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Nine Masters Of Marketing Management

2008/4/21 16:14:00 22

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Nine Masters Of Marketing Management That Can'T Be Known.

Peter Drucker (Peter F. Drucker)

The founder of modern management is respected as "master in the master".

The ten most important points are:

1. "decentralization and empowerment" can lead to learning motivation.

2. manage with effectiveness, manage by objectives, instead of supervision.

3. the phenomenon of discontinuous era: the coming of knowledge industry era, the replacement of individual economy by global economy, and the decline of government charm.

4. the risk of no innovation is much higher than that of innovation.

5. customer is the purpose of enterprise existence.

6. the three mission of managers: "achieve goals, enable workers to feel fulfilled and fulfill their social responsibilities".

7., companies must not sell short lines.

8. turning social problems into business opportunities

9. the purpose of an organization is not to be a manager, but a leader.

10. family businesses hamper the progress of enterprises

John Kurt (John P. Kotter)

The world's leading leadership expert is the world's leading corporate leader and the most authoritative spokesperson in the field of change.

The most important ideas are: two things:

Leadership and management are two very different concepts. Managers are planning and budgeting, organizing and configuring personnel, controlling and solving problems. Their purpose is to establish order; leaders' work is to determine direction, integrate relevant parties, motivate and inspire employees, and the purpose is to create change.

Corporate culture has a huge positive correlation with long-term performance. Cultural change is a time-consuming and extremely complex eight processes, including: A. establishing a stronger sense of urgency; B. establishing guidance alliance; C. forming vision and strategy; D. communication and pformation vision; E. authorized staff action; F. creating recent results; G. consolidating results and implementing more changes; H. deeply rooted in culture.

The above 8 steps must be executed sequentially, otherwise the chance of success is very small.

Peter Senge (Peter M. Senge)

The father of learning organization is one of the most outstanding new management gurus.

The core of his masterpiece "fifth disciplines" is to emphasize systematic thinking instead of mechanical thinking and static thinking, and to find out the high lever solution to solve problems through understanding the dynamic complexity.

The main contents include five management skills, such as "self pcendence", "improving mental models", "building common vision", "team learning" and "systemic thinking".

Henry Munzberg (Henry Minzberg)

The main representative of the school of management role.

The main contribution lies in the analysis of managers' work. In 1973, it became famous because of the essence of management work.

The book reveals three types of roles of managers: interpersonal roles, informational roles and decision-making roles. It carefully examines managers' work and their great role in organizations, and provides suggestions for managers to improve management efficiency.

The five organization, which embodies its strategic thinking, points out that the most effective form of organization nowadays is irregular and amorphous teams. These teams have frequent personnel turnover, and when the old problems gradually fade and new problems emerge, the team's work capacity will change accordingly.

Michael Porter (Michael Porter)

The most recognized authority in the world today is the competitive strategy and competitiveness.

Its main contribution to management theory is a bridge between industrial economics and management.

It proposes an industry structure analysis model, the so-called "five force model": the existing competitive situation in the industry; the bargaining power of suppliers; the bargaining power of customers; the threat of substitute products or services; the threat of new entrants.

These five competitive driving forces determine the profitability of enterprises, and point out that the core of the company strategy lies in choosing the right industry and the most attractive competitive position in the industry.

Accordingly, he also put forward "three general strategies", including cost leadership, differentiation and concentration, and explained that due to the constraints of enterprise resources, it is often difficult to pursue more than one strategic goal at the same time.

Gary Hamel (Gary Hamel)

A world-class strategic master, the leader of today's business strategy management.

He thinks that unlike the final products that customers need, core products are the most basic core components of an enterprise, and the core competitiveness is actually the core competitiveness.