We will illustrate marketing management as the conscious effort to accomplish desired exchange results within target markets. What marketing philosophies will guide these marketing efforts? What weight will be given to the interests of an organization, the customers or the thin market? Very often these concerns conflict.
Marketing functions are implemented under a specific philosophy. These ideas provide direction and focus to make the most of production, deliverability and profits. Failure to identify and modify business strategies causes established companies to lose market share or to fail completely.
Marketing management can be broken down into several rival concepts under which businesses and other organizations conduct their marketing. These models are generally described as the production model, the product model, the selling model, the marketing model, and the societal awareness model. These concepts are reactions to specific periods in the American economic history. These periods represent specific challenges for an organizations survival. Evolution from a production or product concept to a selling, consumer, or even societal orientation has been feed by major social economic upheavals and political impulses since the signing of the Declaration of Independence.
The production idea is one of the oldest philosophies guiding manufactures and marketers. The production concept is an appropriate philosophy in two economic models. The first is where the demand for a product exceeds the supply. Here a manager should concentrate on finding avenues to increase production. The second situation is where the product’s cost is high and improved productivity is needed to bring it down through cost savings. Henry Ford’s whole philosophy was to reduce production costs of the model T so that its price tag could be reduced to a level that more people could afford. He famously joked about offering people a model-T in any color as long as it was black. Today, businesses embrace internet practices to capitalize on this philosophy of pursuing production volume and lowering sales costs in order to bring down prices. These businesses succeeded in winning a growing share of the market with this philosophy.
Many service organizations also follow the production concept. Many hospitals and outpatient practices are organized on assembly-line principles, as are some government agencies such as unemployment offices and license bureaus. Although efficiencies are realized, this type of management is causes client frustration through the absence of personal attention.
The product concept is another major concept guiding sellers. The product concept holds that consumers will favor those products that offer the most quality, performance, and features, and therefore the organization should devote its energy to making continuous product improvements. Many manufacturers believe that if they can build a better mousetrap, the world will beat a path to their door. But they are often rudely shocked. The buyers are looking for a solution to a mouse problem, but not necessarily a better mousetrap. The solution that works better than a mousetrap. Furthermore, a better mousetrap will not sell unless the manufacturer takes positive steps to design, package, and price it to the attention of persons who need it, and convince e them that it has superior qualities.
The product concept leads to marketing myopia. Railroad management thought that users wanted trains rather than transportation and overlooked the growing challenge of airlines, buses, trucks, and automobiles. Slide-rule manufacturers thought that engineers wanted slide rules rather than calculating capacity and over-looked the challenge of pocket calculators.
In the following articles, we will drive deeper into the selling concept, the marketing concept and the societal marketing concept. Each served as a the primary template for its period only to be adjusted as American business changes.
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