Cambridge Business Association
How to Think Like the World's Greatest Marketing Minds
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How to Think Like the World's Greatest Marketing Minds

Business Lessons from Geoffrey Moore, Phil Knight, Philip Kotler, Herb Kelleher, Sergio Zyman, Martha Stewart and Other Masters of Marketing

Marcia Layton Turner
McGraw-Hill, 2000
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Editorial Rating

7

Qualities

  • Well Structured
  • Concrete Examples
  • Engaging

Recommendation

Marcia Layton Turner presents a compelling compilation of ideas from well-known marketing gurus. Some have been the heads or marketing directors of major companies; others are primarily known as consultants, speakers or academics. Even Madonna, successful marketer of herself as a product, is included in the mix, along with Martha Stewart. After a brief introduction of those profiled, Turner focuses on how they succeeded. She offers their main ideas for marketing effectiveness, followed by a summary listing the main marketing principles derived from each profile. The book is clearly organized, so that even those who are already familiar with the individuals profiled will find helpful, interesting highlights. Those who are not familiar with these luminaries will enjoy this excellent introduction. getAbstract recommends this book not only to executives, managers and company owners, but also to worshippers of Madonna and Martha.

Summary

Guru Doers and Guru Thinkers

You can group the following marketing mavens as "guru doers," who have led companies to success, and "guru thinkers," who are known primarily for their marketing ideas as writers, consultants and academics. Here are some key marketing tips from the guru doers:

Herb Kelleher: Chairman, President and CEO of Southwest Airlines

After serving as Southwest Airlines’ legal counsel, Herb Kelleher became its chairman in 1978, when the company was 12 years old. From the beginning, he trusted his employees with the responsibility and incentive to do whatever was necessary to satisfy customer needs.

The airline focused on direct, short-haul routes, instead of a hub-and-spoke strategy. It positioned itself as a low-cost carrier and took steps to keep costs down by eliminating frills, such as prepared meals and assigned seating. The airline stayed focused on its mission: to provide low-cost, short flights. It also sought to attract a new class of customers - those who could now fly because costs were lower.

The company has pursued a "think small and act small strategy" to become bigger. It introduced new business systems to promote...

About the Author

Marcia Layton Turner is an award-winning publicist and Fortune 500 marketing consultant. Her previous books include several best-selling titles in The Complete Idiot’s Guide series.

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