He who manages products, manufacturing processes, locations and the personnel, is nonetheless still a long way from having everything under control.

In times of rapid change, a market-oriented management is called for, because by means of a professional marketing the leadership in the market can be achieved and maintained. In this sense, marketing is "a matter for the boss" and the brand is "the most important capital".

In the information age, one management instrument has gained in significance: knowledge. Knowledge is not tangible and experience is frequently volatile. The combination of knowledge and experience, the know-how, is present in many information bearers: in the brains of the company managers, the employees, in in-company and outside data banks, in the structures and processes, in the market, with the customers, suppliers and competitors. Correspondingly difficult is the handling of information, the last silent, great resource of the enterprises.

If one follows Sun Tzus old Chinese war wisdoms, then information service signifies "the seeking in good time of reliable facts about the actual circumstances and the general conditions of the competitive situation. In competition, nothing is more important than consistent facts. Over and above this, information also signifies the conveying of certain opinions. Opinions are facts and fictions, which are supposed to bring your competitors and customers to where you want to have them." (*)

The wise handling of market-oriented management information (marketing intelligence) is more and more proving to be the decisive success factor in the market.

The new maxim at the focal point of brand, knowledge, risk and change management is called:


(*) Donald C. Krause: The Art of Waging War for Managers, Sun Tzus Old Learnings, Vienna 1996, page 24.