The result: A renewed focus on marketing-driven top-line revenue growth, say executives at E.I. du Pont de Nemours, United Parcel Service and others, both through traditional marketing methods as well as emerging, non-traditional means.
“From 2000 to 2005, Du Pont was mainly driven by cost metrics; now we’re driven by growth metrics,” says George Cattermole, director-corporate marketing for the Wilmington, Del.-based conglomerate, which had $43.8 billion in sales in 1996.
“We want to increase the value of our stock 15% per year and we don’t think you can get that through cost-cutting,” Mr. Cattermole adds. “You have to start to grow your revenue. As markers continue to expand, if you don’t grow you lose market share.”
The profit growth of recent years has often come from major cutting and …
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