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War in the boardroom : why left-brain management and right-brain marketing don't see eye-to-eye - and what to do about it by Al and Laura Ries

By: Ries, Al.
Contributor(s): Ries, Laura.
Publisher: New York, USA Collins Business 2009Description: xxx, 272 p. 22 cm.ISBN: 9780061669194.Subject(s): MANAGEMENT | MARKETING | SALES | MARKET RESEARCH | MARKET SHARE | Marketing
Contents:
Preface: your divided brain ; Introduction: the velvet curtain ; Management deals in reality ; Marketing deals in perception ; Management concentrates on the product ; Marketing concentrates on the brand ; Management wants to own the brand ; Marketing wants to own the category ; Management demands better products ; Management demands different products ; Management favours a full line ; Marketing favours a narrow line ; Management tries to expand the brand ; Marketing wants to contract the brand ; Management strives to be the “first mover” ; Marketing strives to be the “first minder” ; Management expects a “big-bang” launch ; Marketing expects a slow target ; Management targets the centre of the market ; Marketing targets one of the ends ; Management would like to own everything ; Marketing would like to own a word ; Management deals in verbal abstractions ; Marketing deals in visual hammers ; Management prefers a single brand ; Marketing prefers multiple brands ; Management values cleverness ; Marketing values credentials ; Management believes in double branding ; Marketing believes in single branding ; Management plans on perpetual growth ; Marketing plans on market maturity ; Management tends to kill new categories ; Marketing tends to build new categories ; Management wants to communicate ; Marketing wants to position ; Management wants customers for life ; Marketing is happy with a short-term fling ; Management loves coupons and sales ; Marketing loathes them ; Management tries to copy the competition ; Marketing tries to be the opposite ; Management hates to change a name ; Marketing often welcomes a name change ; Management is bent on constant innovation ; Marketing is happy with just one ; Management has the hots for multimedia ; Marketing is not so sure ; Management focuses on the short term ; Marketing focuses on the long term ; Management counts on common sense ; Marketing counts on marketing sense
Summary: Conveys the concept that 'left brain' chief executives are not on the same wave-length as 'right brain' marketing executives. Argues that this difference is responsible for conflicts in product branding and the reason why some products are successful, and others not. Provides a 'game plan' to counteract this problem.

Preface: your divided brain ; Introduction: the velvet curtain ; Management deals in reality ; Marketing deals in perception ; Management concentrates on the product ; Marketing concentrates on the brand ; Management wants to own the brand ; Marketing wants to own the category ; Management demands better products ; Management demands different products ; Management favours a full line ; Marketing favours a narrow line ; Management tries to expand the brand ; Marketing wants to contract the brand ; Management strives to be the “first mover” ; Marketing strives to be the “first minder” ; Management expects a “big-bang” launch ; Marketing expects a slow target ; Management targets the centre of the market ; Marketing targets one of the ends ; Management would like to own everything ; Marketing would like to own a word ; Management deals in verbal abstractions ; Marketing deals in visual hammers ; Management prefers a single brand ; Marketing prefers multiple brands ; Management values cleverness ; Marketing values credentials ; Management believes in double branding ; Marketing believes in single branding ; Management plans on perpetual growth ; Marketing plans on market maturity ; Management tends to kill new categories ; Marketing tends to build new categories ; Management wants to communicate ; Marketing wants to position ; Management wants customers for life ; Marketing is happy with a short-term fling ; Management loves coupons and sales ; Marketing loathes them ; Management tries to copy the competition ; Marketing tries to be the opposite ; Management hates to change a name ; Marketing often welcomes a name change ; Management is bent on constant innovation ; Marketing is happy with just one ; Management has the hots for multimedia ; Marketing is not so sure ; Management focuses on the short term ; Marketing focuses on the long term ; Management counts on common sense ; Marketing counts on marketing sense

Conveys the concept that 'left brain' chief executives are not on the same wave-length as 'right brain' marketing executives. Argues that this difference is responsible for conflicts in product branding and the reason why some products are successful, and others not. Provides a 'game plan' to counteract this problem.

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