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Spotlight On Reinvention – Rethinking Marketing

Spotlight On Reinvention
J&L Steel, Pittsburgh, May 1942

Spotlight On Reinvention


The article acknowledges a need for a customer-driven focus. In recognizing the indispensability of customers as inherent to company success, this article advocates a viable marketing approach for heightened profitability. Ex: Amazon paradigm & Stew Leonard’s introduced in Chapter 1 to support the reasonable inference of customer marketing focus likely facilitating company success.

The article also offers an insightful historical overview in its discussion to demonstrate how transitioning technological trends influence contemporary marketing standards for companies. For example, the discussion of IBM with its “service-oriented architecture,” illustrates this point. See p.3.

By tailoring standards to suit transitioning trends, and efficaciously harnessing energy with its assiduous marketing efforts, IBM becomes the paragon for sustainable customer satisfaction. See Id.

The recognition of “significant investment in analytics” to catalyze customer retention also aptly shows strategic marketing improvements. See Id.

Therefore, the article provides invaluable insight to instantiate how technology adapted accordingly toward a customer-driven marketing model generally fosters company success. Ultimately, by underscoring the significance of building long-term value as its principal theme, this article offers a perspicuous primer to reinforce successful marketing basics.


However, this article overgeneralizes the present marketing approach among companies to infer some need for reorganization without evidentiary support. The article’s conclusion—advocating a need for such reorganization—assumes some flagrant lack of customer-driven focus purportedly prevalent among companies. Its conclusion relies on the following unwarranted assumptions:

However, this article commits the following unwarranted assumptions:


This article remains most vulnerable to the criticism that it assumes companies ignore a purely customer-building stratagem. By inferring some “inevitable” transformation from an allegedly “product-focused” emphasis to “becoming fully customer-centric” this article neglects that companies may already follow the customer-building paradigm. Furthermore, this fallacious inference neglects the assumption that product-focus and customer-centric perspectives may coexist, without operating separately in some mutually exclusive controlled vacuum.

The article.

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