Shifting Attitudes


One of the most difficult issues facing many high-tech and industrial companies is how to overcome the lack of strategic thinking about market segments that has historically been a serious deficiency. For years, and in many cases generations, the management of these companies has looked for ways to strengthen R&D, sales, and/or production activities without a clear focus on defined market needs. Now these same managers must reorient their thinking first to define specific segments and then to determine what it takes to serve these segments more effectively than the competition. This attitudinal shift is much more fundamental than it sounds. For the many executives who have talked a good game of marketing without doing much different must now provide the leadership and direction to ensure that R&D, production, and sales activities are specifically geared to the requirements of selected market segments.

To change the corporation’s mind-set to strategic market segmentation, multiple-level and intensive management development programs are usually necessary. When managers have typically advanced through engineering and manufacturing or “operations,” a strategic market segment orientation is even more needed. These managers must learn that market segmentation and market selection are the starting points for all decisions and action programs.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

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Business Marketing Management


Many large firms that produce goods such as steel, production equipment, or computer-memory chips cater exclusively to business market consumers and never directly interact with their ultimate consumers. Other firms participate in both the consumer goods and the business markets. The introduction of laser printers and personal computers brought Hewlett-Packard, historically a business-to-business marketer, into the consumer market. Conversely, lagging consumer markets prompted Sony Corporation to expand to the business market by introducing office automation products. Both companies had to reorient their marketing strategies dramatically because of the significant differences between the buying behavior exhibited in the consumer versus the business markets.

 Products like cellular phones, office furniture, personal computers, and software are purchased in both the consumer and the business markets. What distinguishes business marketing from consumer goods marketing is the intended use of the product as we all intended consumer. Sometimes the products are identical, but a fundamentally different marketing approach is needed to reach the organizational buyer.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight