tailieunhanh - THE CAPABILITIES OF MARKET-DRIVEN ORGANIZATIONS

In August 1997 the US FDA made significant changes in the regulations for broadcast DTCA of prescription drugs. Prior to 1997 DTCA had to include the entire brief prescribing information which meant that about 30 seconds out of a 60 second advertisement would consist of fine print scrolling across the screen. In 1997 the FDA dropped this requirement and said that DTCA had to mention the major side-effects, and also provide other ways that consumers could get more information about the drug (. give a web site, a 1-800 number or refer to a print ad for the same product. | George s. Day The Capabilities of Market-Driven Organizations Considerable progress has been made in identifying market-driven businesses understanding what they do and measuring the bottom-line consequences of their orientation to their markets. The next challenge is to understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management when coupled with total quality management offers a rich array of ways to design change programs that will enhance a market orientation. 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 marketing concept has been a paradox in the field of 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 Companies that are better equipped to respond to market requirements and anticipate changing conditions are expected to enjoy long-run competitive advantage and superior profitability. Throughout much of its history however the marketing concept has been more an article of faith than a practical basis for managing a Little was known about die defining features or attributes of this organizational orientation and evidence as to the antecedents and performance consequences was mainly anecdotal. Consequently managers had little guidance on how to improve or redirect their organizations external orientation toward their markets. The earliest proponent of the marketing concept .

• Marketing - Bán hàng
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