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Weaving Marketing into the Fabric of the Firm
COMPONENTS OF MARKET ORIENTATION 1. Developing superior skills to understand and satisfy customers . Listening to the voice of the customer throughout the entire company 3. Establish a corporate culture where every employee values their customers 2.
LINKING CUSTOMER NEEDS TO COMPANY CAPABILITIES COMPANY CAPABILITIES Defined by all organization functions CUSTOMER NEEDS Inputs by customers through sales. service. information seeking LINKS Spanning activities that provide decision-making information OBJECTIVE: TO ALIGN EACH PARTNER’S GOALS .
EXTERNAL EMPHASIS INTERNAL EMPHASIS Outside-in Process Spanning Process • Market Sensing • Customer Linking • Channel Bonding •Technology Monitoring • Customer Order Fulfillment • Pricing • Purchasing • Customer Service Delivery • New Product / Service Development • Strategy Development Inside-Out Process • Financial Management • Cost Control • Technology Development • Integrated Logistics • Manufacturing/Transformation Process • Human Resources Management • Environmental Safety Health and Safety .
STAGES OF INTERNAL AND EXTERNAL PARTNERING AWARENESS EXPLORATION EXPANSION COMMITMENT ACHIEVING THE SUPRAGOAL: CUSTOMER SATISFACTION .
USING INFORMATION AS A SPAN • Marketing • Customer Linking • Channel Bonding Order Scheduling Order Fulfillment Billing and Payment OUTSIDE-IN PROCESS Outside-in Process Order Planning Order Generation Order Entry And Prioritization Postal Service Cost Estimation and Pricing Inside-Out Process • Manufacturing Transformation • Financial Management • Integrated Logistics .
INTERNAL CORPORATE PARTNERS PURCHASING MARKETING MANUFACTURING AND ENGINEERING (R&D) FINANCE .
ENCOURAGING INTEGRATION IN MARKETING OPERATIONS DEVELOP AND ARTICULATE STRATEGIC DECISIONS THAT WILL BE IMPLEMENTED PURSUE PERSONNEL STABILITY TO ENHANCE LONG TERM RAPPORT LEVEL THE BUDGET AND COMPENSATION PLAYING FIELD THAT SUPPORTS MARKETING EFFORTS ESTABLISH CLEAR AND FORMALIZED COMMUNICATION / ORGANIZATION STRUCTURES .
TYPICAL MARKETING ORGANIZATION STRUCTURE MARKETING DIRECTOR SALES PRODUCT DEVELOPMENT MARCOMM MARKETING RESEARCH .
Rep Shipping Rep Finance Rep Manufacturing Shipping Purchasing Finance .CUSTOMER FOCUSED TEAM STRUCTURE Sales Engineering Account Manager Engineering Rep Customer Purchasing Agent Mfg.
HOW BUSINESS TO BUSINESS MARKETERS LEARN: THE THREE-STEP PROCESS 1 INFORMATION ACQUISITION Marketing Research Sales and Service Feedback Environmental Scanning Competitive Intelligence Accounting Systems Information Systems Experiments Benchmarking Joint Venture Lead Customers Organizational Memory 2 INFORMATION DISSEMINATION To: Marketing Management Senior Management Manufacturing Engineering and R&D Finance 3 SHARED INTERPRETATION Through: Brainstorming Planning Other Processes .
models and role playing • LEARNING FROM OTHERS • Getting knowledge from partners.CREATING NEW KNOWLEDGE: THE TOOLS • COGNITIVE MAPPING • Finding links of cause and effect through exploring beliefs and assumptions • EXPERIMENTS • Research that tests cognitive maps • LEARNING LABORATORIES • A physical environment set aside for learning through experiments. simulations. seminars. and competitors. . consultants.
COGNITIVE MAPS—MAP 1 Example: Kinko’s Observation More competitors means less business per store Observation Kinko’s stores compete with each other when located in the same city because of free delivery service Observation Have fewer stores in a city + = .
TWO COGNITIVE MAPS—MAP 2 Observation Advertising drives awareness Observation Each store has signage or advertising Assumption More stores mean more awareness Observation Higher awareness means more business Conclusion 2 = Have more stores in a city .