Liam Fahey

TL;DR: The authors developed a conceptual framework of the marketing-finance interface and discussed its implications for the theory and practice of marketing, and proposed that marketing is concern, concern, and concern.

TL;DR: In this article, the authors develop a framework for understanding the integration of marketing with business processes and shareholder value, which redefines marketing phenomena as embedded in three core business processes: process, process, and value.

TL;DR: This chapter discusses the process of integrating strategy and Scenarios into a management practice, and some examples of this process can be found in the work of L. Fahey and R. Randall.

TL;DR: The authors argue that marketing activities are often strategic investments, not tactical, intangible expenses and that marketing actions do lead to an acceleration of the market's acceptance of new products, to enhanced customer retention/loyalty, to an improvement in the size and quality of customer bases, to price premiums and other desirable payoffs.

TL;DR: Corporate Strategy Business Unit Strategy Global Strategy Political Strategy Industry Analysis Macroenvironmental Analysis Technology Analysis Organization Analysis Developing Strategy Alternatives Evaluating Strategy Alternative Implementing Strategy: Achieving Strategic Alignment implementing strategy: Reconfiguring Operational Processes implementing Strategy: Managing Organizational Culture Managing Strategy Making as discussed by the authors