The Core Concept of Marketing Management
- First Online: 01 January 2015
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This chapter focuses on the evolution of the marketing concept and the components of marketing management in firms. The first part is about the way our understanding of marketing has developed over time, including market and customer orientation. The second part discusses in more depth the management of marketing activities in firms and the nature and role of market and customer orientation.
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Marketing Orientation: Past, Present and Future
Revisiting the Marketing Strategy: Towards Detecting the Main Factors in Developing a Marketing Strategy
Revisiting the marketing strategy: towards detecting the main factors in developing a marketing strategy.
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Michael Kleinaltenkamp
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Can we apply marketing management concepts to other types of human interaction than market exchanges? For example, do they apply in the case of religion, family relations, or politics? Are there any problems with such an application of marketing tools in these areas?
How do we determine the relevant markets for a firm? What is the difference between a market and a sector of industry?
What are the problems associated with a product-based definition of the relevant markets?
Characterize the stages of development of market orientation.
What are the characteristic features of a customer-oriented firm?
Why can customers be described as a “vital resource” of a firm?
Explain the distinction between the terms “market orientation” and “customer orientation.”
Outline the different forms of market orientation.
Describe the phases of the marketing process.
Describe the closed-loop control system of marketing management.
Describe the dual closed-loop control system of market-oriented management.
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Plinke, W. (2015). The Core Concept of Marketing Management. In: Kleinaltenkamp, M., Plinke, W., Wilkinson, I., Geiger, I. (eds) Fundamentals of Business-to-Business Marketing. Springer Texts in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-319-12463-6_2
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Marketing Myopia
Sustained growth depends on how broadly you define your business—and how carefully you gauge your customers’ needs. by Theodore Levitt
Summary .
At some point in its development, every industry can be considered a growth industry, based on the apparent superiority of its product. But in case after case, industries have fallen under the shadow of mismanagement. What usually gets emphasized is selling, not marketing. This is a mistake, since selling focuses on the needs of the seller, while marketing concentrates on the needs of the buyer.
In this widely quoted and anthologized article, first published in 1980, Theodore Levitt argues that “the history of every dead and dying ‘growth’ industry shows a self-deceiving cycle of bountiful expansion and undetected decay.” But, as he illustrates, memories are short.
The railroads serve as an example of an industry whose failure to grow is due to a limited market view. Those behind the railroads are in trouble not because the need for passenger transportation has declined or even because that need has been filled by cars, airplanes, and other modes of transport. Rather, the industry is failing because those behind it assumed they were in the railroad business rather than the transportation business. They were railroad oriented instead of transportation oriented, product oriented instead of customer oriented.
For companies to ensure continued evolution, they must define their industries broadly to take advantage of growth opportunities. They must ascertain and act on their customers’ needs and desires, not bank on the presumed longevity of their products. In short, the best way for a firm to be lucky is to make its own luck.
An organization must learn to think of itself not as producing goods or services but as doing the things that will make people want to do business with it. And in every case, the chief executive is responsible for creating an environment that reflects this mission.
Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others that are thought of as seasoned growth industries have actually stopped growing. In every case, the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management.
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