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1、The rale of in managementMarvin Bower and Robert A. GardaMarketing is no longer, if it ever was, a mere adjunct to selling. To the authors, it is or ought to be a fundamental framework for management decision making and a state of mind that should permeate the entire organization. They outline the d
2、evelopments that have brought marketing to preeminence, examine its key dimensions, its evolution and its impact on other areas of the business, and describe the characteristics of the modern “market-driven“ company, in which marketing becomes “a window on the world“ for those responsible for shapin
3、g corporate strategy.“Everything that a business does must be pointed to the market. . . . Every business function must be directed toward and be in tune with the market. Research and development, production, finance and control, personnel, all these and more, must at all times watch what the market
4、 does.“ So wrote J. W. Keener, then President of B. F. Goodrich Company, a quarter-century ago. Ten years later another observer, B. Charles Ames - then a director of McKinsey marketing on the needs of the buyer. Selling is preoccupied with the sellers need to convert his product into cash; marketin
5、g, with the idea of satis- fying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering and finally consuming it.“Science and creativityThis recognition stimulated a vast improvement in market re- search and other analytical techniques.
6、 Increasingly, marketing became an analytical science, utilizing logic, systematic data analysis and synthesis in dealing with the subtle and complex variables of the marketplace. Yet outstanding marketing today in management still requires intuition and creativity - and inspira- tion can add furthe
7、r to the bottom line. Few outstanding market- ing efforts are based on analysis alone. The big thrust for market- ing success is still powered by a blend of creativity, intuition and innovation and inspiration tops them all.Since marketing seeks to cause changes by doing something new in products, c
8、hannels, pricing, market selection or focus, advertis- ing and promotion, and/or service, the application of the scientific method to marketing requires not only careful analysis but a high degree of conceptual ability, coupled with innovation. In other words, it calls for disciplined creativity.Dur
9、ing the 1960s and 1970s marketing became the driving phi- losophy of many consumer goods companies. Marketing people ruled, and successful marketing strategies were developed for broad user groups. Carrying analysis to extremes, some com- panies pursued decimal point gains in market share but tended
10、 to miss major market shifts. Overall, however, marketing was well established as a way of thinking and a guide to managing.AUTUMN 1985 35Challenges of the 1980s As they entered the 1980s, businesses faced an entirely new set of challenges. Possibly the most dramatic challenge is the globaliza- tion
11、 of major industries, such as automobiles, television and construction equipment. Component sourcing, logistics, sales and product designs have truly become worldwide.Along with global markets, managers are finding it necessary to adjust to radically different growth patterns. Industries such as ele
12、ctronics and computers are experiencing explosive growth, while mature industries such as capital goods must cope with zero growth. In these mature industries, the battle for share is fierce, and demand creation has become a major mission for marketing.A second marketing challenge in the 1980s is th
13、e upheavals in the marketplace caused by the deregulation of such industries as airlines, banking, investment banking, trucking, and oil and gas production and distribution. Some industries, notably financial services, have seen the emergence of nontraditional competitors. The prospect of Sears, Roe
14、buck and Merrill Lynch as direct competitors would have been laughable as recently as five years ago.Another major challenge is shifts in the channel structure of many industries. The traditional channels of distribution have become scrambled, and manufacturers find themselves using a mixture of who
15、lesalers, retailers, chains, buying groups and even captive outlets. In many industries distributors and manufactur- ers representatives are playing a more important role. In others, buying groups, chains and cooperatives are becoming significant factors. Because these groups bring greatly increased
16、 sophistica- tion to the buying process - especially as the computer gives them access to more and better information - more buying clout is becoming concentrated in fewer hands.Rounding out this list of challenges is the transition from single product thinking to systems thinking - a direct outgrowth of the technology explosion in biolocal sciences, information handling, communications and many other areas. In some industries, this manifests itself as a shift from tangible products, or
