Marketing

Managers can gauge their company's customer focus by posing a set of five specific questions.

Customer-centricity may sound like a good idea. But a new breed of companies focuses instead on getting the customer to comply with a company's systems.

Ads that complement online content can be effective — but not if they rouse consumers' privacy concerns.

Organizations can pick price points that provide both profits and long-term value to suppliers.

Edward R. Tufte, author of The Visual Display of Quantitative Information and other classics of information visualization, says that businesses would think better, make better decisions and present themselves more powerfully if they would only learn to talk--both among themselves and externally--in facts. To present themselves and their products better and more honestly, Tufte recommends that companies concentrate on delivering facts (rather than pitches), deliver as many of those facts as they can, not count on the marketing department to make it happen, and look to news sites and scientific publications for models of success. In particular, he argues that Google Inc. is where most companies should turn for design inspiration, and Tufte continues his examination of the corrosive influence that he says presentation software has on thought. Following his big ideas about information presentation, he says, will help companies differentiate themselves.

"Web site morphing" means that communicating — and selling — will never be the same.

Executives tend to think of mass customization as a fascinating but impractical idea, implemented in only a small number of extreme cases, such as Dell Inc. in the PC market. But over the past decade, the authors have studied mass customization at different organizations, including a survey of more than 200 manufacturing plants in eight countries. From that investigation, they found that mass customization is applicable to most businesses, provided that it is appropriately understood and deployed. The key is to view it fundamentally as a process for aligning an organization with its customers' needs through the development of a set of three organizational capabilities. Those three fundamental capabilities are: (1) the ability to identify the product attributes along which customer needs diverge, (2) the ability to reuse or recombine existing organizational and value chain resources, and (3) the ability to help customers identify or build solutions to their own needs. Admittedly, the development of these capabilities requires organizational changes that are often difficult because of powerful inertial forces in a company, but many obstacles can be overcome by using a variety of tools and approaches, and even small improvements can reap substantial benefits. The trick is to remember that there is no one best way to mass customize: Managers need to tailor their approach in ways that make the most sense for their specific business.

What happens when user communities—connected by the Internet—start to create their own brands?

Historically, neither the creators nor the distributors of cultural products such as books or movies have used analytics & #8212; data, statistics, predictive modeling & #8212; to determine the likely success of their offerings. Instead, companies relied on the brilliance of tastemakers to predict and shape what people would buy. Creative judgment and expertise will always play a vital role in the creation, shaping and marketing of cultural products. But the balance between art and science is shifting. Today companies have unprecedented access to data and sophisticated technology that allows even the best-known experts to weigh factors and consider evidence that was unobtainable just a few years ago. And with increased cost and risk associated with the creation of cultural products, it has never been more important to get these decisions right. In this article, the authors describe the results of a study of prediction and recommendation efforts for a variety of cultural products. They discuss different approaches used to make predictions, the contexts in which these predictions are applied and the barriers to more extensive use, including the problem of decision making pre-creation. They then discuss two aspects of the prediction market. First, the need for better prediction for distributors of cultural products, and second, the potential for business models around prediction techniques.