SKIP TO CONTENT

Rethinking Marketing

Imagine a brand manager sitting in his office developing a marketing strategy for his company’s new sports drink. He identifies which broad market segments to target, sets prices and promotions, and plans mass media communications. The brand’s performance will be measured by aggregate sales and profitability, and his pay and future prospects will hinge on those numbers.

A version of this article appeared in the January–February 2010 issue of Harvard Business Review.

Partner Center