FUSION FOR PROFIT
Join the Fusion Revolution.
As the global stage expands, as competition becomes ever more fierce, as the economy continues to struggle, standard business models don’t seem to work anymore. Senior managers in every field seek a better way to make decisions about the future of their companies. They wrestle with tough dilemmas like:
Is it better to increase market share or focus on retaining existing customers?
Should we invest in a new factory?
How can we quantify the short- and long-term effects of different marketing policies on our company’s performance?
What’s the best way to pay our salespeople: lower base salary and higher commission or the other way around?
Until now, there has been no good way to answer such questions. Marketing might have one solution, finance another, and never the twain would meet. But with the advent of Fusion for Profit—a new book by Sharan Jagpal, PhD—decision makers have gained the tools they need to break out of their function-based silos, stop clashing against each other, and start collaborating.
The book lays out a rigorous and practical methodology for decision making based on the fusion of functional areas and disciplines and using objective metrics and sophisticated analyses. In other words, it helps you combine the knowledge and strengths of the key players in marketing, finance, and other departments in a way that solves real-world problems and drives long-run value.
A “crossover” book appropriate for academics and business practitioners alike, Fusion for Profit provides a whole new way to think about the way you bring your products and services to the marketplace—and a secret weapon for success in a business arena that grows tougher and more competitive by the day.
“This excellent book is comprehensive, accessible, practical, and consistent with modern theory. It represents a fusion between marketing and finance, but also its approach is a fusion of qualitative and quantitative methods…The methods of analysis are…expressed with just enough detail to be incisive yet easily understood.”
—David G. Luenberger, Professor and cofounder, Department of Engineering and Economic Systems and Operations Research (EESOR), Stanford University