|
|


 |
|


ñ What is the problem with these orientations?

t resulted in business firms defining their
business in terms of products/services they
produce and sell.
t led to ͚marketing myopia͛ which prevented
business firms to understand what customers
really need and whether this need can be
met by any other substitute products.

u
 |
|


merican railroads, defined their business

too narrowly (railroad business instead of
transportation business).
s a result their business declined inevitably
as they could not foresee that the
transportation needs of the customers could
be met by other means of transport as
technology advanced.

x
  |
|


¦ow do a business get out of this kind of

͚marketing myopia͛?
Business firm must think of itself not as
producing products but as providing
customer value.
his is possible when a business firm is
truly ͚customer oriented͛.

½
 

  

/B

º eorge astman, founder of odak:

͞odak sells memories͟

0


  

/B

harles
evson of
evlon:

͞n the factory we make cosmetics; in the store we sell hope.͟


D
 |
|


ñ here is yet another kind of ͚marketing

myopia͛.
ñ |anagers often tend to look at the future
through the narrow aperture of existing
served markets.

[
  |
|

º ¦ow do a business get out of this type of ͚marketing myopia͛?
º By identifying and anticipating ͚latent needs͛ of customers.
º his is possible by developing ͚industry foresight͛.
º ustomers are notoriously lacking in foresight.

 
  |
|


ñ ¦owever well a company meets the articulated

needs of current customers, it runs a great risk if
it does not have a view of the needs customers
cannot yet articulate, but would love to have
satisfied.
ñ nd however content a company͛s existing
customers may be, it may find its growth
stymied if it cannot reach out and appeal to
fundamentally new customergroups.

  
 |
|


ñ here is yet another kind of myopia.

ñ |anagers often tend to look at their
company as a portfolio of certain
businesses.
ñ his prevents them to look at other
businesses to which they can get into.

 
  |
|


¦ow a business can get out of such kind of

marketing myopia?
|anagement must conceive of the
company as a portfolio of core
competencies rather than a portfolio of
individual business units.

 u
  |
|

ore competencies connote a broad class of customer benefits (e.g., ͚user
friendliness͛ of pple, ͚miniaturization͛ of ony).
When one conceives a company as a portfolio of competencies, a whole
new range of opportunities typically opens up.

 x
  |
|


hough ¦onda had its start in motorcycle

business, it did not tie its future to that
particular business.
onceiving itself as a world leader in
engines, ¦onda leveraged its competence
into cars, lawn mowers, garden tractors,
marine engines, and generators.

 ½