| 1. |
Not long ago, companies looking to get a message out to a large population had only one real option: |
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Put a big ad in the newspaper |
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Blanket a huge swath of customers simultaneously, mostly using one-way mass communication. Information about customers consisted primarily of aggregate sales statistics augmented by marketing research data. There was little, if any, direct communication between individual customers and the firm. |
| 2. |
Product-Manager Driven is: |
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One manager directing the product marketing |
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Many companies still depend on product managers and one-way mass marketing to push a product to many customers. |
| 3. |
Customer-Manager Driven is: |
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The customer drives the manager to work |
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What’s needed is customer managers who engage individual customers or narrow segments in two-way communications, building long-term relationships by promoting whichever of the company’s products the customer would value most at any given time. |
| 4. |
The traditional marketing department must be reconfigured as a customer department that puts |
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Pushing the products |
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Building customer relationships ahead of pushing specific products. |
| 5. |
To this end, product managers and customer-focused departments report to a chief customer officer instead of a CMO, and support the strategies of customer or segment managers. |
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True |
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False |
| 6. |
In a sense, the role of customer manager is |
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To make a quick sale before the end of quarter |
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The ultimate expression of marketing (find out what the customer wants and fulfill the need) |
| 7. |
Jim Spohrer, the director of Global University Programs at IBM, hires what UCal Berkeley professor Morten Hansen calls "T-shaped" people, who have broad expertise with depth in some areas. Customer managers will be most effective when they’re T-shaped, combining deep knowledge of particular customers or segments with broad knowledge of the firm and its products. |
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True |
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False |
| 8. |
These managers must also be |
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Good company employees |
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sophisticated data interpreters, able to extract insights from the increasing amount of information about customers’ attitudes and activities acquired by mining blogs and other customer forums, monitoring online purchasing behavior, tracking retail sales, and using other types of analytics. |
| 9. |
For instance, when P&G managers responsible for the Max Factor and Cover Girl brands spent a week living on the budget of a low-end consumer, they were acting like customer managers. The experience gave these managers important insights into what P&G, not just the specific brands, could do to improve the lives of these customers. We’d expect the most effective customer managers to have broad training in the social sciences-psychology, anthropology, sociology, and economics-in addition to an understanding of marketing. They’d approach the customer as behavioral scientists rather than as marketing specialists, observing and collecting information about them, interacting with and learning from them, and synthesizing and disseminating what they learned. |
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True |
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False |
| 10. |
For business schools to stay relevant in training customer managers, the curriculum needs to |
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Shift its emphasis from marketing products to cultivating customers |
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Sell more products in a shorter time. |
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