In a relentlessly competitive environment, the general manager – whether a director or any senior/middle manager who may not have a specific market–facing responsibility – cannot afford the luxury of leaving the business of understanding customers and other stakeholders entirely in the hands of the "experts”. No responsible CEO will say " as long as my CFO tells me that the revenue and profit situation is fine, I really don’t need to look at my company’s balance sheet and income statement ”. Equally, the general manager who genuinely wishes to drive a market–centric organisation should not feel content to leave the analysis of the "stakeholder balance sheet” entirely in the hands of the specialists in marketing, pr, investor relations or customer analysis. This highly practical book enables any practicing manager not only to develop the market insights that will strengthen their position in the market place, but to really profit from this understanding. The ...

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