, 36
- service quality, improvement, 37
- sophistication, 36, 241
- support, ability, 9
- technology, usage, 215–218
- touch, elevation, 217
- D
- Daimler AG, resources (pooling), 17
- Data analytics, usage, 212–213
- D'Aveni, Richard, 22
- DBS Bank
- Decision making, effectiveness, 157
- Deloitte
- Diamond model (4C), 20–21, 21f, 34, 35f, 45
- Dichotomies, convergence (need), 242
- Differentiation, 136
- Digital capabilities, 27
- Digitalized marketing capabilities, need, 37–38
- Digitization orientation, 228
- Discounted cash flow (DCF), 176
- Distinctive competency, 222
- Drivers, competition, 22–23
- du Pont, E.I., 60
- Dynamics
- E
- Economic growth, deceleration, 19–20
- Economic risks, 168
- analysis, 174–175
- Efficiency, effectiveness (combination), 183–184
- Ek, Daniel, 47
- Electric vehicle (EV)
- Embedded CSR, 220
- Employee mentality, 5–6
- Enabler tools, providing, 154
- Entrepreneurial approach, 11
- Entrepreneurial capability, building, 148–150
- Entrepreneurial marketing, 7, 14f
- Entrepreneurial mindset, 227
- Entrepreneurial Mindset, The (MacMillan), 112
- Entrepreneurship
- Entry barrier, providing, 234–235
- Environmental, social, governance (ESG) criteria, relevance, 244
- Environmental‐social‐governance(ESG) ratings, basis, 126
- Environment quality, improvement, 219
- Equity multiplier ratio, 171–172, 172f
- European Union, battery rechargers, 17
- Evergrande, default, 80
- Experimentation, facilitation, 149
- F
- Facial recognition technology, 217–218
- Failure
- Fear of missing out (FOMO), 130
- Fernandes, Tony, 88
- Finance
- Finance‐marketing loop, 193–197, 193f
- Financial activities, examples, 194t–195t
- Financial projection development, 176
- Financial ratios, counterclockwise approach, 165–174
- Financial results, intangible assets (impact), 191
- Financial risks, 172
- Financial statements, 185–188
- Firmographic continuum, 44t–45t
- Flexibility
- Ford Motor Company, resources (pooling), 17
- Fujifilm
- Functions, integration, 55
- Future trajectory, securing, 161
- G
- Garamba National Park, 58
- Garvin, David, 114
- Generation Z, impact, 243
- Get‐Give Fit, 100
- Gig economy, flexibility/definition, 127
- Global economic growth, 245t
- Global Environmental and Safety (EAS) team (Estée Lauder), 219
- Global Innovation 1000 (PwC study), 103
- Goals, focus/emphasis, 153
- Goleman, Daniel, 111
- Goodwill, communication, 220–221
- Great Resignation, 89
- Green manufacturing, importance, 218–220
- Green material, usage, 218
- Gross margin, maintenance, 167t
- Gupta, Piyush, 123, 138
- H
- Hastings, Reed, 109
- HDTV, development, 15
- Helicopter view analysis, 157
- Hilton (hotels), 33
- Historical financial performance evaluation, 175–176
- H&M, green lines (launch), 205
- Holistic approach, relevance, 246
- Holistic perspective (entrepreneurial marketing), 1
- Human capital, overlooking, 5–6
- Humanity, technology
- Humanity, term (usage), 3
- I
- ICBC. See Industrial and Commercial Bank of China
- Idea
- Idealism, reality (connection), 70
- IKEA products, VRIO analysis, 132–133, 133f
- Imaginative capabilities, funding (securing), 79
- Improvement
- Income statement (I/S), 162
- In‐depth company analysis, 175
- Indonesian mythic symbols, 249–252
- Industrial and Commercial Bank of China (ICBC), establishment/success, 21–22
- Industrial Internet of Things (IIoT), 214–215
- Industry potential/economic risk analysis, 175–176
- Inertia
- Information dissemination, 55
- Innovation, 147
- Innovation‐based strategic intent, 147
- Innovative culture, consistency, 148
- Instagram, 7, 203
- Intangible assets, 71, 176, 197
- Intangible resources, importance, 23
- Integration (unification stage), 191–193, 230–232
- Integrity, display, 10
- Intelligent machines, digital technology (usage), 58
- Intercontinental (hotels), 33
- Interdependency
- International Monetary Fund (IMF)
- Internet of Things (IoT), 214–216
- Internet users, number (increase), 202–203
- Intrapreneurship, 14
- Investment decision making, 176–177
- Investors
- Investors, attraction, 75–77
- Iterations, performing, 147
- iTunes purchases, 215
- L
- Leadership
- Learning
- Learning culture, nurturing, 149
- Lenders, perspective, 79–80, 81f
- Leverage, display, 172
- LG, competition, 129
- Linear relationship, insufficiency, 232
- LinkedIn (social media platform), 203
- Long‐term high margin, 102
- Long‐term low margin, 102
- Lorentzon, Martin, 47
- Louis Vuitton, value, 161
- M
- Machine‐to‐machine (M2M) communication, 214
- MacMillan, Ian, 111–112
- Macro‐environment changes, ignoring, 228
- Macroenvironment, ignoring, 4
- Management
- Marcus, Leonard, 120
- Margins, innovative solutions, 99
- Marhen J., 27
- Market
- Market‐based view (MBV), 97
- Market‐driven company, 4C model, 98f
- Market‐driven/market‐driving, terms (usage), 41
- Market‐driving company, 4C model, 98f
- Marketing
- architecture
- blind spots, overcoming, 3–6
- curve, future, 246f
- departments, separation/integration, 19f
- entrepreneurship model, 12, 13f
- finance
- humanity, absence, 6
- leadership, connection, 112–113
- management, technology‐based marketing (implications), 209f
- market, contrast, 4f
- mix, 136–137
- reinvention, 206–207
- myopia, 3
- personnel, involvement, 191
- sales relationship, disharmony, 5
- strategy, 133–136
- tactic, 136–137
- value, 137–138
- world, shift, 19–20
- Marketing‐specific financial‐related metrics, 187t
- Marketing‐specific nonfinancial metrics, 186t
- Market value (M/V), 161
- Marriott (hotels), 33
- Mastercard
- McGrath, Ruth Gunther, 111, 120
- McKinsey, digital transformation research, 203
- McMillon, Doug, 222
- McNulty, Eric J., 120
- Meetings, regulation, 154
- Mental strength, 147
- Mercedes‐Benz
- Metaverse, beginning, 244
- Microsoft, cash rich status, 163
- Mi Fans (fan base resource), 129
- Mindsets, convergence, 47
- Mixed reality (MR), usage, 213
- Monetization domain, 178
- Monotasking, 153
- M&S, green lines (launch), 205
- Murphy, Bobby, 88
- Murphy, Timothy, 183
- Musk, Elon, 50
- N
- National Diet and Nutrition Survey, 128
- Near‐optimum investment range, 88–89
- Netflix, leadership, 109–110
- Net profit margin, calculation, 166–168, 166f
- Network collaborator, role, 11, 149
- New wave marketing mix, 136–137
- Next curve, 245–247, 246f
- Nokia, competition, 129
- No‐margin‐for‐error approach, 183
- O
- Omni capabilities
- Omnihouse model, 1, 2f
- CI‐EL/PI‐PM, Indonesian mythic symbols, 249–252
- creativity/productivity elements, 68f
- dichotomous elements, 49f
- dichotomous functions, 56f
- dynamics/competitiveness elements, 125f
- dynamics section, 18f, 35f
- elements, 7
- financial components, 162f
- functions, 55–56
- future, 241–243
- innovation/improvement elements, 94f
- leadership/management, 110f
- marketing, finance (dichotomy), 57f
- marketing/financial elements, 182f
- operations element, 226f
- technology, humanity (dichotomy), 59f
- technology/humanity elements, 200f
- Omni talent, development, 144
- Online marketing, offline marketing (integration weakness), 5
- Online payment systems, usage, 215
- Open communication, 158
- Operating margin, achievability, 175
- Operational excellence, 236–237
- Operational expenditure (OPEX), 192
- Operational flexibility, importance, 234
- Operations, 226–227
- importance, 235–236
- Oppo, competition, 129
- Opportunities, 123
- providing, 148
- Opportunity seeker, role, 11, 148
- Optimum investment point, 89
- Organizational inertia, 60–61
- Organizational rigidity, 59–60
- Organizations
- Others, delegation/empowerment, 151
- Outlook, shift, 134f
- Out‐of‐the‐box thinking, 145
- Overinvestment range, 89–91
- Ownership, sense (increase), 149–150
- P
- Partners, engagement, 40
- Payout ratio, elevation, 164
- Performance
- Personal development, facilitation, 151
- Phygital lifestyle, 207f
- Platform, providing, 40, 235
- Play‐by‐the‐book approach, 15
- Play‐it‐safe attitude, 77
- Political/legal issues, impact, 19
- Porsche, resources (pooling), 18
- Positioning, 135, 205
- Positioning, differentiation, and brand (PDB), 2
- Positive advocacy, obtaining (difficulty), 36–37
- Positive energy, spreading, 147
- Post‐operational excellence, 225
- Potential risks analysis, 174–175
- Pretty Young Professionals (startup), 13
- Price‐to‐book ratio (P/B ratio), 119t
- Price‐to‐earnings ratio (P/E ratio), 119t, 120, 178, 179f
- Priority lists, creation, 153
- Problem/solution considerations, 72f, 235
- Problem‐solution fit, 100
- Process, clarification, 154
- Process/collaboration, shift, 137
- Productive capital, creativity (usage), 87–91
- Productivity, 183–184
- Productivity, improvement, professionalism, and management (PI‐PM), 1, 49, 56
- Product/loss, strategic suitability (impact), 101f
- Product‐market fit, 100
- Products
- Professionalism
- Professional marketing, 7–8, 14f
- Profitability, 220
- risks, impact, 168f
- Profit contribution, 175
- Profit margin
- Progressive companies, 41–46
- characteristics, 44t–45t
- Progress, measurement, 151
- Project Management Institute (PMI), Economist Intelligence Unit sponsorship, 53
- Projects, management (proficiency), 157
- Promotion, two‐way direction, 207
- Punokawan/Pandava, 249–252, 251f, 252f
- Purpose, values, and identity (PVI), 134
- PwC
- R
- Rajamannar, Raja, 181
- R&D. See Research and development
- Reality, idealism (connection), 70
- Realme, competition, 129
- Relevancy, 61–62
- phase, 63
- Relevant competency, 222
- Renault Zoe, 17
- Research and development (R&D) expenditures/intensity, 103, 104f, 105–106
- Resource‐based view (RBV), 97
- Resources
- Respect, importance, 9
- Retina OLED. See Super Retina OLED screen
- Return on assets (ROA), 170–171, 171f, 173, 184
- Return on equity (ROE), 173–174, 173f, 174f
- Return on income (ROI), 185
- Return on sales (ROS), 165–168, 166f, 183
- “Reuse, Refill, Rethink” campaign (Unilever), 219
- Revenue, 104f, 104t
- attribution, 185
- Rigidity
- Risk attitude, 132
- Risk‐taker, role, 11, 149
- Ritz‐Carlton, 206
- Robotics, usage, 214
- Rolls Royce, 99
- S
- Sahay, Arvind, 41
- Sales channel, redesigning, 207–208
- Samsung
- Scheduling, quality, 153
- Segmentation, 134–135
- Segmentation, targeting, and positioning (STP), 133–134
- Segway, 77
- Self‐actualization, usage, 220
- Self‐starter, 149
- Selling‐at‐any‐cost effects, achievement, 166–167
- Separation (unification stage), 188
- Service/care, shift, 137
- Service quality, 37
- Shareholder equity (increase), retained earnings (impact), 164–165
- Sharing, era, 245
- Shopee, talent (attraction), 141–142
- Short‐term high margin, 102
- Short‐term low margin, 101
- Silo mentality, 55
- Silos, banishing, 145
- Siri
- Small‐ to medium‐sized enterprises (SMEs), failure (reasons), 14
- Social cost, reduction, 219–220
- Social/cultural issues, impact, 20
- Social media, level playing field, 24
- Society, technology (usage), 218–220
- Solutions
- Sony
- SoundCloud plays, 215
- Sources of advantage, 241
- Spiegel, Evan, 88
- Spotify
- Squads, new product responsibility, 48
- Standard operating procedures (SOPs), requirement, 157
- Starbucks
- Start‐ups, stages/problems, 61f
- STP. See Segmentation, targeting, and positioning
- Strategic flexibility
- Strategic intent, clarity (offering), 146
- Strategic suitabilities, 100
- impact, 101f
- Strategy/tactics, importance, 242
- Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis, 131
- Success plan, clarity, 158
- Super Retina OLED screen, 22
- Supply chain
- Supporting services, providing, 40
- Survivability, 61, 62
- phases, 64
- Sustainability, 61, 62, 220–221
- Sustainable Development Goals (2030), 128, 201
- deadline, approach, 244
- T
- Taiwan Semiconductor Manufacturing Company (TSMC), production focus, 225–226, 231
- Talented people, importance, 242
- Tangible assets, 176
- Targeting, 135
- Target, shopping experience, 12
- Task, focus, 10
- Tata Consultancy Services, 216
- Team‐building ability, 158
- Tech‐based companies, revenue (ranking), 104t–106t
- Tech‐driven marketing, 243
- implications, 202–203
- Technology, 211–215
- Technology‐based marketing, 203
- implications, 209f
- Technology for humanity model, 221f
- Technology, political/legal, economic, social/cultural, and markets (5D), 18, 125–128
- Threats, Opportunities, Weaknesses, and Strengths (TOWS) analysis, 131, 132f
- TikTok, ecosystem availability/growth, 42, 93–94, 203
- Time allocation, attention, 153–154
- Touch
- Toutiao (news app), 93–94
- TOWS. See Threats, Opportunities, Weaknesses, and Strengths
- TSMC, semiconductor supply, 225–226
- Two‐side marketplace, 170
- V
- Valuable, rare, inimitable, and organization‐wide supported (VRIO) analysis, 132
- Value chain
- Value/values
- Virtual assistants, usage, 216
- Virtual reality (VR), usage, 96, 213, 217
- Virtual town hall meetings, technology allowance (Spotify usage), 48
- Vision, 150
- Visioning, 241
- Vivo, competition, 129
- Volkswagen Group, resources (pooling), 17–18
- Y
- You only live once (YOLO), 130
- Z
- Zara, green lines (launch), 205
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