The Accidental Marketer: Power Tools for People Who Find Themselves in Marketing Roles -- Copyright -- Contents -- Preface -- Are You an Accidental Marketer? -- What about Experienced Marketers? -- How This Book Can Help Accidental Marketers -- Why This Book Is Even More Applicable to Business-to-Business Accidental Marketers -- How to Use This Book -- Have Fun and Enjoy Yourself-You Just Might Find You Have a Passion for Marketing -- Acknowledgments -- Chapter 1: Who Moved My . . . Customer? The Simple Concept behind Dell's Success in the PC Market -- A Tool to Detect Shifts in Decision-Making Power before Your Competitors Do -- The Roots of an Industry Revolution -- The Big Guys Get Blinded by the Customer Status Quo -- You Can Assess Changing Influence Now-or Risk Losing to a Competitor Who Does -- Dell Capitalizes on a Power Shift -- Dell Tests the Retail Channel but Pulls Back -- Dell's Preparation Meets a Huge Opportunity: Beyond Nerds and Scientists -- Dell.com Completes the David versus Goliath Story -- The Simple Secret to Dell's Marketing Success -- Chapter 2: The Fountain from Which Great Marketing Flows: How Holiday Inn Express Inspired Price-Conscious Travelers to Pay More and Other Stories of Insight -- Turning Data into Insight Requires Skill and Persistence -- Does the Commonly Accepted Benefits (CAB)-bage Trap Exist in Your Industry? -- Spoken Needs, Latent Wants, Psychosocial Values, and Other Confusing Concepts Simplified -- Attributes Can Be Helpful, Sort Of . . . -- Benefits Sought and the "Help Me to . . ." Insight Technique -- Customer Values Are Often Unspoken and Can Explain Strange Customer Behaviors -- Inquire Broadly When Searching for Values in a Business-to-Business-to-Consumer Situation -- Climbing the Ladder with Skin Cream -- One Good Insight Strategy after Another: The History of Listerine.

Finding the Insight in a Leisurely Trip to the Bookstore -- Holiday Inn Express "Ladders Up" and Finds the Unspoken Motivation for Being a Cheapskate -- Chapter 3: Are You Making Lukewarm Tea?: How a Medical Diagnostics Marketer Blew Up Its "Average" Product and Got a Positive Result -- Capitalizing on Differences in Customer Needs Is a Big Opportunity -- Segmentation Is Not Merely a Consumer Marketing Concept -- A Pregnancy Test Yields Unwelcome News for a Group of B2B Marketing Experts -- Needs-Based Segmentation Is about Much More Than Just Finding Niches -- The Lukewarm Tea Syndrome -- Segmentation Dimensions: Time to Pause and Reflect -- The Eureka Moment: Finding Customer-Defined, Insightful, Actionable, Practical, Why-Based Segments -- Using Occam's Razor to Select the Best Approach to Segmentation -- Getting Segmentation Right Makes Treating Different Customers Differently Much Easier -- Radically Different Offerings-without Changing the Core Product -- A Positive Result with Both Segments: Quidel's Customers Vote with Their Pocketbooks -- Great Needs-Based Segmentation Immediately Raises the Effectiveness of Marketers-and Salespeople -- Why This Concept Works Better in B2B Situations Than It Does in the Consumer Marketing World -- Columbia University Professor Larry Selden Has the Financial Proof of Segmentation's Power -- Not Only Should You Involve the Sales Force In the Initiative but You Risk Expensive Failure if You Don't -- Chapter 4: What Business Are You Really In?: How Southwest Fooled Other Airlines into Thinking They Were the Competition -- Most Companies Are Too Flippant When Defining Their Competitive Environment -- LUV-ers, Not Fighters -- At First, a Good Old-Fashioned, Texas-Sized Barroom Brawl -- Southwest Could Have Made the Same Fatal Market Definition Decisions That People Express Made.

A Tale of Two "For the People" Airlines-One Doesn't End Well -- The Story of People Express Shows the Dangers of a Too-Simplistic Market Definition -- How to Define Your Market More Broadly, Like GE Does -- How to Use Customer-Centric Competitor Identification for Creative Market Definitions -- Direct Competitors Can Hurt You, but Indirect Competitors Can Kill You -- Indirects Can Stay Hidden from View Unless You Talk to Customers -- Southwest's Broad, Creative, and Intelligent Market Definition Secret -- Like Sun Tzu's Quote, Southwest Lures Competitors to Fight a War They Can't Win -- Chapter 5: Who Do You Love? How Enterprise Picked Up the Number 1 Market Share in Rental Cars -- How to Eliminate Distraction and Stay Focused on Playing Where You Can Win Big -- The Accidental Rental Car Company -- The Key to Long-Term Success: Flexibility in the Early Days, Discipline as You Invest for Growth -- Enterprise Moved beyond Market Segmentation to Customer Segmentation -- The Home Market Segment Had a More Desirable Rental Car Risk Profile -- The Discovery of a Powerful, Hidden Stakeholder Locks Enterprise's Focus into Place -- Enterprise's Targeting Creates Massive Barriers to Entry to the Home Market Segment -- "We'll Pick You Up" Worked Because No Competitor Could Economically Match It -- Targeting Enables a Legendary Customer Service Strategy -- Enterprise Today -- Chapter 6: What Were They Smoking? How Using an Ability to Win Analysis Could Have Saved Volkswagen Millions -- A Tale of Two Car Companies -- A Competitor's Aggressive Move May Have Sparked the Phaeton Concept -- Lexus Was also Sparked by a Chairman's Challenge-But the Similarities End There -- A Surprising Strategy for Lexus in Its Home Market of Japan -- Phaeton Engineers Continue Tending to "the List" -- Lexus Immerses Its Team in the Market.

Phaeton Engineers Deliver an Interesting Car, but Is It in "Good Taste"? -- Lexus Engineers Get It Mostly Right -- Perception Is Reality -- Lexus Proves It "Gets It" duringa Recall -- "Leave Your BMW at Home -- We'll Take My Lexus. . ." -- "The People's Car" as a Luxury Brand? -- Customer Perception Is Reality -- Chapter 7: The Magnetic Effect of Focus: Apple Demonstrates How Aiming at a Tight Target Leads to Massive Profits -- Focus to Grow -- Looking for Growth in All of the Wrong Places -- What?! -- The Magnetic Mind-Set -- A Tale of Three Communications Companies -- Iridium Gets It Right-The Second Time Around -- BlackBerry Loses a Powerful, Lucrative Position -- Apple Magnetically Attracts BlackBerry's Customers-Without Really Trying -- WWJD? (What Would Jobs Do?) -- The Magnetic Effect of Focus -- Chapter 8: Viva la Differentiation: Three Differentiation Strategies, Including How Nike Convinced Us That Sneakers Are a Fashion Item -- Our Own Company's Search for Differentiation -- Innovate to Differentiate: Three Strategies That Emanate from Your Ability to Win Analysis -- Strategy 1: Similar Tactics -- Strategy 2: Changing the Focus -- Strategy 3: Changing the Rules -- Chapter 9: A Positioning Statement Is a Terrible Thing to Waste: Understanding How the Mind Works to Powerfully Position Your Product -- You Often Have to Reject Your Initial Choice of a Positioning Strategy -- Positioning Definitions -- It's Never Good When You Let a Competitor Position You -- The Real Purpose of Positioning -- Why You Must Understand a Little Bit about the Brain -- The Three Principles of Positioning to Get Your Client's Mind into Alpha -- Principle 1: Importance-The Most Straightforward Positioning Strategy -- Principle 2: Uniqueness-Navigating the Parking Lot That Is Your Customer's Mind -- Principle 3: Believability-The Rational Mind Takes Over.

Repositioning: The Solution to Difficult Positioning Problems -- Repositioning Approaches -- Putting It All Together -- Chapter 10: Reinventing a Commodity: How Starbucks Is Able to Fetch 2.75 for an 8-Ounce Latte -- Working on the 4 Ps Comes at the End of the Strategic Marketing Process -- As You Create Your Value Proposition: Avoid the Lukewarm Tea Syndrome! -- The Value Proposition Idea Catcher -- The First P: Redesigning Your Product Offer Using the Bull's-eye -- The Second P-Place-Strategy Is Largely Driven by Your Influence Map -- The Third P-Promotion-Communicates Your Positioning to Your Target Market and High-Priority Stakeholders -- The Fourth P-Price-Is a Function of Your Ability to Win and Your Pricing Goals -- The Final Story of the Book: Starbucks Balances the Price Value Equation to Reinvent a Commodity -- Before-and After-Starbucks, Most Convenience Store Coffee Costs about a Buck -- Closing Remarks -- Bringing Art into Your Disciplined, Tools-Driven Approach -- Orchestrating Your Company's Strategy -- Additional Resources for Accidental Marketers -- Thank You and Best Wishes on Your Marketing Journey! -- Resources -- Index.