The McKinsey Quarterly

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Featured Marketing Article, downturn new rules for marketers

DECEMBER 2008

The downturn’s new rules for marketers

The old recession playbook won’t work this time around.

NOVEMBER 2007

Serving aging baby boomers

Baby boomers have rewritten the rules at every stage of their lives. They will rewrite the rules of retirement as well.

Includes:
FEBRUARY 2008

Getting more from prepaid mobile services

As the industry matures, mobile operators won’t be able to count on a flood of new customers to fuel growth, so they must create more value from those they already have—including prepaid ones.
AUGUST 2007

The evolving role of the CMO

Many chief marketers still have narrowly defined roles that emphasize advertising, brand management, and market research. They will have to spread their wings.
AUGUST 2006

Managing a marketing and sales transformation

Executives hoping to transform a commercial organization must tailor their change-management approach to several specific challenges posed by sales and marketing.

Includes:

SEPTEMBER 2008

What’s new with the Chinese consumer

It’s hard for brand managers to keep pace with the shifting attitudes of Chinese consumers. But some trends can be discerned amid the noise.
NOVEMBER 2007

How half the world shops: Apparel in Brazil, China, and India

Multinational retailers face new challenges to capture the increased spending power in each of these distinctive markets.
AUGUST 2007

Tracking the growth of India’s middle class

Over the next two decades, the country’s middle class will grow from about 5 percent of the population to more than 40 percent and create the world’s fifth-largest consumer market.

Includes:
FEBRUARY 2007

Shedding light on the Gulf's middle class

Little is known about the middle class in the GCC states, but a recent survey illuminates the hopes, fears, and expectations of this important segment.
MARCH 2007

Selling to 'mom-and-pop' stores in emerging markets

Traditional shops and the companies that serve them are finding life harder and harder. For the suppliers, segmented execution is the answer.
NOVEMBER 2006

A grassroots approach to emerging-market consumers

By tapping into local networks, companies can serve low-income markets profitably, delivering significant value to shareholders while creating the essential market infrastructure for economic development in the neediest communities.

Show us where you see innovation.

Our forthcoming publication, What Matters, is a collection of short essays by leading thinkers on big topics, such as climate change and the credit crisis. We'd like to invite you to send us digital images of things that represent innovation in your part of the world. We will reproduce a broad sampling of these images in What Matters, as a photo essay, and make them available online.

Follow this link for full details on submitting your photos

DECEMBER 2008

Maintaining the customer experience

Stinting on customer service is a common and sometimes costly response to tough economic times. By managing the customer experience more rigorously, companies can maintain quality while still saving money.
SEPTEMBER 2008

Pricing in an inflationary downturn

In the current environment, costs are rising as price sensitivity increases. Six tactics can help companies get pricing right.
NOVEMBER 2007

What's next in innovation

Management guru C.K. Prahalad examines the technique of tapping individual consumers to help develop products and create appealing experiences.

Includes:

OCTOBER 2008

How poor metrics undermine digital marketing

The Web is the most measurable medium in the history of marketing. Now all that’s left is figuring out how to measure it.
NOVEMBER 2007

Marketing with user-generated content

Marketers who let a thousand flowers bloom risk losing focus.
SEPTEMBER 2007

How companies are marketing online: A McKinsey Global Survey

A survey of marketers from around the world shows where online tools are most important, how they’re being used, and on which ones companies plan to spend more.
AUGUST 2007

How companies can make the most of user-generated content

The success of online participatory media—video-sharing sites and corporate wikis alike—depends on the quality contributions of a small core of enthusiasts.

Includes:

AUGUST 2008

Rapid transformation of a sales force

Taking a phased “university approach” to change helped one company transform its sales force—successfully—in 6 months rather than the usual 12 to 24.
DECEMBER 2007

Refocusing the sales force to cross-sell

Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits.

NOVEMBER 2007

Anticipating customer queries in call centers

An effort to determine the value of specific kinds of customer inquiries shows how companies should decide which channels are best for dealing with each of them.
MAY 2006

Using call centers to boost revenue

Many companies can turn their inbound call centers into powerful engines for growth.

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The McKinsey Quarterly

The downturn’s new rules for marketers

Serving aging baby boomers

Getting more from prepaid mobile services

The evolving role of the CMO

Managing a marketing and sales transformation

What’s new with the Chinese consumer

How half the world shops: Apparel in Brazil, China, and India

Tracking the growth of India’s middle class

Shedding light on the Gulf's middle class

Selling to 'mom-and-pop' stores in emerging markets

A grassroots approach to emerging-market consumers

Show us where you see innovation.

Maintaining the customer experience

Pricing in an inflationary downturn

What's next in innovation

How poor metrics undermine digital marketing

Marketing with user-generated content

How companies are marketing online: A McKinsey Global Survey

How companies can make the most of user-generated content

Confronting proliferation ... in retail: An interview with Wal-Mart’s John Fleming

Confronting proliferation ... in online media: An interview with Yahoo!’s senior marketer

Confronting proliferation ... in beer: An interview with Carlsberg's Alex Myers

Rapid transformation of a sales force

Refocusing the sales force to cross-sell

Anticipating customer queries in call centers

Using call centers to boost revenue