Corporate Strategy and the Role of Navigational Marketing

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Abstract
Marketing, the discipline, has failed to deliver on its promise as a central corporate philosophy because it has failed to adapt its concepts to corporate concerns. Marketing has ignored non‐customer stakeholders and is less influential on corporate strategy than a decade ago. A framework is provided and examples of how better to integrate marketing into corporate‐wide concerns are presented. It is argued that to accomplish this, corporate management must take on a navigational dimension and marketing must make its mix tools relevant above the business unit level.

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