Implementing RTM Company-Wide

Peter Raulerson (), Jean-Claude Malraison and Antoine Leboyer
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Peter Raulerson: PARA Marketing Group, LLC
Jean-Claude Malraison: 56 rue Darwin

Chapter Chapter 9 in Building Routes to Customers, 2009, pp 169-179 from Springer

Abstract: Up to this point in the book, the Routes-to-Market (RTM) methodology has been explained by showing how it applies to selling a single product or service to one market segment. Obviously, few companies live with only one product or only one market segment. This chapter shows how RTM can be applied to all of a multiproduct company’s products and markets. Using RTM for all of a company’s products and markets may initially appear risky to the CEO because RTM changes the way companies allocate marketing, sales, and customer service resources. Most companies prepare operating plans (or business plans) that set goals and allocate resources for the coming quarter or year. Changing the methodology for allocating resources is a scary proposition to anyone who is responsible for the performance of those resources. However, it is easy to start using RTM for a single product or market. When this proves successful, the scope for RTM can be expanded incrementally to other products or markets. At some point in the “organic” growth of RTM within a company, senior management gets enough evidence of RTM’s success to switch the entire company to using RTM. Integrating RTM into a company’s planning and management processes is described in the next few sections.

Keywords: Shared Resource; Customer Service; Call Center; Market Segment; Budget Allocation (search for similar items in EconPapers)
Date: 2009
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DOI: 10.1007/978-0-387-79951-3_9

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