Marketing Capacities

This article written by George S. Published in (Oct., 1994) and the title of the article is the capabilities of market-driven organizations.

Discussion:

The article’s discussion has been divided into three parts: 1) The relationship between

The point the article looks at is the importance of

* Total quality management (TQM).

The capabilities approach to strategy

* Defining and identifying capabilities

* Distinctive capabilities

* Capabilities and performance

Capabilities in market-driven organizations

Summary:

The article states that Market-driven businesses are becoming Considerable progress and understand this organizational direction achieved and sustained (George,1994) .The most distinctive features of market-driven organizations are their mastery of the market sensing and customer linking capabilities. A comprehensive change program aimed at enhancing these capabilities includes: 1. the diagnosis of current capabilities, 2. anticipation of future needs for capabilities, 3. bottom-up redesign of underlying processes, 4. top-down direction and commitment, 5. creative use of information technology, and 6. continuous monitoring of progress.

The article also states that the marketing concept has been a paradox in the field of I management. For over 40 years managers have been exhorted to "stay close to the customer,” "put the customer at the top of the organizational chart," and define the purpose of a business as the creation and retention of satisfied customers

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Fortunately, this situation is changing following a "rediscovery" in the late 1980s (Dickson 1992; Webster 1988). In the last five years, a number of conceptual and empirical studies have appeared that more clearly describe what a market orientation is and what it consists of. According to this emerging literature, market orientation represents superior skills in understanding and satisfying customers (Day 1990). Its principal features are the following:

* A set of...