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The marketing concept is the strategy that firms implement to satisfy customers’ needs, increase sales, maximize profit, and beat the competition. There are 5 marketing concepts that organizations adopt and execute. These are; (1) production concept, (2) product concept, (3) selling concept, (4) marketing concept, and (5) societal marketing concept.

Marketing is a department of management that tries to design strategies that will build profitable relationships with target consumers.

Marketers must answer 2 important questions.

1. What philosophy is the best for a company in setting marketing strategies?
2. What will be the importance of the organization, customers, and society’s interests?

There are five alternative concepts under which organizations design and carry out their marketing strategies to answer these.

These 5 alternative marketing concepts are also called marketing management philosophies.

Marketing Management Philosophies or 5 Marketing Concepts are;

1. Production Concept,
2. Product Concept,
3. Selling Concept,
4. Marketing Concept,
5. Societal Marketing Concept.

These concepts are described below;

Production Concept

The idea of production concept – “Consumers will favor products that are available and highly affordable.” This concept is one of the oldest Marketing management orientations that guide sellers.

Companies adopting this orientation run a major risk of focusing too narrowly on their operations and losing sight of the real objective.

Most times, the production concept can lead to marketing myopia. Management focuses on improving production and distribution efficiency. Although, in some situations, the production concept is still a useful philosophy.

If a firm decides to operate based on this concept, it will try to minimize production costs by making the production process efficient. Moreover, for its products to be favored by the consumers, it will try to make its distribution as extensive as possible.

This production concept is found to be applicable if two situations prevail.

• One, when the demand for a product exceeds supply. This is seen in markets that are highly price-sensitive and budget-conscious. Under such situations, consumers will basically be interested in owning the product, not the quality or features of it. Thus, producers will be interested in increasing their outputs.
• Two, if the production costs are very high, that discourages consumers from buying the product. Here, the company puts all of its efforts into building production volume and improving technology to bring down costs.

Reduction in production costs helps the firm to reduce, helping the market size to increase. A company can thus try to create a dominant position in the market where it operates.

The application of this concept is also seen in service firms such as hospitals. Application of this concept in service firms such as hospitals is also criticized because it may cause deterioration in the firm’s service.

Production Concept example:-

You see, in Amazon or retail stores, the market is flooded with cheap products from china. Everything from the cheap plastic product from China is on your cart now.

The best example of the production concept is Vivo, the Chinese smartphone brand. Their phones are available in almost every corner of the Asian market. You can walk into any phone shop in Asia and can walk out with the latest and greatest smartphone from Vivo.

Product Concept

The product concept holds that consumers will favor products that offer the most quality, performance, and innovative features. Here. Marketing strategies are focused on making continuous product improvements. Download newimage driver.

Product quality and improvement are important parts of marketing strategies, sometimes the only part. Targeting only on the company’s products could also lead to marketing myopia.

During the first three decades of the twentieth century, more and more industries were adopting mass production techniques. The supply of manufactured goods was exceeding demand by the early 1930s.

Manufacturers were facing excess production capacity and competition for customers. They started realizing that buyers will favor well-made products and are willing to pay more for product extras, and the product concept started taking place in the minds of many producers.

The product concept assumes that consumers will favor those products that are superior in quality, performance, innovative features, designs, and so on.

This marketing concept is thought to have been simple: he who offered a standard product at the lowest price was going to win. A firm pursuing this philosophy tries to improve its products in terms of quality, performance, and any other perceptible feature.

Followers of product concept philosophy keep on improving their products on a continuous basis.

Advocates of this concept are of the opinion that consumers favor well- made products, products that are superior to the competing products in the above-mentioned aspects.

Many of the product-oriented firms often design their products taking little or no suggestions from their target customers.

They are of the firm belief that product design or improvement aspects are better understood by their engineers or designers than the customers.

They also do not compare their products with that of competitors’ products to bring changes in their products. They sometimes caught up with “LOVE AFFAIR” with the quality of their product and behaved unrealistically as people do when they are in love with someone of the opposite sex.

A general motors executive said years ago: ”How can the public know what kind of car they want until they see what is available?”

Here engineers first design and develop the product, the manufacturing makes it, the finance department prices it, finally, marketing and sales try to sell it.

Many marketers still hold this concept, and this concept so influences some that they even forget that the market is going in another direction. Marketing has very little room in this concept.

The main emphasis here is on the product. Therefore, it is understood that in the product concept, the management fails to identify what business it is in, which leads to the marketing myopia – i.e., short-sightedness on the role of marketing.

Product Concept example:-

For example, suppose a company makes the best quality Floppy disk. But a customer does need a floppy disk?

She or he needs something that can be used to store the data. It can be achieved by a USB Flash drive, SD memory cards, portable hard disks, etc. Applied drivers sound cards & media devices driver download windows 10. So that the company should not look to make the best floppy disk, they should focus on meeting the customer’s data storage needs.

When you think of high-quality products, Apple will be one of the top ones. Their products are so good that they set industry trends and standards.

Logitech makes very high-quality computer products such as keyboard, mouse, and webcams. These high-quality products are priced higher, but people still buy, and they get almost free advertisement from independent reviews.

Selling Concept

The selling concept holds the idea- “consumers will not buy enough of the firm’s products unless it undertakes a large-scale selling and promotion effort.”

Here the management focuses on creating sales transactions rather than on building long-term, profitable customer relationships.

In other words, the aim is to sell what the company makes rather than making what the market wants. Such an aggressive selling program carries very high risks.

In selling concept, the marketer assumes that customers will be coaxed into buying the product will like it; if they don’t like it, they will possibly forget their disappointment and buy it again later. This is usually a very poor and costly assumption.

Typically the selling concept is practiced with unsought goods. Unsought goods are that buyers do not normally think of buying, such as insurance or blood donations.

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These industries must be good at tracking down prospects and selling them on a product’s benefits.

The selling concept also developed at the same time, and the product concept developed and still predominant in many industries.

The great depression in America proved that producing enough goods or quality goods is no more a problem. The problem is to sell those products.

Producing quality products does not necessarily guarantee its sale. During this period, the vital role of selling, advertising, and other marketing functions was organized truly, and the selling concept came into existence.

As defined by Philip Kotler, it holds that consumers, if left alone, will ordinarily not buy enough of the organization’s products. Aggressive selling and promotion activities can guarantee sales.

According to him, consumers typically show buying inertia and sometimes resistant to buying and have to be influenced by different means so that they are agreed to buy. The company’s function is to influence consumers by using all possible sales techniques so that they are encouraged to buy more.

As Kotler says, the selling concept is practiced most aggressively with unsought goods, those goods that buyers normally do not think of buying, such as insurance, encyclopedias, and funeral plots.

This concept is mostly used in the case of overcapacity, where a firm wants to sell what it makes. It starts with the point of production, which focuses on products, and its aim is to earn profit through increased sales volume, and the means used are selling and promoting.

Marketing, in its true sense, still does not get a strategic position in this concept. Marketing, here, indeed based on hard selling. In moving goods from producers to consumers, the function of personal selling is to push, and advertising plays a pull function.

These two strategies are used together and backed by marketing research, product development, improvement, pricing, dealer organization, cooperation, and the physical distribution of goods themselves.

To be effective, selling must be preceded by several marketing activities such as needs assessment, marketing research, product development, pricing, and distribution.

If the marketer does a good job of identifying consumer needs, developing appropriate products, and pricing, distributing, and promoting them effectively, these products will sell very easily.

Marketing based on hard-selling carries high risks since a consumer is not happy with the product will bad-mouth it to eleven acquaintances, and it will multiply to the same rate by those; bad news travels fast. Gemtek driver download for windows.

One interesting point to mention here is that emphasis is given on marketing research, not on market research. Besides its application in the tangible goods business, the selling concept is also practiced in nonprofit areas, such as fund-raisers, college admissions offices, and political parties.

Selling Concept example:-

Every saw an ad online or TV commercial that you almost can’t escape and hide from? The Selling Concept is in play.

Almost all companies eventually fall into this concept. “Mountain Dew” ads are hard to miss. If people like Mountain Dew or not, that is debatable, but you can see that PepsiCo is pushing it hard using ads.

Almost all soft drinks and soda drinks follow the selling concept. These drinks have no health benefits ( actually harm your health more); you can easily replace them with water ( the most available substances on the earth).

And the soft drink companies know it, and they run ads 24×7, spending millions,

Marketing Concept

The marketing concept holds- “achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions better than competitors do.”

Here marketing management takes a “customer first” approach. Under the marketing concept, customer focus and value are the routes to achieve sales and profits.

The marketing concept is a customer-centered “sense and responds” philosophy. The job is not to find the right customers for your product but to find your customers’ right products.

The marketing concept and the selling concepts are two extreme concepts and different from each other.

When companies started achieving the capability to produce in excess of existing demand, executives started realizing the need to reappraise marketing in business operations. They also started recognizing the significant changes in the market, in the field of technology, and how to reach and communicate with markets. These changes had led to the evolution of the “marketing concept,” which, in essence, is a philosophy of management.

The marketing concept can be contrasted with earlier concepts in terms of the principles of orientation. In the earlier concepts, goods would be brought to the market in the hope of finding customers. On the contrary, the marketing concept suggests that marketing starts with the customers and works back to the production of desired products in the right amounts and with the right specifications.

As Joseph C. Seibert says, “marketing management does not have the objective of creating customers insofar as it is responsible for creating or building markets. The orientation is directed toward making markets rather than making products.”

According to Philip Kotler, the marketing concept holds that the key to achieving organizational goals consists of being more effective than competitors in integrating marketing activities toward determining and satisfying the needs and wants of target markets, or determining the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors.

This definition suggests that marketing starts with the market, focuses attention on customers’ needs, and attains profit through customer satisfaction with coordinated marketing.

Under this philosophy, the marketer’s first task is to identify the needs and wants of his prospect, then should work backward through the trade channel and physical distribution and continue this reverse course beyond the shipping door, past the production and assembly line, right to the drawing boards and research laboratories. Under this concept, all aspects of company operations are aimed at satisfying customers’ wants and desires.

One important point to be mentioned here is that a company’s operation is also influenced by the company’s overall target or objective. For example, a company might be aimed at satisfying consumers’ wants and desires, but its overall objective might be to increase the profit volume.

The above discussion suggests that the marketing concept is based on four main pillars,

1. market focus,
2. customer orientation,
3. coordinated marketing, and
4. profitability.

The above bases suggest another clear definition of the marketing concept put forward by W. J. Stanton. According to him, “in its fullest sense, the marketing concept is a business philosophy that states that customers’ want satisfaction is the economic and social justification of a company’s existence.

Consequently, all company activities in production, engineering, and finance, as well as in marketing, must be devoted first to determining what the customers’ wants are and then to satisfying those wants while still making a reasonable profit.”

Pillar- 1 of the Marketing Concept – Market Focus

The marketing concept suggests that a company should focus its attention on marketing rather than production and selling. In today’s diverse market, it is not feasible for a company to operate successfully in every market and satisfy its needs.

Therefore, it is ideal for a company to highlight its attention to a particular segment (s) of the total heterogeneous market.

Pillar – 2 of the Marketing Concept – Customer Orientation

Focusing on a particular market does not guarantee a company’s success in the marketplace. What is needed for success is customer orientation, i.e., carefully defining customer needs from customers’ points of view. A company can do this with market research, and hence, the role of market research plays a dominant role in marketing concept-oriented companies.

Customer orientation is important in the sense that a company’s future and progress depend on the customers. Customers can be new and old. A company must retain its old customers since attracting new customers is very difficult and costly.

A satisfied customer will buy again and again, and he/she will speak high about the company, which will increase the company’s image and help attract new customers.

Therefore, it is very important for a company to be customer-oriented, i.e., to identify their needs and wants and reasonably satisfy those.

To ensure customer satisfaction, a company should encourage customer complaints, since it is seen from different studies that 96% of unhappy customers never tell the company about their dissatisfaction. Hence, the company should take the initiative from its own to encourage customers to complain.

It is also vital for a company because criticism from a dissatisfied customer can cause the firm’s ruination. On the other hand, a company can get quite helpful innovative ideas from its customers’ complaints.

It can also improve its product quality and service level if it knows what customers actually want. Thus it may increase the number of loyal customers and profit volume.

Pillar – 3 of the Marketing Concept – Coordinated Marketing

The marketing concept is a total enterprise concept. To be successful, all marketing functions must be coordinated among themselves, and second, marketing itself must be well-coordinated with other departments. A company managed under the marketing concept must plan, organize, coordinate, and control its entire operation as one system directed toward achieving a single set of objectives applicable to the total organization.

There are obvious reasons behind coordinating marketing functions among themselves, and the main reason is to eliminate conflict. For example, if marketing functions are not coordinated among themselves, the salesforce might heavily criticize marketing people for setting a very high sales target.

The reason behind coordination with other departments is that marketing cannot work in isolation. If employees of other departments do not recognize how they impact customer satisfaction, the marketing department cannot alone provide it.

To be marketing oriented, a company is to carry out both internal and external marketing.

Internal marketing means successfully hiring, training, and motivating employees to serve the customers well and satisfy them.

Internal marketing is to be carried out first because unless a company is not ready to provide customer satisfaction, it cannot go for external marketing. Under the marketing concept, marketing becomes the basic motivating force for the entire firm.

The status of marketing people also changes, and marketing comes in the foreground of the company operation. The entire company works to develop, manufacture, and sell a product from the marketing perspective. Regarding what business we are in, the company, for example, says, “we sell beauty and hope instead of we sell cosmetics.”

The importance of different levels of management also changes with the adoption of the marketing concept. Customers come at the top of the organization and then come front line people who meet, serve, and satisfy customers.

Middle management is there to support front-line people so that they can better serve the customers, and top management stays at the base to support middle management so that they can effectively and efficiently provide support to the front line people.

Pillar- 4 of the Marketing Concept – Profitability

The end of the marketing concept is to make profits through customer satisfaction. This suggests that profit is to be made by satisfying customers’ needs.

As customers’ needs are changing day by day, a marketing concept-oriented company has to consider and modify its product, service, and activities with the change in needs and satisfy customers better than its competitors due to earn profit in the long run.

Marketing Concept example:-

Restaurants and startups do follow the marketing concept. They try to understand the consumer and deliver the best product or service, which is better for the competition.

‘Dollar shave club’ is the best example. They changed the Men’s grooming market. They have understood that people are not happy with their previous grooming products and their prices.

Where other company’s grooming products will cost hundreds to buy for just one month. ‘Dollar shave club’ charges a couple of bucks a month with higher quality products and home delivery convenience.

Difference between Selling Concept and Marketing Concept

Theodore Levitt of Harvard drew a perceptive contrast between the selling and marketing concepts. According to him, “selling focuses on the needs of the seller; marketing on the needs of the buyer.

Selling is preoccupied with the seller’s need to convert his product into cash; marketing with the idea of satisfying the needs of the customer utilizing the product and with the whole cluster of things associated with creating, delivering and finally consuming it.”

You know that the marketing concept is based on four pillars, viz., target market, customer needs, integrated marketing, and profitability. It takes an outside-inside view.

On the other hand, the selling concept takes an inside-outside perspective (see the figure below).

Selling concept-oriented companies start planning with the factory, focuses on the company’s existing products, and undertakes heavy selling and promoting to produce profitable sales.

The marketing concept starts with a well-defined market, focuses on customer needs, coordinates all the activities that will affect customers, and produce profits by satisfying customers.

Societal Marketing Concept

Societal marketing concept questions whether the pure marketing concept overlooks possible conflicts between consumer short-run wants and consumer long-run welfare.

The societal marketing concept holds “marketing strategy should deliver value to customers in a way that maintains or improves both the consumer’s and society’s well-being.”

It calls for sustainable marketing, socially and environmentally responsible marketing that meets consumers’ and businesses’ present needs while also preserving or enhancing future generations’ ability to meet their needs.

The Societal Marketing Concept puts human welfare on top before profits and satisfying the wants.

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The global warming panic button is pushed, and a revelation is required to use our resources. So companies are slowly either fully or partially trying to implement the societal marketing concept.

This is basically a management orientation that holds that the key task of the firm is to determine the needs and wants of target markets and to adapt the organization to delivering the desired satisfactions more efficiently and effectively than its competitors in a way that preserves and enhances the well-being of the consumers in particular and the society in general.

It calls upon marketers to balance three considerations in setting their marketing policies: company profits, consumer want satisfaction and public interest.

Companies may adopt the societal marketing concept if it does not result in competitive disadvantage or loss in the company profits. It is because any contemporary company’s basic goal is to keep its customers happy and make profits through serving and satisfying customers.

Societal Marketing Concept example:-

While large companies sometimes launch programs or products that benefit society, it is hard to find a company that is fully committed socially.

We can see Adidas doing great as they continue to support Colin Kaepernick despite pressure from various parties. Tesla promises a big push for green energy with electric cars and solar roof panels/tiles.

Conclusion: Companies Follows a mix of Marketing Concepts in Real-world

Companies don’t follow a single marketing concept rigidly. They usually use a mix of marketing concepts or change it depending on the market situation, competition, and sales numbers.

Let’s overview the 5 basic marketing concepts with this infographic.

Innovation has been a common buzzword for the past few years – and not just in the association world. There’s been a lot of talk about how organizations can create a culture that drives innovation, how great leaders can spur innovation and how associations need to innovate to survive.

We all now know that innovation can come from anyone, anywhere. New ideas should absolutely be encouraged at all levels of your association, from staff to the board to new members. However, one of the biggest traps with innovation is that most big ideas never become more than just that – ideas.

So how does your association take an innovative idea and implement it in a way that leads to successful and sustainable change?

That will largely depend on the kind of innovation your association wants to put in place, but there are three key steps that need to happen to get any new idea off the ground.

1. Identify the innovation(s) you want to see happen.

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Not all innovation is created equal, and not all ideas can or should be implemented. Driving innovation is critical for organizations from the top down, but innovation will come in different forms for each association. For innovation to be truly impactful, it has to address a real need within your association. Every association needs to ask themselves a few questions before taking the initial steps to implement any innovative change:

• Will this innovation solve a problem we are facing?
• Does the solution to our problem already exist?
• Who will this innovation benefit?
• Does our association have the resources to support this innovation?
• How will we know this innovation is a success?

According to a recent Association Adviser poll, 57 percent of associations are looking to innovate their membership effortsin 2018. For those associations, the innovations they need may look vastly different based on their needs, whether it is a total overhaul of their membership model, a revamped new member onboarding process, or a volunteer drive to get more members engaged with the association.

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How will you know what type of innovation your association needs? Keep asking questions. Start with the five above, but then ask five more questions, and then five more ….

2. Get the right people involved.

To get an idea into action, you need someone to lead the charge. Appoint one person to lead implementing your new idea who is organized, driven and invested in bringing the idea to fruition. This may be your CEO, but not always. While CEO support and involvement is essential, they don’t need to take the lead on each individual project for it to be successful. Depending on the idea and what aspects of the association are involved, it may make the most sense for a department or committee head to take the lead. For example, if the idea is to add a new print magazine to your association’s overall communications strategy, your director of communications could, and most likely should, be your decision-maker.

Speaking of committees, it may be a good idea to create a short-term committee or task force focused solely on implementing your innovation and the immediate aftermath. Having a small group that represents different aspects of your association will enlighten you to how this innovation will affect others on staff and within your membership, allowing you to address questions and concerns earlier on in the process. Committee members can offer insight and ideas beyond the initial concept based on their own experiences and knowledge.

Finally, before fully implementing your idea, you’ll need to get buy-in from staff, members and all other stakeholders. Understand that you could face some resistance; after all, an innovation is a change to the way things have been done, and change can be difficult for people. This is where your committee can step in to reinforce how this innovation will bring positive change to the association and your membership into the future. Create a plan for how you will share this new idea you’ve implemented. Going back to the magazine example, you might create a video or series on Facebook Live where different people introduce the first issue and share what they found most compelling. Build buzz and excitement, and be clear how your innovation will benefit everyone.

3. Test, evaluate and analyze every step of the way.

The final step, and one not to be skipped, is to monitor the progress of your innovation throughout its development and then for a period of time after it has been implemented. Implementation on its own is not full success. Set the bar for what success looks like early on using measurable standards that you can reevaluate in the short and long term. Start testing on a small scale and increase the size of your test groups as you get closer to implementation. Use the data you collect to continually build on and improve your original idea as you go throughout the innovation process.

Another good step is to survey members after they’ve had a chance to use the innovation in practice in their daily lives. Get members’ feedback on the success they’re seeing and experiencing through multiple-choice and open-ended questions. Between the data coming in and real-world stories from your members, you’ll get a complete picture of how your innovation is truly impacting your membership value.

Lastly, if you’ve tested, evaluated and analyzed results and surveys during and in the months after implementation and you’re not meeting the bare minimum of what you’ve determined is a successful outcome, you have to be willing to walk away. This can be difficult, especially for those leading the charge, but innovation for innovation’s sake doesn’t move your association forward. Don’t be afraid to fail when it comes to innovation – it’s necessary. Instead, take the lessons learned and focus your time and energy on other improvements or innovations in your pipeline.

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