The Analysis of Marketing Concepts
The analysis of marketing concept
Marketing nowadays has occupied a more and more important position in organisations, even in the world 's economics. The success of an organisation may deeply affected by marketing. Inevitably, some arguments are formed along with the marketing development, such as 'it is argued that the marketing concept is a force, which should pervade the whole organisation and as such is an integral part of the strategic management process '. In this article, I would like to discuss the argument that I mentioned above.
The first part of my article is to identify and discuss the major pillars that support the marketing concept.
The definition of marketing is that 'marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others ' .(Philip, P9) But a leading management theorist named Peter Drucker says that ' there will always, one can assume, be need for some selling. But the aim of marketing is to make selling superfluous '. He describes that the aim of marketing is to get to know and understand the customers very well that the product or service fits for them and sells itself. Therefore, marketing should result in a customer who is ready to buy, then is to make the product or service available. Marketing concept means that marketing is not just about selling, it is also not a specialised activity. It encircles the entire business. It is the whole business seen from the point of view of the final result, that is, from the customer 's viewpoint. Therefore, Marketing 's concern and responsibility must permeate and pervade all areas of the organisation.
The major pillars that support the marketing concept are: customer orientation, integrated marketing and customer satisfaction.
Customer orientation is about customer needs and wants. To find out the customer orientation, one of the most important elements for
Marketing nowadays has occupied a more and more important position in organisations, even in the world 's economics. The success of an organisation may deeply affected by marketing. Inevitably, some arguments are formed along with the marketing development, such as 'it is argued that the marketing concept is a force, which should pervade the whole organisation and as such is an integral part of the strategic management process '. In this article, I would like to discuss the argument that I mentioned above.
The first part of my article is to identify and discuss the major pillars that support the marketing concept.
The definition of marketing is that 'marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others ' .(Philip, P9) But a leading management theorist named Peter Drucker says that ' there will always, one can assume, be need for some selling. But the aim of marketing is to make selling superfluous '. He describes that the aim of marketing is to get to know and understand the customers very well that the product or service fits for them and sells itself. Therefore, marketing should result in a customer who is ready to buy, then is to make the product or service available. Marketing concept means that marketing is not just about selling, it is also not a specialised activity. It encircles the entire business. It is the whole business seen from the point of view of the final result, that is, from the customer 's viewpoint. Therefore, Marketing 's concern and responsibility must permeate and pervade all areas of the organisation.
The major pillars that support the marketing concept are: customer orientation, integrated marketing and customer satisfaction.
Customer orientation is about customer needs and wants. To find out the customer orientation, one of the most important elements for
Bibliography: Kotler, P(2003) Marketing Management. International Edition.11th Edition. Prentice Hall Dennis,A. Ray.B(1995) Marketing Principles&Practice. 2ndEdition. Pitman publishing, London. Baker,MJ(2000) Marketing Strategy and Management. Macmilan. Peter Druker, Management: Tasks, Responsibilities, Practices(New York: Harper and Row, 1973), pp.64-65 Chapman, D&Cowdell, T(1998) New Public Sector Marketing. Pitman publishing, London. Sam Hill and Glenn Rifkin(1999), Radical Marketing, HarperBusiness. New York.