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Transcript
CHAPTER 1-Lindell’s notes
MARKET ORIENTATION, MARKETING MANAGEMENT AND THE MARKETING PLANNING
PROCESS
Primary Learning Objectives
1. How marketing managers must understand the dimensions and expectations of quality that are most
important to buyers and that determine customer satisfaction.
2. How marketing managers must interact with managers in other functional areas within the organization.
3. How marketing decisions are made on two basic levels (top management and middle management). How the
marketing concept serves as a basis for directing an organization's marketing efforts.
5. How the marketing plan provides the framework for implementing a market orientation.
Chapter Outline
I. A. Customer satisfaction with goods or services purchased or consumed serves as the, driving force for an
organization's quality management strategy.
1. The traditional -manufacturing-oriented view of quality has been broadened in recent years to that of a total
quality management philosophy. Today, total quality management means exceeding consumers' expected levels
of performance from products or services.
2. Marketers must assess the dimensions of quality that are most important to consumers and must understand
the levels of their expectations.
3. There are eight dimensions of quality that organizations can pursue to provide levels of satisfaction that
exceed customers' expectations:
a. Performance
b. Features
c. Reliability
d. Conformance
e. Durability ,
f. Serviceability
g. Aesthetics
h. Perceived quality
B. Although marketers must be able to assess the-dimensions of quality that are important to buyers, they often
require the input of other organizational areas to facilitate the delivery of quality and satisfaction.
C. The delivery of quality and satisfaction will require the input of organizational areas such as operations,
manufacturing,' and research and development, in addition to marketing.
II. A marketing, orientation refers to an organizational perspective that encourages the systematic gathering of
intelligence, the dissemination of this intelligence across
all units, and a coordinated organizational response to the intelligence gathered.
A. Marketing has a lead role in total quality management by identifying the needs and concerns of customers.
B. Achieving the interfunctional coordination necessary to implement the marketing concept is difficult. There
must be an organization wide committment.
C. A marketing orientation can be measured by.using Table 1-1.
D. Not-for-profit organizations must consider their market orientation within the limits imposed by their
purposes.
III. The marketing planning process helps the organization systematically control its future by examining what
goal the organization hopes to achieve, how it expects to achieve that goal, and when the organization expects
to achieve the goal.
A. In generali- middle-level marketing managers focus on
specific customer needs and on adapting the firm's
products, prices, and promotional efforts to meeting
customer needs: Top-level marketing and other functional
area managers focus on implementing the marketing concept
through providing long-range direction and purpose for
the organi za ti orr.