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| Author: | Hamel, G. Prahalad, C. K. |
| Title: | Corporate imagination and expeditionary marketing. |
| Journal: | Harvard Business Review
1991 : JUL-AUG, VOL. 69:4, p. 81-92 |
| Index terms: | MARKETING STRATEGY COMPETITIVENESS LONG RANGE PLANNING PERFORMANCE MEASUREMENT CONSUMER RESEARCH MARKETS |
| Language: | eng |
| Abstract: | In the 1980s competitive success came mostly from achieving cost and quality advantages over rivals in existing markets. In the 1990s it will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating new markets, corporate imagination and expeditionary marketing are the keys that unlock them. Creating new markets is a risky business, however. Imaginative companies minimize the risk through the process the author calls expeditionary marketing: low-cost, fast-paced market incursions to bring the target quickly in view. Toshiba introduced laptop computers to the market at a blistering pace. To stimulate corporate imagination, top management needs to redefine failure. |
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