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University of Washington EMBA Program Puget Sound 19

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Market Orientation and Organizations ... Pressures for an Inward Orientation. Pressures for Efficiency. Fixed Investment ... Market or Outward Orientation ... – PowerPoint PPT presentation

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Title: University of Washington EMBA Program Puget Sound 19


1
University of Washington EMBA Program Puget Sound
19
  • Marketing Management
  • Outward Orientation and
  • Industry Structure
  • Instructor Elizabeth Stearns

2
Market Orientation and Organizations
  • The way an organization thinks about the nature
    and conduct of organizational activities
  • A paradigm which permeates all aspects of
    organizational philosophy, structure, and conduct

3
Alternate Inward Orientations
Production/ Manufacturing
Sales
Marketing
Finance
Product/ Technology
4
Pressures for an Inward Orientation
  • Pressures for Efficiency
  • Fixed Investment
  • Task Specialization

Dominant Culture
Reward Systems
Desire for Stability
5
Pressures for Inward Orientation
  • Organizational Structure
  • Task specialization
  • Reward systems
  • Culture Inertia
  • Cost of organizational change
  • Stakeholder influence

6
Market or Outward Orientation
  • Organization wide generation and implementation
    of market intelligence
  • Strategy Develop organizational plans
  • Implementation Executing the initiatives
  • Set of processes touching all aspects of the
    organization
  • Information on all important buying influences
    permeates every organizational function
  • Strategic and tactical decisions are made
    interfunctionally and interdivisionally

7
Functional Structures
CEO
VP Finance
VP Operations
VP RD
VP Sales/ Marketing
VP Human Resources
8
Differing Organizational Perspectives
Marketing
Sales
Contention
Finance
Operations
Consensus
Creativity
Human Resources
R D
9
Alternate Inward Orientations
Production/ Manufacturing
Sales
Marketing
Finance
Product/ Technology
10
Market Orientation, Heiens
  • Approaches
  • Customer focus Customer Preoccupied
  • Focus on current and future customer needs
  • Competitor focus Marketing Warriors
  • Focus on competitive core competencies,
    technologies, and tactical implementations
  • Consider equal emphasis customer and competitor
  • Strategically Integrated (Strategically
    inept)

11
Creating the Outward Oriented Firm
Customers
Competitors
Collaborators
Strategy
Systems
Human Resource Management
Organizational Structure
Organizational Mission, Culture Values
12
Performance Indicators
13
Hierarchy of Strategy
  • Corporate
  • Strategic Business Unit (SBU)
  • Product-Market

14
Setting Objectives
  • Purpose
  • To identify the results we wish to achieve in
    the market segments and provide a platform for
    measurement and evaluation.
  • Types of Marketing Objectives
  • Strategic Qualitative and directional
  • Operational Quantitative and time dependent
    (SMART)

15
Objectives Statements
  • Our primary objective in the loudspeaker market
    is to grow market share from 25 to 30 by
    stealing share from competitors in 2002 while
    maintaining margins at 23. (What is wrong with
    this?)
  • Our task is to generate 70 million cash flow
    from mainframes in both 2001 and 2002, while
    maintaining dollar-denominated market share at
    45.
  • Primary objectives are most important
  • Secondary objectives are relevant and desirable,
    but tradeoffs for primary objectives are
    acceptable

16
Using Objectives
  • Write an operational marketing objective
  • Project all viable alternatives onto the
    dimension of the objective ? use expected value
    of outcome
  • Measure the attractiveness of each alternative
    according to whether/the degree to which it
    satisfies your operational marketing objective
  • If only 1 alternative meets your objectivechoose
    it
  • If 2 or more alternatives meet your objective…
  • Choose the one which performs best on the
    dimension underlying your objective
  • Move to tiebreaker criteria
  • Risk/variance in performance
  • Cost
  • Fit
  • Etc.

17
Thank You!
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