Marketing Concept

Goal-oriented, integrated philosophy practiced by producers of goods and services that focuses on satisfying the needs of consumers over the needs of the producing company. The marketing concept holds that the desires and needs of the target market must be determined and satisfied in order to successfully achieve the goals of the producer.

1. Idea or strategy for marketing a product or service.

2. Philosophy of marketing a product or service that is benefit oriented rather than product oriented. For example, a successful marketing concept in the perfume industry is that the industry is in the business of selling dreams, sex, and romance-that is, the benefits to be derived from perfume, but not the perfume itself.

Business philosophy has experienced three major shifts during the history of commerce in the United States. It has moved from a production orientation to a sales orientation to the current consumer orientation. Each of these philosophies has reflected the economic environment of its time.

From the early years of the country into the late 1920s, businesses had limited production capacity and continuous demand for their products. Under those circumstances, it was inevitable that the prevailing philosophy would be "produce as much as you can and it will sell." Business goals based on that belief naturally focused on production. Marketing concerns were limited to order taking and product distribution.

With the introduction of mass production in the late 1800s, the gap between production and the demand for goods and services began to narrow. By the 1930s, production capacity had caught up with and, in many areas, exceeded demand. In order to maintain or regain production and sales levels, businesses adopted a sales oriented philosophy. This philosophy held that "if you do enough advertising, promotional activities, and direct selling, you can convince the market to buy all of your output." Initially, companies capitalized on the emergence of the radio as an advertising vehicle and the employment of large sales forces to reach prospective customers in new markets. In the 1940s, the introduction of television enabled them to expand sales efforts even further.

After the end of World War II, two forces combined to create an explosion in demand for goods and services. One was the pent-up demand for products resulting from wartime shortages. The other was the enormous added demand generated by the return of G.I.s who were establishing new homes and families. The spending boom caused by these forces was sustained by the baby boom and the increased standard of living that followed. At the same time, wartime production capacity and technological developments were shifted to civilian applications, production continued to increase, and new ventures were formed to take advantage of the opportunities.

The net result of all this economic activity was heavy competition for the consumer dollar. Businesses quickly came to realize that if they were going to get their share of those dollars, they were going to have to become more consumer oriented. This change in philosophy became known as the marketing concept.

Although this philosophy had been taking shape for nearly seven years, it was not articulated until it appeared in the 1952 annual report of General Electric. One widely used definition evolving from the report's description is "an organization-wide consumer orientation with the objective of achieving long-range profitability." As this definition implies, there are three parts to the marketing concept. They are:

1. A customer focus: The marketing concept begins with the premise that the starting point for business decisions is the customer's needs and wants. Those needs and wants are carefully researched and thoroughly analyzed. Then, goods and services are identified and/or developed to satisfy them.
2. A profit goal: The marketing concept dictates that goods and services made available by a business must be produced and sold at a profit. The profit objective is integral to the survival and growth of the business. Without it, the business would not be available to serve the needs and wants of customers.
3. A total company effort: Effective implementation of the marketing concept requires involvement of employees from all departments at all levels of the business. Training must be provided and employees must be motivated to achieve the common goals of maximum customer satisfaction and profitability.

Businesses that have embraced the marketing concept have found that it has had a strong impact on sales. They have also found that, in many respects, it has changed the way they operate.

Most of the changes in management practice have been related to changes in thinking inherent in the marketing concept. These include making decisions on the basis of customer needs and wants instead of production schedules and sales goals, viewing profit as an objective rather than an accounting outcome, and taking an active interest in all aspects of the business. Putting the marketing concept into practice has also forced managers to think through what they are going to do and their reasons for doing it.

Changes in marketing activities that have occurred under the concept involve both marketing strategies and marketing functions. Market research has become a prominent tool. Data gathered to determine customer needs and wants and to provide feedback on company performance has been put to use. Special attention has been paid to product quality and to targeting services, as well as goods, to customer preferences. The customer's interest has been designated as the first priority in all marketing activities. In selling, for example, helping the customer has been given greater emphasis than getting the sale. In addition, the search for innovative ways to reach and serve the customer has become an ongoing enterprise.

Changes in production brought about by use of the marketing concept, such as closely controlled inventories, have centered on efficiency. Changes in operations, such as extended hours and immediate delivery, have focused on convenient product availability. Additional changes in business practice have been aimed at cost control to give customers maximum value for the price they pay.

During The 1990s, attempts were made to improve on the marketing concept by extending it and broadening it. The effort to extend the concept involved combining it with total quality management (TQM). The intent to take customer satisfaction to a higher level and meet customer's exact needs. This initiative met with limited success. Efforts to broaden the marketing concept expanded it to include social concerns. The assumption was that by addressing broader customer concerns (the environment, AIDS, etc.), along with basic needs and wants, customer satisfaction—and profitability—would also be expanded. Some companies have had success with this wider concept.

(See also: Marketing research; Market segmentation; Quality management; Target marketing.)

Bibliography

Jackson, Kathy. (1992). "Strategy at Ford: Develop Cars (Aiming New Cars at Specific Market Niches)." Automotive News November: 1-11.

Kotler, Phillip. (1998). "A Generic Concept of Marketing." Marketing Management April: 48-54.

Nickels, William G., McHugh, James M., and McHugh, Susan M. (1999). Understanding Business Burr Ridge, IL: Irwin/McGraw-Hill.

Pellett, Jennifer. (1994). "Men's Wear house: Creating a Service-Value Package." Discount Merchandiser May: 146-149.

[Article by: EARL C. MEYER; WINIFRED L. GREEN]