Chapter 1 p

Key Learning Points
The marketing concept. Organizational philosophies about marketing. Importance of being customer focused. Marketing manager s job. manager’s job Organizational forms of marketing. How marketing is changing.
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Marketing and the Job of the Marketing M M k ti Manager

What is Marketing?
Take a moment to think about the word “marketing” and the type of people who help to market a service. Which of the hotel employees listed at left are involved in marketing?
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What is Marketing?
Marketing “is involved and

Desk clerk Valet Concierge Maid Waitress Reservation clerk
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necessary whenever an individual or organization has a choice to make.”
– M k ti is the set of activities th t Marketing i th t f ti iti that attempts to influence choice. – Any employee who has, or could have y contact with a customer is actually in a “marketing” job, whether that is its title or not.

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What is Marketing?
Churches, governments, politicians, not for profit organizations not-for-profit organizations, and utility companies can all use marketing to their advantage. – Marketing can influence both attitudes and behavior.

What is Marketing?
Successful marketing is difficult: – There is no “formula” for marketing success. g – Requires considerable interaction with customers. – Customers often cannot accurately describe their needs. – Competitive action is difficult to predict. – Customer tastes and societal trends change frequently. – Precise strategy implementation is difficult. difficult

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Organizational Philosophies
The Marketing Concept – Emphasizes:
A customer focus. The ll Th allocation of resources t ti f toward d understanding customers’ needs. Offering Off i products or services d i d t i designed t d to meet those needs.

“The purpose of a business is to create and keep a customer To customer. do that you have to produce and deliver goods and services that people want and value at prices and under conditions that are reasonably d diti th t bl attractive relative to those offered by others to a proportion of customers th t ti f t large enough to make those prices and conditions possible.”
- Theodore Leavitt

– P fit result f Profits lt from serving customers i t better than the competition.
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Figure 1.1:

Organizational Philosophies
Driven By
Sales Technology Marketing Customer
Focus: “What we make, we sell.” k ll ” Little attention is paid to the customer. Very aggressive; y gg seeks to maximize sales volume. Heavy use of promotion. promotion
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Strategic Approaches to the Marketplace p

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Organizational Philosophies
Driven By
Sales Technology Marketing Customer
Focus: Research and development; d l customer needs are secondary. d Problem: developed technology may not satisfy needs. Great technology does not guarantee g company success.
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Organizational Philosophies
Driven By
Sales Technology Marketing Customer
Focus: Embraces marketing to excess. excess Enormous investments in marketing research. Brand management organization. Problem: Very slow to respond to changes in the marketplace marketplace.
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Organizational Philosophies
“Customers do not inherently Customers want to buy products. Products cost money and, for corporate buyers, reduce buyers profits. Customers buy products f th b d t for the benefits th t fit that the product features provide.” provide.
- Russell S Winer S.

Driven By
Sales Technology Marketing Customer

Focus: Benefits desired by buyers buyers. Stresses