McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
Download ReportTranscript McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter 7 Weaving Marketing into the Fabric of the Firm COMPONENTS OF MARKET ORIENTATION 1. Establish a corporate culture where every employee values their customers 2. Listening to the voice of the customer throughout the entire company 3. Developing superior skills to understand and satisfy customers 7-3 LINKING CUSTOMER NEEDS TO COMPANY CAPABILITIES CUSTOMER NEEDS LINKS Inputs by customers through sales, service, information seeking Spanning activities that provide decision-making information COMPANY CAPABILITIES Defined by all organization functions OBJECTIVE: TO ALIGN EACH PARTNER’S GOALS 7-4 USING INFORMATION AS A SPAN EXTERNAL EMPHASIS INTERNAL EMPHASIS Outside-in Process Inside-Out 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 Exhibit 7-1 •Financial Management • Cost Control • Technology Development • Integrated Logistics • Manufacturing/Transformation Process • Human Resources Management • Environmental Safety Health and Safety 7-5 STAGES OF INTERNAL AND EXTERNAL PARTNERING AWARENESS EXPLORATION EXPANSION COMMITMENT ACHIEVING THE SUPRAGOAL: CUSTOMER SATISFACTION 7-6 USING INFORMATION AS A SPAN OUTSIDE-IN PROCESS Outside-in Process • • • Order Planning Order Generation Order Entry And Prioritization Marketing Customer Linking Channel Bonding Order Scheduling Order Fulfillment Cost Estimation and Pricing Billing and Payment Postal Service • Manufacturing Inside-Out Process Exhibit 7-2 Transformation • Financial Management • Integrated Logistics 7-7 INTERNAL CORPORATE PARTNERS PURCHASING MANUFACTURING AND ENGINEERING (R&D) MARKETING FINANCE Exhibit 7-3 7-8 ENCOURAGING INTEGRATION IN MARKETING OPERATIONS DEVELOP AND ARTICULATE CLEAR 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 7-9 TYPICAL FUNCTIONAL ORGANIZATION STRUCTURE MARKETING DIRECTOR SALES PRODUCT DEVELOPMENT MARCOMM MARKETING RESEARCH Exhibit 7-4 7-10 CUSTOMER FOCUSED TEAM STRUCTURE Sales Account Manager Engineering Engineering Rep Mfg. Rep Customer Shipping Rep Purchasing Agent Purchasing Manufacturing Shipping Finance Rep Finance Exhibit 7-5 7-11 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 Exhibit 7-7 7-12 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 time and space that is set aside for sharing and learning through experiments, simulations, models and role playing LEARNING FROM OTHERS • Getting knowledge from partners, consultants, seminars, and competitors. 7-13 COGNITIVE MAPS—MAP 1 Example: FedEx-Kinko’s Observation Observation More competitors means less business per store + 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 Exhibit 7-8 7-14 TWO COGNITIVE MAPS—MAP 2 Assumption Observation Advertising drives awareness Each store has signage or advertising Assumption Observation More stores mean more awareness Higher awareness means more business Conclusion 2 = Have more stores in a city Exhibit 7-8 7-15 IMPORTANT INTERNAL PARTNERING SKILLS • • • • FINANCE AND ACCOUNTING SKILLS helps communicate with other managers and make better decisions QUESTIONING AND LISTENING helps understand needs of others NEGOTIATION – helps resolve conflicts ANALYTICAL SKILLS – helps apply meaning to numbers 7-16