{"id":57945,"date":"2024-02-15T01:04:44","date_gmt":"2024-02-15T01:04:44","guid":{"rendered":"https:\/\/www.africa-press.net\/zambia\/?p=57945"},"modified":"2024-02-14T06:48:53","modified_gmt":"2024-02-14T06:48:53","slug":"a-death-knell-for-the-marketing-concept","status":"publish","type":"post","link":"https:\/\/www.africa-press.net\/zambia\/all-news\/a-death-knell-for-the-marketing-concept","title":{"rendered":"A Death Knell for the Marketing Concept"},"content":{"rendered":"

Africa-Press – Zambia. <\/strong><\/span>1. Introduction<\/p>\n

This article is devoted to a survey of the following themes: (a) the evolution of marketing; (b) criticisms and observations against the marketing concept\u2019s relevance and practicability; and (c) the emergence of what may be referred to as the \u201cmarket-driving era.\u201d<\/p>\n

It is designed to ponder the practicability of the \u201cmarketing concept,\u201d and to proclaim the emergence of a new era in the evolution of marketing referred to as the \u201cmarket-driving era.\u201d<\/p>\n

The article is intended for Marketing students, instructors, researchers, theorists, practitioners, as well as casual readers who may have an interest in gaining an understanding of the nitty-gritty of what is commonly referred to as the \u201cmarketing concept.\u201d<\/p>\n

2. Evolution of Marketing<\/p>\n

Marketing in industrialized economies of the Western world has not had the status it is accorded today from beginning. It has evolved through several distinct eras discussed below\u2014that is: (a) the production era; (b) the sales era; (c) the customer-orientation era; and (d) the \u201cmarket-dri\u00adving era.\u201d<\/p>\n

2.1 The Production Era:<\/p>\n

The Industrial Revolution, which came into full swing just after the 1850s, brought new life to industrial perfor\u00admance with its use of specialization of labor, the assembly line, and other advanced industrial facilities. Producers were able to increase both the quality and quantity of industrial outputs at reduced costs with these facilities.<\/p>\n

The marketing function received little or no status then as producers were preoccu\u00adpied with production to satisfy the intense consumer-demand for industrial products that characterized this particular period.<\/p>\n

2.2 The Sales Era:<\/p>\n

Increased sophistication in production techniques which followed the burst of the Industrial Revolution brought about even higher levels of output, culminating in excessive supply around the 1920s. This situation prompted firms to resort to advertising and personal selling as means of increasing sales and profits, as well as securing repeat sales.<\/p>\n

Therefore, advertising and personal selling were viewed as the major marketing activities during this period. Firms would produce products they were capable of producing and then use personal selling and advertising as tools for persuad\u00ading consumers to buy the products.<\/p>\n

2.3 The Customer-Orientation Era:<\/p>\n

During the Great Depression of the 1930s, demand for industrial products dwindled drastically as a result of declining personal incomes. The dwindling purchasing power prompted consumers to seek only products that were necessary for subsis\u00adtence, rendering personal selling and advertising of products impotent as means of increasing sales.<\/p>\n

This compelled marketers (around the 1950s) to deter\u00admine the needs of customers and concentrate on the produc\u00adtion of products for which consumers had expressed a need.<\/p>\n

The realization that organizational goals could best be achieved through the satisfac\u00adtion of consumers\u2019 needs resulted in the emergence of a customer-or\u00adiented philosophy called the market\u00ading concept.<\/p>\n

But in much of the developing world, as pundit Okra (1982:12) has ob\u00adserved, market\u00ading can be said to be still in the production era. He has advanced his argument in the following words:<\/p>\n

\u201cMost of the developing countries… are still at the production stage of development. It is only when suffi\u00adcient goods and services are produced that these coun\u00adtries can move into an aggressive sales-o\u00adriented era. Further, surplus of produc\u00adtion is needed in order for them to become consumer oriented. The never-ending shortages currently experi\u00adenced in these countries show that produc\u00adtion problems have not yet been overcome, and that the road to pros\u00adperity still lies ahead.\u201d<\/p>\n

There are many reasons why organizations in emerging nations, especially \u2018parastatal\u2019 companies, are still in the production era. In much of the developing world, these reasons include state monopo\u00adly over the supply of most goods and services, as well as chronic shortages of most, if not all, essential commodities. These two factors are explained in the ensuing paragraphs.<\/p>\n

(a) State Monopoly. Most commodities (especially those consi\u00addered to be es\u00adsen\u00adtial) in much of the de\u00advel\u00adoping world are pro\u00adduced by state-run and\/or state-co\u00adntrolled enter\u00adprises. These enter\u00adprises are made monopolies, and are strictly con\u00adtrolled, by state or national govern\u00adments. This means that marketing mix decisions (that is, product, costing, promo\u00adtion, and distri\u00adbution decisions) in these companies are generally influenced and manipulated by various governmen\u00adt agen\u00adcies (Fubara, 1985:60).<\/p>\n

Be\u00ading the only ones charged with the re\u00adsponsibility of meeting domestic demand for speci\u00adfied \u201cessential\u201d commodi\u00adties and servic\u00ades, the monopolis\u00adtic, government-c\u00adon\u00adtrolled firms usually concen\u00adtrate on improv\u00ading their productive capabili\u00adties. Less or no attention is paid to the needs and desires of custom\u00aders.<\/p>\n

In these cir\u00adcum\u00adstances, marketing in most emerging economies (especially socialist econo\u00admies) cannot general\u00adly be said to have passed the produc\u00adtion era.<\/p>\n

(b) Chronic Shortages. Due to a chronic inadequacy of goods and ser\u00advices (which are largely caused by inade\u00adquate foreign exchange for importing produc\u00adtion inputs, the limited number of produc\u00aders, and the antiquated technolo\u00adgy often used in most com\u00adpanies in emerging econo\u00admies), empha\u00adsis is normal\u00adly laid on production to meet demand. As such, customer need-sa\u00adtisfaction is, by and large, an unim\u00adpor\u00adtant consider\u00adation in the world\u2019s developing economies.<\/p>\n

3. An Impractical Concept<\/p>\n

In affluent, free enterprise economies, the quality of product offerings and customers\u2019 needs and desires have long been primary consider\u00adations in the decisions and operations of most producers, who have found that they cannot be successful unless they are custom\u00ader oriented.<\/p>\n

This has culminated in a business philosophy cited earlier in this article as the marketing concept, which may be defined or de\u00adscribed provisionally as \u201can organization-wide commit\u00adment to the assessment and satisfaction of consumers\u2019 needs, with the objective of attaining stipulated organizational goals.\u201d\u2014adapted from definitions by Kurtz and Boone (1984:13) and Dalrymple and Parsons (1980:5).<\/p>\n

In developing countries, on the other hand, customer orientation may not be a relevant and practical philosophy mainly because producers are more generally concerned with production to meet the usually unmet local demand, with little or no attention paid to the quality of products and the needs and desires of customers.<\/p>\n

The slack produc\u00adtion and the resulting chronic shortages in such countries can be attributed to such factors as the following: (a) Application of archaic production technologies;<\/p>\n

(b) Inefficient application of financial and material resources; and<\/p>\n

(c) Insuffi\u00adcient foreign exchange for importing the necessary machinery and inputs to improve the quality and quantity of industrial output.<\/p>\n

An additional factor in some developing countries is the preva\u00adlence of monopolistic companies, which generally exist by design\u2014that is, they are created by national governments to be sole suppliers of certain classes of products considered to be essential. Due to limited government funding, among other things, these state monopo\u00adlies seldom have modern production facilities for boosting industrial output.<\/p>\n

Also, the monopolistic positions they hold make them complacent and less efficient. This usually results in their failure to produce enough for local markets as well as for export to earn foreign exchange.<\/p>\n

And, in general, the marketing concept has drawn several criticisms from various observers in its original version. One criticism concerns the philosophy\u2019s lack of emphasis on public welfare. Many people have questioned its usefulness to society as a whole; they have criticized it for its emphasis on customer need-satisfaction at the expense of society\u2019s long-term interests.<\/p>\n

It is often argued, for example, that concentration on the satisfaction of short-term consumer needs may pose problems for consumers and the rest of society in the long run. For instance, consumers may desire canned foodstuffs, but unless producers take the necessary measures to dispose of empty cans discarded after contents are consumed, society\u2019s quest for a junk-free environment may be thwarted.<\/p>\n

As a result of this criti\u00adcism, many marketing pundits have long heralded the coming of what is common\u00adly called the \u201csocietal marketing concept,\u201d which may be described as follows:<\/p>\n

\u201cA customer orientation backed by integrated organizati\u00adon-wide efforts aimed at the satisfac\u00adtion of custo\u00admers\u2019 needs as the key to achieving organizational goals, while protecting the long-\u00adte\u00adrm interests of custom\u00aders and the general pub\u00adlic.\u201d\u2014adapted from a definition by Kotler (1977:27).<\/p>\n

Another criticism is directed at the marketing concept\u2019s practica\u00adbil\u00adity. Over several decades of proclamations by organizat\u00adions and executives worldwide that they are customer-oriented have passed by, but consumer dissatisfac\u00adtion has continued to be on the increase. The following is a contribution by Drucker (1973:64\u201365) to this criticism:<\/p>\n

\u201cThat after… [de\u00adcades] of marketing rheto\u00adric con\u00adsum\u00ader\u00adism could become a powerful popular move\u00adment proves that not much marketing has been practiced. Consumerism is the shame of market\u00ading.\u201d<\/p>\n

Thus, marketing managers and their organizations seeking to practice the marketing concept as a means of attaining their work-related goals and aspirations should simulta\u00adneously consider such factors as the following in order to succeed in their prescribed or stipulated pursuits and endeavors:<\/p>\n

(a) The needs of consum\u00aders;<\/p>\n

(b) The long-term effects of the organization\u2019s opera\u00adtions on society at large;<\/p>\n

(c) The probability of attaining long-run profitabil\u00adi\u00adty through the application of the marketing concept; and<\/p>\n

(d) Their ability to accurately gauge and satisfy the specific needs of consum\u00aders.<\/p>\n

Because these factors are cardinal to the long-term success, survival and public image of any and every organizat\u00adion, it seems inevitable here to broaden the marketing concept by defining it as follows:<\/p>\n

An organization\u2019s practical\u00adly centered com\u00admit\u00adment to gauge and satisfy (within its means and re\u00adsources) the needs of custom\u00aders in a deliberate effort to attain stipulated organizational goals, while safe\u00adguarding the long-term welfare of customers and society at large.<\/p>\n

Essentially, this definition is an adaptation of the anteced\u00adent, traditional definition of the marketing concept to the internal and external constraints that limit the scope of any given organiza\u00adtion\u2019s marketing operations. Clearly, this is a more realistic business philosophy because it takes into account the broader expecta\u00adtions of society and the techno\u00adlogical and resource constraints that are brought to bear on any and every business undertaking in modern times.<\/p>\n

4. The \u2018Market-Driving Era\u2019<\/p>\n

In the light of the foregoing observations, what can be said about the future of the marketing concept in affluent, free enterprise econo\u00admies? Is it going to maintain its present status in the years ahead? Delibera\u00adtions at the first joint Marketing Society and Confederation of British Industrial Conference held in London in 1988 cast doubts about continued promi\u00adnence of the customer-orientation philoso\u00adphy.<\/p>\n

The following are some of the highlights from the confer\u00adence (Mitchell, 1988:1&2): \u201cTradition\u00adal\u00adly, it has been held that market\u00ading is finding out what consumers want and meeting their needs profitably. But that is old hat now. To be consumer led is to be always reacting…. It means that you will always be one step behind your market leading competi\u00adtors.\u201d<\/p>\n

And \u201cDri\u00adving the mar\u00adket and lea\u00adding the con\u00adsum\u00ader is the way that com\u00adpa\u00adnies which get to the top can make sure that they stay there. And those who stick to the old formula could be in for a shock\u2014especially people like market researchers who make their money from those who believe in the \u2018find out what the consumer wants and meet it profit\u00adably\u2019 dog\u00adma.\u201d<\/p>\n

And Brandtner (1994:6H) thinks that \u201casking the custom\u00ader\u201d is, by and large, a dangerous approach because, in his contention, the customer is generally not creative. He has argued that consumers do not always know what they want because they cannot envision how a totally new product can change their lives, and that he does not know of any real marketing break\u00adthrough that has directly or otherwise evolved from marketing research.<\/p>\n

This reverse conception has perhaps come to stay. Its coming should be celebrated especially by small and large business organizations operating in the very volatile market, technological, and other condi\u00adtions, such as those obtaining in industrialized free enterprise economies. In this article, this new business concept is referred to as market-driving strategy, and is defined as \u2013<\/p>\n

An organization\u2019s corporate effort aimed at devel\u00adoping, within available means, a prod\u00aduct that will satisfy an assumed need, and then aggres\u00adsive\u00adly creating for it a customer base that will yield protracted profitability and market prominence for the organizat\u00adion, while safe\u00adguarding society\u2019s long-term inter\u00adests.<\/p>\n

This, of course, is not a new idea at all; what is new is the term used to describe an old idea. We very well know, at least from experi\u00adence and common sense, that customers do not know, nor can they de\u00adscribe, their exact needs for products which they have never seen or heard about.<\/p>\n

For example, consumers worldwide may not possibly have had a conceived need for television; they came to appreciate their need for it only after they had been exposed to it. Drucker (1974:61) has made the following observation in this regard:<\/p>\n

\u201c[No]… one knew that he wanted a Xerox machine or a computer until these [products] became available. There may have been no [need or] want at all until business action created… [them]\u2014by innovation, by credit, by advertising, or by salesmanship.\u201d<\/p>\n

And, as buyers of consumer products, we have all, at one time or another, noticed products totally new to us (and for which we have had no conceived need) displayed in windows of retail outlets and have had a need for the products suddenly elicited in us.<\/p>\n

Therefore, an organization in a competitive economy that expects customers to express their product needs can, at best, only gauge the customers\u2019 needs for versions of existing products. In fact, if gauging customers\u2019 needs had been every producer\u2019s approach, today\u2019s products could not possibly have been so radical\u00adly different from medieval products; rather, they could, at best, have been improved versions of the products of medieval times.<\/p>\n

At this point, we have a fourth era to add to the evolu\u00adtion of marketing discussed earlier in this article\u2014that is, the \u201cmarket-driv\u00ading era.\u201d We can then speak of marketing as having evolved through the following eras: (a) the production era; (b) the sales era; (c) the customer-orienta\u00adtion era; and (d) the \u201cmarket-driving era.\u201d<\/p>\n

Business institutions which are in the \u201cmarket-driving era\u201d are generally those which have an excep\u00adtional innova\u00adtive capacity and high research and development (R&D) skills. Advanced technology enables such companies to convert \u201chuman imaginations\u201d into actual goods and services that were inconceiv\u00adable in previous civilizations.<\/p>\n

In industrialized econo\u00admies, there\u00adfore, more and more suppliers of products are sponta\u00adneously drifting away from the age-old concept of identify\u00ading needs to that of creat\u00ading needs.<\/p>\n

\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014- Bibliography Brandtner, M. quoted in Mackay, H. 1994. Customer Is Not Always Right. The Denver Post, March 6, 1994.<\/p>\n

Dalry\u00admple, D. J. and L. J. Parsons. 1980. Marketing: Text and Cases. New York: John Wiley and Sons. Drucker, Peter F. 1973. Management: Tasks, Responsibilities, Practic\u00ades. New York: Harper & Row.<\/p>\n

______. 1974. Management: Tasks, Responsibilities, Practices. New York: Harper & Row. Fubara, A.B. 1985. Marketing Planning in Public Enterprises in Develop\u00ading Countries. Zambia Journal of Business, Volume 4, Numbers 1 and 2 (April \/ August 1985).<\/p>\n

Kotler, Philip. 1977. Marketing Manage\u00adment: Privatization, Planning, and Control. Englewood Cliffs, New Jersey: Prentice-Hall, Inc. Kurtz, D.L. and L. E. Boone. 1984. Market\u00ading. New York: The Dryden Press.<\/p>\n

Kyambalesa, Henry. 2022. A Fresh Look at Marketing. LAP Lambert Academic Publishing. ______. 2012. Customer Service in the 21st Century (Saarbrucken, Germany: Lambert Academic Publishing.<\/p>\n

Mitchell, A. 1988. Firms Back Marketing\u2019s About-Turn. British Journal of Marketing, September 15, 1988. Mitchell, A. 1988. Consumer Is No Longer King. British Journal of Marketing, September 15, 1988. Okra, Andrew. 1982. The Role of Marketing in Developing Countries of Africa. Zambia Journal of Business, Volume 1, Number 1 (April 1982).<\/p>\n

An organization\u2019s practical\u00adly centered com\u00admit\u00adment to gauge and satisfy (within its means and re\u00adsources) the needs of custom\u00aders in a deliberate effort to attain stipulated organizational goals, while safe\u00adguarding the long-term welfare of customers and society at large.<\/p>\n

Essentially, this definition is an adaptation of the anteced\u00adent, traditional definition of the marketing concept to the internal and external constraints that limit the scope of any given organiza\u00adtion\u2019s marketing operations. Clearly, this is a more realistic business philosophy because it takes into account the broader expecta\u00adtions of society and the techno\u00adlogical and resource constraints that are brought to bear on any and every business undertaking in modern times.<\/p>\n

4. The \u2018Market-Driving Era\u2019<\/p>\n

In the light of the foregoing observations, what can be said about the future of the marketing concept in affluent, free enterprise econo\u00admies? Is it going to maintain its present status in the years ahead? Delibera\u00adtions at the first joint Marketing Society and Confederation of British Industrial Conference held in London in 1988 cast doubts about continued promi\u00adnence of the customer-orientation philoso\u00adphy.<\/p>\n

The following are some of the highlights from the confer\u00adence (Mitchell, 1988:1&2): \u201cTradition\u00adal\u00adly, it has been held that market\u00ading is finding out what consumers want and meeting their needs profitably. But that is old hat now. To be consumer led is to be always reacting…. It means that you will always be one step behind your market leading competi\u00adtors.\u201d<\/p>\n

And \u201cDri\u00adving the mar\u00adket and lea\u00adding the con\u00adsum\u00ader is the way that com\u00adpa\u00adnies which get to the top can make sure that they stay there. And those who stick to the old formula could be in for a shock\u2014especially people like market researchers who make their money from those who believe in the \u2018find out what the consumer wants and meet it profit\u00adably\u2019 dog\u00adma.\u201d<\/p>\n

And Brandtner (1994:6H) thinks that \u201casking the custom\u00ader\u201d is, by and large, a dangerous approach because, in his contention, the customer is generally not creative. He has argued that consumers do not always know what they want because they cannot envision how a totally new product can change their lives, and that he does not know of any real marketing break\u00adthrough that has directly or otherwise evolved from marketing research.<\/p>\n

This reverse conception has perhaps come to stay. Its coming should be celebrated especially by small and large business organizations operating in the very volatile market, technological, and other condi\u00adtions, such as those obtaining in industrialized free enterprise economies. In this article, this new business concept is referred to as market-driving strategy, and is defined as \u2013<\/p>\n

An organization\u2019s corporate effort aimed at devel\u00adoping, within available means, a prod\u00aduct that will satisfy an assumed need, and then aggres\u00adsive\u00adly creating for it a customer base that will yield protracted profitability and market prominence for the organizat\u00adion, while safe\u00adguarding society\u2019s long-term inter\u00adests.<\/p>\n

This, of course, is not a new idea at all; what is new is the term used to describe an old idea. We very well know, at least from experi\u00adence and common sense, that customers do not know, nor can they de\u00adscribe, their exact needs for products which they have never seen or heard about.<\/p>\n

For example, consumers worldwide may not possibly have had a conceived need for television; they came to appreciate their need for it only after they had been exposed to it. Drucker (1974:61) has made the following observation in this regard:<\/p>\n

\u201c[No]… one knew that he wanted a Xerox machine or a computer until these [products] became available. There may have been no [need or] want at all until business action created… [them]\u2014by innovation, by credit, by advertising, or by salesmanship.\u201d<\/p>\n

And, as buyers of consumer products, we have all, at one time or another, noticed products totally new to us (and for which we have had no conceived need) displayed in windows of retail outlets and have had a need for the products suddenly elicited in us.<\/p>\n

Therefore, an organization in a competitive economy that expects customers to express their product needs can, at best, only gauge the customers\u2019 needs for versions of existing products. In fact, if gauging customers\u2019 needs had been every producer\u2019s approach, today\u2019s products could not possibly have been so radical\u00adly different from medieval products; rather, they could, at best, have been improved versions of the products of medieval times.<\/p>\n

At this point, we have a fourth era to add to the evolu\u00adtion of marketing discussed earlier in this article\u2014that is, the \u201cmarket-driv\u00ading era.\u201d We can then speak of marketing as having evolved through the following eras: (a) the production era; (b) the sales era; (c) the customer-orienta\u00adtion era; and (d) the \u201cmarket-driving era.\u201d<\/p>\n

Business institutions which are in the \u201cmarket-driving era\u201d are generally those which have an excep\u00adtional innova\u00adtive capacity and high research and development (R&D) skills. Advanced technology enables such companies to convert \u201chuman imaginations\u201d into actual goods and services that were inconceiv\u00adable in previous civilizations.<\/p>\n

In industrialized econo\u00admies, there\u00adfore, more and more suppliers of products are sponta\u00adneously drifting away from the age-old concept of identify\u00ading needs to that of creat\u00ading needs.<\/p>\n

For More News And Analysis About Zambia<\/a> Follow Africa-Press<\/a><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Africa-Press – Zambia. 1. Introduction This article is devoted to a survey of the following themes: (a) the evolution of marketing; (b) criticisms and observations against the marketing concept\u2019s relevance and practicability; and (c) the emergence of what may be referred to as the \u201cmarket-driving era.\u201d It is designed to ponder the practicability of the […]<\/p>\n","protected":false},"author":84,"featured_media":57943,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2,25,6,248],"tags":[234,235,233],"class_list":["post-57945","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-all-news","category-featured","category-files","category-to-homepage","tag-africa-press","tag-africa-press-zambia","tag-zambia"],"yoast_head":"\nA Death Knell for the Marketing Concept - Zambia<\/title>\n<meta name=\"description\" content=\"1. 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