文档介绍：Reinventing the anization
A field report on how leading marketers are moving beyond their anizations
MICHAEL E, ANTHONY FREELING, AND DAVID COURT
The McKinsey Quarterly, 1997 Number 4, pp. 43–62
The past decade has not been kind to marketing. Leading packaged panies — long viewed as the best marketers — have been unable to count on their marketing departments for innovation and growth. As a result, their CEOs have had to look instead to operations and finance to increase profitability by cutting costs, eliminating marginal products, and "reengineering" the supply chain. In their view, the blame for marketing's failure lies squarely at the feet of the brand management system — a system that may have panies like P&G achieve spectacular earnings growth during the 1950s, 1960s, and 1970s, but that has long since shown itself unable to cope with today'plex marketing landscape.
Meanwhile, deregulation and petition in many other industries like financial services, airlines, and munications convinced CEOs that panies needed to get better at marketing. So they hired away hundreds of the best and brightest from firms regarded as world-class marketers. At the time, this seemed a reasonable idea, but it was doubly flawed. First, it was impossible simply to graft marketing expertise onto anization that was not marketing oriented. Second, the very skills panies sought to emulate had e obsolete. By the time banks and telcos got around to raiding the leading packaged goods firms, the traditional brand management system they represented was already on its last legs.
Today, however, there is encouraging news to report. The last few years have witnessed tremendous innovations in anization — innovations not confined to the best consumer panies. Indeed, at the forefront of activity can also be found financial panies, retailers, airlines, and hotels. This article describes anizing principles that lie at the heart of the new approaches and sketches out how panies are reinventin