Enterprises such as Ikea, First Direct, Apple, Royal Canin or Starbucks are models not only because of their economic performances, but also because they leave a mark on society. Marking enterprises are special. They think and act in a specific manner.
They cooperate with multiple outside stakeholders beyond a mere opportunistic transaction or mercantile approach. More than just satisfying an economic market, they serve, even construct and govern, societal territories. They fill relevant, political, cultural, or functional gaps.
They also manage differently. They consider customers to be intelligent, responsible adults living in a complex and ever evolving society. They interact intensively with consumers. They act as moral communities. They listen to emerging societal changes and values. They co-opt many outside allies and relays.
Marking enterprises succeed because they invent alternative approaches about branding, marketing and strategizing. This challenging book makes them explicit and replicable. It offers a ground breaking new framework to business practices and to management sciences.
A Marking Self-Evaluation Grid: Is my Company a Good Marker?
Back to Basics
Marking: A First Cut
Proactive Marking: The Royal Canin Way
Reactive Marking: The Wal-Mart Way
Essence of Markings
The Right Mindset
Spoiling the Marking Process
Societal Embedding
Building and Governing a Territory
Organizing a Moral Community
Who Gets What From Marking
Executive Summary
JEAN-CLAUDE THOENIG is a Senior Research Fellow at 'Dauphine Recherche en Management' (university of Paris Dauphine). He has been a professor at INSEAD for many years. A sociologist by training, his research and teaching cover issues linked to organization and policy-making management. His publication record makes him an internationally respected scholar. He is a co-founder and the first chairperson of EGOS (European Group for Organizational Studies). He has a long and intensive experience as a consultant and as an executive coach with major global companies and governmental bodies.
CHARLES WALDMAN is a faculty member of INSEAD (Fontainebleau). He has a doctorate (DBA) from Harvard Business School and has been the dean of ESSEC, a top French business school. His research and teaching cover marketing. He is a well-known international reference in retail distribution and service marketing. He is in charge of several executive education programs for leading global companies. He is also involved in management consulting. He has also been Senior Vice President (Marketing) with Club Med Inc. in New York.