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Fusion for profit : how marketing and finance can work together to create value

Author: Sharan Jagpal; Shireen Jagpal
Publisher: New York : Oxford University Press, 2008.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
The corporate world is typically structured in silos. Managers urgently need to overcome this "silo" effect by fusing ideas across different functional areas in the firm. In Fusion for Profit, Sharan Jagpal, a well-known and highly respected multidisciplinary researcher and business consultant, explains in simple language using real-world examples how managers can use sophisticated concepts to fuse different  Read more...
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Sharan Jagpal; Shireen Jagpal
ISBN: 9780195371055 0195371054
OCLC Number: 182716618
Description: xxviii, 636 pages ; 24 cm
Contents: Cover --
Contents --
Foreword --
Foreword --
Part I: Financial Tools Necessary for Understanding the Marketing-Finance Interface --
1 Choosing Marketing Policy in the Short Run --
1.1 Should the Firm Use Profits to Choose Marketing Policies? --
1.2 Should the Firm Use the Return on Investment Criterion for Marketing Decision Making? --
1.3 How Does the Ownership Structure of the Firm Affect How Marketing Policies Should Be Chosen? --
1.4 What Does the Risk-Adjusted ROI Criterion Imply for Multiproduct and Multidivisional Firms? --
2 Choosing Marketing Policy in the Long Run --
2.1 How Should the Firm Choose Long-Run Marketing Policies under Certainty? --
2.2 How Should the Firm Choose Long-Run Marketing Policies under Uncertainty? --
2.3 How Should the Firm Measure the Long-Run Effects of Different Marketing Policies? --
2.4 How Should the Multiproduct Firm Choose Long-Run Marketing Policies under Uncertainty? --
2.5 How Should the Firm Make Long-Run Strategic Marketing Decisions under Uncertainty When It Has Strategic Flexibility? --
2.6 How Should the Firm Measure and Reward Managers When It Has Strategic Flexibility in Choosing Marketing Policies? --
Part II: Defining the Market --
3 What is the Impact on Strategy? --
3.1 In What Market Does the Firm Compete? --
3.2 How Does the Definition of the Market Affect the Firm's Marketing Strategy? --
3.3 How Does the Firm's Definition of the Market Affect Managerial Incentive Schemes? --
Part III: Understanding Market Shares --
4 Should the Firm Pursue Market Share? --
4.1 Why Do Firms Pursue Market Share? --
4.2 Does an Increase in Market Share Lead to Higher Short-Run Profits? --
4.3 When Does an Increase in Market Share Lead to Higher Long-Run Profits? --
4.4 Should the Firm Enter High-Growth Markets? --
4.5 Should the Firm Pursue Market Share in a High-Growth Market? --
4.6 Should the Firm Attempt to Increase Its Volume-Based Market Share in the Short Run When Cost Dynamics Are Present? --
4.7 Should the Firm Pursue Volume-Based Market Share When Demand Dynamics Are Present? --
4.8 Should the Firm Pursue Market Share If Neither Cost Nor Demand Dynamics Are Present? --
4.9 Should the Firm Pursue Market Share by Being the Pioneer in Its Industry? --
4.10 Is It Ever Optimal for the Firm to Keep Its Volume-Based Market Share Low? --
5 Should the Multiproduct Firm Use the Market Share Metric? --
5.1 Market Share and Pricing for the Durable Goods Manufacturer That Sells Spare Parts --
5.2 Market Share and Pricing for the Firm That Sells After-Sales Contracts --
5.3 How Does Uncertainty Affect Pricing Policy and Market Share for the Firm That Sells Proprietary Spare Parts or After-Sales Contracts? --
5.4 Should the Firm That Introduces Product Upgrades over Time Pursue Market Share or Current Profits? --
5.5 How Should the Firm Change Its Market Share and Long-Run Pricing Policy When Competitors Introduce New Products? --
5.6 Should the Firm Focus on Market Share If It Sells Products That Must Be Used Together? --
5.7 Should the Multiproduct Firm Allocate Resources across Products on the Basis of Their Respective Market Shares? --
Part IV: Strategies and Pricing Policies for New Products and Product Bundles --
6 Pricing New Products: Strategies and Caveats --
6.1 Can the Firm Price a New Product to Maximize Its Profitability? --
6.2 How Should the Firm Price a New Product under Uncertainty? --
6.3 How Does the Firm's Ownership Structure Affect New Product Pricing? --
6.4 Are Fixed Costs Relevant for Pricing New Products When the Firm Is Privately Owned? --
6.5 Are Fixed Costs Relevant for Pricin.
Other Titles: How marketing and finance can work together to create value
Responsibility: by Sharan Jagpal ; with the assistance of Shireen Jagpal.
More information:

Abstract:

The corporate world is typically structured in silos. Managers urgently need to overcome this "silo" effect by fusing ideas across different functional areas in the firm. In Fusion for Profit, Sharan Jagpal, a well-known and highly respected multidisciplinary researcher and business consultant, explains in simple language using real-world examples how managers can use sophisticated concepts to fuse different functional areas in the firm, especially marketing and finance, to increase the firm's value. The author provides novel solutions to a wide range of complex business problems ranging from choosing pricing and bundling strategies, to positioning and messaging strategies, to measuring brand equity, to measuring advertising productivity in a mixed media plan including Internet advertising, to compensating a multiproduct sales force, to measuring the potential gains and risks from mergers and acquisitions. These concepts are illustrated using case studies from a variety of firms in different industries, including AT & T, Coca-Cola, Continental Airlines, General Electric, Home Depot, Southwest Airlines, and Verizon.

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Sharan Jagpal's Fusion for Profit breaks new ground in integrating marketing with the other functional areas of business-especially finance. Using a Q&A format Professor Jagpal takes the reader on an Read more...

 
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