000			01995cam a2200301zu 4500
001			10173445
003			FRCYB10173445
005			20251020123552.0
006			m o d
007			cr un
008			251020s2007 fr | o|||||0|0|||eng d
020			_a9780750683425
035			_aFRCYB10173445
040			_aFR-PaCSA _ben _c _erda
100	1		_aMcDonald, Malcolm
245	0	1	_aMarketing Due Diligence _bReconnecting Strategy to Share Price _c['McDonald, Malcolm', 'Ward, Keith', 'Smith, Brian']
264		1	_bElsevier Science _c2007
300			_a p.
336			_btxt _2rdacontent
337			_bc _2rdamdedia
338			_bc _2rdacarrier
650		0	_a
700	0		_aMcDonald, Malcolm
700	0		_aWard, Keith
700	0		_aSmith, Brian
856	4	0	_2Cyberlibris _uhttps://international.scholarvox.com/netsen/book/10173445 _qtext/html _a
520			_aAt the top of a company, sales do not matter, profits do not matter, even return on investment is a secondary concern. What matters is share price and what drives share price is the creation of shareholder value. Many marketing directors, obsessed with branding and other promotional tactics, miss this fundamental truth of modern business and so destroy the wealth of their company's ultimate owners. By failing to consider and manage the business risk associated with their strategies, they deliver returns below the cost of capital and neglect the firm's raison d'etre. The board needs a way of holding these marketers to account. Marketing Due Diligence is a new process which has emerged from years of research at Cranfield, one of Europe's leading business schools. It blends proven ideas from strategic and financial management with new concepts about organisational effectiveness to create a process that directly connects marketing strategy to shareholder value. CEOs and CFOs cannot afford to operate without Marketing Due Diligence. Bad marketing directors cannot afford to work with it.
999			_c1554648 _d1554648