Peter F. Drucker, The Practice of Management (New York: Harper Collins, 1954).

Michael George, Anthony Freeling, and David Court, “Reinventing the Marketing Organization,” McKinsey Quarterly 4 (1994): 43–62.

John Brady and Ian Davis, “Marketing’s Mid-Life Crisis,” The McKinsey Quarterly 2 (1993): 17–28.

John Brady, Carolyn Hunter, and Nirmala Santiapillai, “Marketing in the UK,” McKinsey Quarterly 2 (2000): 15–17.

George et al., “Reinventing the Marketing Organization,” 43–62.

Jane Simms, “Do We Need More Marketing CEOs?” Marketing, 12 April 2001, 24–25.

Ibid.

Ibid.

Tim Ambler, Marketing and the Bottom Line (London: FT Prentice Hall, 2003).

“Marketers Turn to Metrics to Measure Impact of Their Initiatives,” 21 August 2002, <http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci845685,00.html> (accessed 21 May 2003).

Frederick E. Webster, Jr., “The Future Role of Marketing in the Organization,” in Reflections on the Futures of Marketing: Practice and Education, ed. Donald R. Lehmann and Katherine Jocz (Cambridge: Marketing Science Institute, 1997), 39–66.

David Dell, “The CEO Challenge: Top Marketplace and Management Issues—2002,” The Conference Board Research Report (New York: The Conference Board, 2002).

Stephen A. Greyser, “Janus and Marketing: The Past, Present, and Prospective Future of Marketing,” in Reflections on the Futures of Marketing: Practice and Education, ed. Donald R. Lehmann and Katherine Jocz (Cambridge: Marketing Science Institute, 1997), 3–14.

Ibid.

Niladri Ganguli, T. V. Kumaresh, and Aurobind Satpathy, “Detroit’s New Quality Gap,” McKinsey Quarterly 1 (2003): 148–151.

George S. Day, “Aligning Organization to the Market,” in Reflections on the Futures of Marketing: Practice and Education, ed. Donald R. Lehmann and Katherine Jocz (Cambridge: Marketing Science Institute, 1997), 67–93.

Webster, “The Future Role of Marketing in the Organization,” 39–66.

George et al., “Reinventing the Marketing Organization.”

Ibid.

S. H. Haeckel, “Preface,” in Reflections on the Futures of Marketing: Practice and Education, ed. Donald R. Lehmann and Katherine Jocz (Cambridge: Marketing Science Institute, 1997), ix–xvi.

Jagdish N. Sheth and Rajendra S. Sisodia, “High Performance Marketing,” Marketing Management 10, no. 3 (2001): 18–23.

Ibid.

George et al., “Reinventing the Marketing Organization,” 43–62.

Ibid.

Sheth and Sisodia, “High Performance Marketing,” 18–23.

Simms, “Do We Need More Marketing CEOs?” 24–25.

Franklin D. Raines, speech delivered at the Forrester Research Finance Forum, New York, NY, 12 June 2001 <http://www.fanniemae.com/ir/speeches/2001/0612f.jhtml?s=speeches> (accessed 23 May 2003).

“CEOs: Customer Is King,” ZDNet, 22 November 2002, <http://www.ncindia.com/news/stories/71048.html> (accessed 23 May 2003).

For more on this, see Nirmalya Kumar, “The Revolution in Retailing: From Market-driven to Market-driving,” Long Range Planning 30, no. 6 (December 1997): 830–835.

Nirmalya Kumar, “Internet and the Information-Empowered Customer: Will Price Transparency Destroy Your Margins?” IMD Perspectives for Managers 70, no. 2 (July 2000).

Amy Merrick, “Software May Give Retailers a Leg Up on Markdowns,” Wall Street Journal Europe, 7 August 2001.

Micheline Meynard, “Detroit’s Costly Bid for Market Share Fails,” International Herald Tribune, 25 October 2002, <http://www.iht.com> (accessed 4 February 2003).

Ibid.

Paul F. Nunes and Brian Johnson, “Stimulating Consumer Demand Through Meaningful Innovation,” research report, Accenture Institute for Strategic Change, November 2002.

Webster, “The Future Role of Marketing in the Organization,” 39–66.

Douglas A. Ready and Jay A. Conger, “Why Leadership-Development Efforts Fail,” Sloan Management Review 44, no. 3 (Spring 2003): 83–88.

Lenn Grabiner and Kande Hall, “CEOs and Their Sales and Marketing Organizations: Creating a Winning Team,” <http://www.grabinerhall.com> (accessed 2 January 2001).

Roger S. Peterson, “A Marketer’s Perspective on CEOs,” Sacramento Business Journal, 4 December 1998, <http://sacramento.bcentral.com/sacramento/stories/1998/12/07/smallb5.html> (accessed 26 January 2003).

Michael Shekter, “A Voice in the Wilderness,” 28 May 2001, <http://www.workopolis.com/servlet/News/marketingadvisor/20010528/mkt_voice> (accessed 26 January 2003).

George et al., “Reinventing the Marketing Organization.”

Henry Ford, My Life and Work (Salem, NH: Ayer Company Publishers, 1987), 67.

Ready and Conger, “Why Leadership-Development Efforts Fail.”

For an excellent discussion on marketing metrics, please see Ambler, Marketing and the Bottom Line.

Robert E. Riley, “Mandarin Oriental Hotel Group: Delivering the Eastern Promise Worldwide,” in Brand Warriors: Corporate Leaders Share their Winning Strategies, ed. Fiona Gilmore (London: Harper Collins Business, 1999), 201–202.

Drucker, The Practice of Management.

Theodore Levitt, The Marketing Imagination (New York: Free Press, 1983), 5.

Philip Kotler, “From Sales Obsession to Marketing Effectiveness,” Harvard Business Review (November–December 1977): 67–75.

Neil Buckley, “Wal-Mart to Offer Discount Financial Services,” Financial Times, 7 January 2003, 1.

See <http://www.jnj.com>.

For a good discussion on make-believe metrics for leadership development efforts, see Ready and Conger, “Why Leadership-Development Efforts Fail.”

Gary Hamel and C. K. Prahalad, “Competing in the New Economy: Managing Out of Bounds,” Strategic Management Journal 17 (1996): 237–242.

This initial distinction between market and strategic segments was developed in Jacques Horovitz and Nirmalya Kumar, “Getting Close to the Customer,” Financial Times, 2 February 1996, special insert on “Mastering Management,” 2–4.

What I call value network has usually in the past been referred to as value chain. I prefer the term value network because firms are increasingly relying on partners to deliver major parts of the value chain. Outsourcing of R&D, manufacturing, and distribution are now common.

Horovitz and Kumar, “Getting Close to the Customer.”

The distinction between customer logic and company logic comes from my IMD colleague, Professor Jacques Horovitz.

Alex Taylor III, “Porsche Slices Up Its Buyers,” Fortune, 16 January 1995, 24.

Nilanjana R. Pal and Rajiv Lal, “The New Beetle,” Case 9-501-023 (Boston: Harvard Business School, 2000).

The Midas example is drawn from Horovitz and Kumar, “Getting Close to the Customer.”

My conceptualization of the three Vs model is inspired by my IMD colleague Professor Derek Abell, who proposed that companies must define: Who is going to be our customer? What products and services are should we offer the chosen customer? How should we offer these products and services cost efficiently? See Derek Abell, Defining the Business: The Starting Point of Strategic Planning (Englewood Cliffs, NJ: Prentice Hall, 1980). The who, what, and how approach has also been adopted and well presented in Constantinos Markides, “Strategic Innovation,” Sloan Management Review 38, no. 3 (1997): 9–23.

Nirmalya Kumar and Brian Rogers, “easyJet: The Web’s Favorite Airline,” Case IMD-3-0873 (Lausanne: IMD, 2000).

Kim W. Chan and Renée Mauborgne, “Value Innovation: The Strategic Logic of High Growth,” Harvard Business Review (January–February 1997): 102–112.

The value curve technique was proposed by Chan and Mauborgne, “Value Innovation.”

Adapted from Gary Hamel, Leading the Revolution (Boston: Harvard Business School Press, 2000).

John Brady and Ian Davis, “Marketing’s Mid-Life Crisis,” McKinsey Quarterly 2 (1993): 17–28.

Some of the questions of the strategy growth map are influenced by Donald C. Hambrick and James W. Fredrickson, “Are You Sure You Have a Strategy?” Academy of Management Executive 15, no. 4 (2001): 48–59.

Nirmalya Kumar and Brian Rogers, “easyEverything: The Internet Shop,” Case IMD-3-0874 (Lausanne: IMD, 2000).

Hamel, Leading the Revolution.

Ibid.

See <http://www.sun.com> (accessed 1 March 2002).

The IBM story is drawn from Nirmalya Kumar, “The Path to Change,” Financial Times, 6 December 2002, special insert on “Mastering Leadership,” 10–11.

Amy D. Wohl, “Lou Gerstner Comes to IBM,” May 1993 <http://www.wohl.com/g0029.htm> (accessed 31 January 2003).

Warren Lewis, <http://www.windowsfs.com/executive_view/winter2002_Warren_Lewis.asp> (accessed 18 March 2002).

3Com Annual Report 2000, <http://www.3com.com/corpinfo/en_US/investor/financials/annua…/create_strategies.htm> (accessed 21 March 2002).

Many of the points in this paragraph are from the following excellent article: Eric V. Roegner, Torsten Seifert, and Dennis D. Swinford, “Putting a Price on Solutions,” McKinsey Quarterly 3 (2001): 94–97.

Spencer E. Ante, “The New Blue,” Business Week, 17 March 2003, 44–50.

The Hendrix Voeders story is from Juan Rada and Per V. Jenster, “BP Nutrition /Hendrix Voeders BV: The Consultancy Support System,” Case IMD-5-0386 (Lausanne: IMD, 1992).

The ICI Explosives story is from Robert S. Collins and Michael L. Gibbs, “ICI-Nobel’s Explosives Company,” Case IMD-6-0170 (Lausanne: IMD, 2001).

The Grainger example utilizes the following sources: Market Facts Inc.; Grainger’s Annual Survey: “Trends and Issues in MRO Supply Purchasing and Management: A Survey of MRO Purchasing Decision-Makers,” February 2000; James A. Narus and James C. Anderson, “Rethinking Distribution: Adaptive Channels,” Harvard Business Review (July–August 1996): 112–120; W.W. Grainger, Grainger Annual Report 2000: Highlights, “Chairman’s Letter,” <http://investor.grainger.com/pdf/AR2C7.pdf> (accessed 1 March 2002).

William Hall, “Nestlé Pulls IT Centres Together,” Financial Times, 7 March 2002, 29.

Nathaniel W. Foote, Jay R. Galbraith, Quentin Hope, and Danny Miller, “Making Solutions the Answer,” McKinsey Quarterly 3 (2001):84–93.

Robert Sandberg and Andreas Werr, “The Three Challenges of Corporate Consulting,” Sloan Management Review 3 (Spring 2003): 59–66.

David Shook, “IBM: Winning as a Team Player,” Business Week Online, 6 December 2001, <http://www.businessweek.com> (accessed 30 January 2003).

Foote et al., “Making Solutions the Answer.”

Roegner et al., “Putting a Price on Solutions.”

Ibid.

Edward Luce and Louise Kehoe, “Cisco on the Ropes but Still in with a Strong, Fighting Chance,” Financial Times, 6 April 2001, 20.

Michael Kanellos and John G. Spooner, “IBM’s Outsider: A Look Back at Lou,” <http://news.com/2100-1001-828905.html> (accessed 1 March 2003).

This information is based on a presentation by Professor James Anderson, 2003.

Carole Low and Nirmalya Kumar, “Yahoo! From Free to Paid Services,” Case IMD-3-0965 (Lausanne: IMD, 2001).

Koen Bouckaert, Daniel Deneffe, and Herman Vantrappen, “How Product Companies are Competing through Services,” Prism 4 (1997): 29–41.

Foote et al., “Making Solutions the Answer.”

Ibid.

For customer activity cycle concept, see Sandra Vandermerwe, The Eleventh Commandment: Transforming to “Own” Customers (Chichester: John Wiley & Sons, 1996).

Frank Cespedes, Concurrent Marketing: Integrating Product, Sales, and Service (Boston: Harvard Business School Press, 1995), 17–18.

Barry James, “Industry Is Troubled, but Airbus Is Soaring,” International Herald Tribune, 13 January 2003, 1.

C. C. Tung, “Orient Overseas Container Line: Growth Reflecting the Rise of the Asia Pacific Economies,” in Brand Warriors: Corporate Leaders Share Their Winning Strategies, ed. Fiona Gilmore (London: Harper Collins Business, 1999).

Russell Eisenstat, Nathaniel W. Foote, Jay R. Galbraith, and Danny Miller, “Beyond the Business Unit,” McKinsey Quarterly 1 (2001): 54–63.

Foote et al., “Making Solutions the Answer.”

Eisenstat et al., “Beyond the Business Unit.”

Ibid.

Foote et al., “Making Solutions the Answer.”

Doug Carr, IBM Redux: Lou Gerstner and the Business Turnaround of the Decade (New York: HarperBusiness, 1999).

Wohl, “Lou Gerstner Comes to IBM.”

Ante, “The New Blue.”

Michael O’Leary, “Flying Above the Clouds,” Newsweek, 23 June 2003, 64.

Graham Bowley, “How Low Can You Go?” Financial Times, weekend edition, 21–22 June 2003, W2.

Parts of this and the next section appeared earlier in Nirmalya Kumar, “Internet Distribution Strategies: Dilemmas for the Incumbent,” Financial Times, 15 March 1999, special insert on “Mastering Information Management,” 6–7.

Christopher Parkes, “America’s Armchair Film Fans Boost the Box Office,” Financial Times, 16–17 November 2002, 11.

For an excellent description of Dell’s experience with retail, see Das Narayandas and V. Kasturi Rangan, “Dell Computer Corporation,” Case 9-596-058 (Boston: Harvard Business School, 1996).

Ibid., 11.

For more details see Nirmalya Kumar and Brian Rogers, “Gramophone Company of India (A): The Digital Distribution Challenge,” Case IMD-5-0568 (Lausanne: IMD, 2002).

Laura M. Holson and Geraldine Fabrikant, “Sales Plunge as Net Competition Grows,” International Herald Tribune, 14 January 2003, 1.

Benoit Bertrand, “Germans Burn a Hole in Music Sector Pockets,” Financial Times, 16 July 2002, 8.

Jon Pareles, “Bowie’s 4th Decade of Ch-ch-ch-changes,” International Herald Tribune, 11 June 2002, <http://www.iht.com> (accessed 4 February 2003).

The idea of distinguishing between the strategic logic and the implementation logic for change came from Professor Derek Abell. I have adapted his questions for strategic logic.

Nirmalya Kumar and Carole Low, “Priceline (A),” Case IMD-5-0593 (Lausanne: IMD, 2001).

Frank Ahrens, “Sony Uses Games as Launchpad,” International Herald Tribune , 26 December 2002, <http://www.iht.com> (accessed 4 February 2003).

Bob Tedeschi, “An Online Reality Check,” International Herald Tribune, 9 January 2003, 11.

Kalyanam Kirthi and Shelby McIntyre, “Hewlett-Packard Consumer Products Business Organization: Distribution through E*Commerce Channels,” Teaching Note (Santa Clara: Leavey School of Business, 1999).

For an excellent description of Goodyear’s dilemma, see John Quelch and Bruce Isaacson, “Goodyear: The Aquatred Launch,” Case 9-594-106 (Boston: Harvard Business School, 1994).

Once again, the questions for implementation logic came from Professor Derek Abell, who used them in the context of change management.

Donald V. Fites, “Make Your Dealers Your Partners,” Harvard Business Review (March–April 1996): 84–95.

The author’s ideas regarding channel conflict have been greatly influenced by his many years of interaction with his dissertation advisor, Professor Louis W. Stern.

David B. Godes, “Avon.com (B),” Case 9-503-041 (Boston: Harvard Business School, 2002).

Peter F. Drucker, “The Discipline of Innovation,” Harvard Business Review (August 2002): 95–104.

Sabine Bonnot, Emma Carr, and Michael J. Reyner, “Fighting Brawn with Brains,” McKinsey Quarterly 2 (2000): 76–87.

Nirmalya Kumar and Brian Rogers, “Wal-Mart: Competing in the Global Marketplace,” Case IMD-3-0969 (Lausanne: IMD, 2000).

See <http://www.toysrus.com/about> (accessed 30 June 2003); <http://www.hm.com/at_de/hm/facts_history/shfacts.jsp> (accessed 30 June 2003); and <http://www.ikea.com/about_ikea/timeline/splash.asp> (accessed 30 June 2003).

See <http://www.blockbuster.com/bb/about/internationalops> (accessed 30 June 2003) and <http://www.starbucks.com/aboutus/international.asp> (accessed 30 June 2003).

See <http://www.kingfisher.com/english/index.htm> (accessed 30 June 2003).

See <http://www.techdata.com> (accessed 30 June 2003).

Nirmalya Kumar, “The Revolution in Retailing: From Market Driven to Market Driving,” Long Range Planning 30, no. 6 (1997): 830–835.

James Kynge, “It’s as Much about Buying as Selling,” Financial Times, special insert on China, 12 December 2002, v.

Kumar and Rogers, “Wal-Mart: Competing in the Global Marketplace.”

This is drawn from Nirmalya Kumar, “The Power of Trust in Manufacturer-Retailer Relationships,” Harvard Business Review (November–December 1996): 92–105.

Anonymous, “Pritchett on Quick Response,” Discount Merchandiser, April 1992, 64–66.

Sam Walton and John Huey, Sam Walton, Made in America: My Story (New York: Doubleday & Company, 1992), 186.

Large parts of this section are drawn from Kumar, “The Power of Trust in Manufacturer-Retailer Relationships.”

Nirmalya Kumar, Lisa K. Scheer, and Jan-Benedict Steenkamp, “The Effects of Supplier Fairness on Vulnerable Resellers,” Journal of Marketing Research 32, no. 1 (1995): 54–65.

For an excellent article on the impact of global retailers on manufacturers, see Bonnot et al., “Fighting Brawn with Brains.”

Jonathan D. Hibbard, Nirmalya Kumar, and Louis W. Stern, “Examining the Impact of Destructive Acts in Marketing Channel Relationships,” Journal of Marketing Research 38, no. 1 (2001): 45–61.

Kumar, “The Power of Trust in Manufacturer-Retailer Relationships.”

Kumar et al., “The Effects of Supplier Fairness on Vulnerable Resellers.”

This section borrows heavily from Daniel Corsten and Nirmalya Kumar, “Profits in the Pie of the Beholder,” Harvard Business Review (May 2003): 22–23.

Ibid.

Ibid.

Julian Birkinshaw, “Global Account Management: New Structures, New Tasks,” Financial Times Mastering Management Online Resource, 20 February 2001, <http://www.ftmastering.com/mmo/mmo05_2.htm> (accessed 11 February 2002).

George S. Yip and Tammy L. Madsen, “Global Account Management: The New Frontier in Relationship Marketing,” International Marketing Review 13, no. 3 (1996): 24–43.

These quotes are taken with permission from Sundar Bharadwaj and Thomas W. Gruen, “Organizational Structural Approaches to Account Management: Developing a Model of the Effectiveness of Customer Business Development Teams,” Presentation to the AMA B2B Faculty Consortium, 3 August 2000.

Bonnot et al., “Fighting Brawn with Brains.”

Ibid.

Ibid.

Birkinshaw, “Global Account Management.”

Michael George, Anthony Freeling, and David Court, “Reinventing the Marketing Organization,” McKinsey Quarterly 4 (1994): 43–62.

Julian Birkinshaw, Omar Toulan, and David Arnold, “Global Account Management in Multinational Corporations: Theory and Evidence,” Journal of International Business Studies 32, no. 2 (2001): 231–248.

Bonnot et al., “Fighting Brawn with Brains.”

Birkinshaw, “Global Account Management.”

Kari G Alldredge, Tracey R. Griffin, and Lauri K. Kotcher, “May the Sales Force Be with You,” McKinsey Quarterly 3 (1999): 110–121.

Bharadwaj and Gruen, “Organizational Structural Approaches to Account Management.”

Alldredge et al., “May the Sales Force Be with You.”

Bharadwaj and Gruen, “Organizational Structural Approaches to Account Management.”

Alldredge et al., “May the Sales Force Be with You.”

Bharadwaj and Gruen, “Organizational Structural Approaches to Account Management.”

Birkinshaw et al., “Global Account Management in Multinational Corporations.”

Russell Eisenstat, Nathaniel Foote, Jay Galbraith, and Danny Miller, “Beyond the Business Unit,” McKinsey Quarterly 1 (2001): 54–63.

See Birkinshaw, “Global Account Management,” for details on Electrolux and ABB.

John Willman, “Slimmer, Leaner, Fitter, Cleaner and Healthier Is the Stated Aim,” Financial Times, 23 February 2000, 27.

Nirmalya Kumar and Brian Rogers, “Akzo Nobel UK: Managing the Brand Portfolio,” Case IMD-5-0555 (Lausanne: IMD, 2000).

Andrew Edgecliffe-Johnson, “Procter & Gamble Cautious Over Recovery,” Financial Times, 2 August 2000, 17.

John Willman, “Slimmer, Leaner, Fitter, Cleaner and Healthier Is the Stated Aim.”

Matthew Boyle, “Brand Killers,” Fortune, 11 August 2003, 51–56.

John Willman, “Culling the Brands,” Financial Times, 29 October 1999, 18.

“Electrolux: Brand Challenge,” The Economist, 6 April 2002, 60.

Trond Riiber Knudsen, Lars Finskud, Richard Törnblom, and Egil Hogna, “Brand Consolidation Makes a Lot of Economic Sense,” McKinsey Quarterly 4 (1997): 189–193.

Jean-Noel Kapferer, Strategic Brand Management (New York: The Free Press, 1992).

Antony Burgmans, letter to author, 13 June 2003.

John Willman, “Culling the Brands.”

4.2 billion Swedish Kroner at the foreign exchange rate 1996 average was equivalent to about $627 million.

Peter Marsh, “Recipe to Keep Cooker Sales on the Boil,” Financial Times, 10 June 2003, 11.

Adam Jones, “Path to Growth Paved with Good Intentions,” Financial Times, 25 October 2002.

V. Kasturi Rangan, “The Aravind Eye Hospital, Madurai, India: In Service for Sight,” Case 9-593-098 (Boston: Harvard Business School, 1993) and Nirmalya Kumar and Brian Rogers, “Aravind Eye Hospital 2000: Still in the Service of Sight,” Case IMD-3-0908 (Lausanne: IMD, 2000).

Gary S. Lynn, Joseph G. Morone, and Albert S. Paulson, “Marketing and Discontinuous Innovation: The Probe and Learn Process,” California Management Review 38 (1996): 8–37. These authors also make the point that market research is less useful in generating radical innovation. In a study of “breakthroughs” it was noted that in every case it was the curiosity of the inventor rather than market pull or financial need that was the motivating force behind the breakthrough (P. Ranganath Nayak and John M. Ketteringham, Breakthroughs (Oxford: Mercury, 1993).

Stephen P. Bradley, Pankaj Ghemawat, and Sharon Foley, “Wal-Mart Stores, Inc.,” Case 9-794-024 (Boston: Harvard Business School, 1994).

George Stalk, Jr., David K. Pecaut, and Benjamin Burnett, “Breaking Compromises, Breakaway Growth,” Harvard Business Review (September–October 1996): 131–139.

Katarina Kling and Ingela Goteman, “IKEA CEO Anders Dahlvig on International Growth and IKEA’s Unique Corporate Culture and Brand Identity,” Academy of Management Executive 17 (2003): 31–37.

I am deeply indebted to Professor Xavier Gilbert for sharing his presentation “Achieving Exceptional Competitiveness,” IMD, Lausanne, 1997. His conceptualization of the IKEA business system has been adapted.

Nirmalya Kumar, Lisa Scheer, and Philip Kotler, “From Market-driven to Market-driving,” European Management Journal 18 (2000): 129–142.

See Nayak and Ketteringham, Breakthroughs, for the Federal Express story.

Hasso Plattner, “Accidental Empire,” Computer Business Review, August 1996, 9–12.

James L. Heskett and Roger Hallowell, “Southwest Airlines—1993 (A),” Case 9-694-023 (Boston: Harvard Business School, 1993).

Professor Jay Galbraith observed this during a lecture at IMD in 1997.

Gary Hamel and C. K. Prahalad, Competing for the Future (Boston: Harvard Business School Press, 1994).

Lynn et al., “Marketing and Discontinuous Innovation.”

Michael L. Tushman and Charles A. O’Reilly, “Ambidextrous Organizations,” California Management Review 38, no. 4 (1996): 8–30.

Keith Johnson, “That’s a Great Idea: More European Companies See Innovation as Vital to Their Growth,” Wall Street Journal, 29 November–1 December 2002, R1.

“How to Manage a Dream Factory,” The Economist, 18 January 2003, 67–69.

I am grateful to Professor Dominique Turpin for introductions to NEC and Toyota managers.

“How to Manage a Dream Factory.”

Henry Ford, Today and Tomorrow (Portland, OR: Productivity Press, 1988).

Christopher A. Bartlett and Ashish Nanda, “Ingvar Kamprad and IKEA,” Case 9-390-132 (Boston: Harvard Business School, 1990).

David S. Pottruck, “Charles Schwab: Maverick Retailer.” Retailing Issues Letter 9 (College Station, TX: Center for Retailing Studies, Texas A&M University, 1997).

Johnson, “That’s a Great Idea.”

I thank Professor Bob Collins for introductions to Sony managers.

Sony Corporation Annual Report 2002; “PlayStation 2: Killing the Competition,” BusinessWeek Online, 7 November 2002, <http://www.businessweek.com> (accessed 14 February 2003); John Gaudiosi, “Report: Games Make Record $10.3 B in 2002,” Video Store 25, no. 6 (2003): 6.

Stephen B. Shepard, “A Talk with Scott McNealy,” BusinessWeek, 1 April 2002, 77.

Johnson, “That’s a Great Idea.”

“How to Manage a Dream Factory.”

Michiyo Nakamoto and Tim Burt, “The Father of PlayStation Envisages the ‘Networked Home,’” Financial Times, 10 February 2003, 19.

I am grateful to my IMD colleague Professor Peter Killing for sharing his presentation “Strategy and the Diamond-E” (2003), which presents these three questions.

Andrew Campbell, Michael Goold, and Marcus Alexander, “Corporate Strategy: The Quest for Parenting Advantage,” Harvard Business Review (March–April 1995): 120–132.

“Fashion Victim,” The Economist, 26 February 2000, 73–74.

Frenkel ter Hofstede, Jan-Benedict E.M. Steenkamp, and Michel Wedel, “International Market Segmentation Based on Consumer-Product Relations,” Journal of Marketing Research 36, no. 1 (February 1999): 1–17.

My ideas on emerging markets are much influenced by Professor C. K. Prahalad. See C. K. Prahalad and Allen Hammond, “Serving the World’s Poor, Profitably,” Harvard Business Review (August 2002): 48–57.

Aneel Karnani, “Five Ways to Grow the Market and Create Value,” Financial Times, 22 October 1999, 8.

Brent Chrite, “Local Knowledge Will Provide the Key,” Financial Times, 25 August 2002, 4.

Prahalad and Hammond, “Serving the World’s Poor, Profitably.”

Pete Engardio, Declan Walsh, and Manjeet Kripalani, “Global Poverty, Much Remains to Be Done,” BusinessWeek, 14 October 2002, 54.

Geri Smith, “Buy a Toaster, Open a Bank Account,” BusinessWeek, 13 January 2003, 22.

Khozem Merchant, “A Salesforce for Indian Villages,” Financial Times, May 16, 2003, 11.

Manjari Raman, “Prahalad—Market to the Poor,” 12 January 2000, <http://www.expressindia.com/fe/daily/20000112/fst12077.html> (accessed 25 February 2003).

Philip P. Pan, “Chinese Basketball Star Is Megabucks Big,” International Herald Tribune, 14 December 2002, 1.

The author acknowledges the valuable contribution of his IMD colleague Professor Andy Boynton in helping him conceptualize this exhibit.

Marc Rubin, “Creating Customer-Oriented Companies,” Prism 4 (1997): 5–27.

George S. Day, “Creating a Superior Customer-Relating Capability,” Sloan Management Review 44, no. 3 (Spring 2003): 77–82.

Gary Loveman, “Diamonds in the Data Mine,” Harvard Business Review May 2003, 109–113.

Rubin, “Creating Customer-Oriented Companies.”

Jennifer A. Chatman and Sandra E. Cha, “Culture of Growth,” Financial Times, 22 November 2002, 2–3.

Rubin, “Creating Customer-Oriented Companies.”

Erika Kinetz, “A Top-Shelf Education: Executives Are One of P&G’s Big Products,” International Herald Tribune, 16–17 November 2002, 12.

David O. Becker, “Gambling on Customers,” McKinsey Quarterly 2 (2003): 46–59.

Simon London, “Enterprise Drives Home the Service Ethic,” Financial Times, 2 June 2003, 8.

Ibid.

Rubin, “Creating Customer-Oriented Companies.”

Marketing Leadership Council, “Stewarding the Brand for Profitable Growth,” (Washington, DC: Corporate Executive Board, 2001).

My ideas on change management are drawn from my IMD colleague Paul Strebel. For more details, please see The Change Pact: Building Commitment to Ongoing Change (London: FT Pitman Publishing, 1998).

Sumantra Ghoshal and Lynda Gratton, “Getting to Great Talk,” 11 October 2002, <economictimes.indiatimes.com> (accessed 25 February 2003).