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Chapter Seven
Weaving Marketing into
the Fabric of the Firm
McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
COMPONENTS OF
MARKET ORIENTATION
7-3
LINKING CUSTOMER NEEDS
TO COMPANY CAPABILITIES
7-4
EXTERNAL EMPHASIS INTERNAL EMPHASIS
Outside-in Inside-Out
Process Process
Spanning Process
7-5
STAGES OF INTERNAL
AND EXTERNAL PARTNERING
AWARENESS
EXPLORATION
EXPANSION
COMMITMENT
ACHIEVING THE
SUPRAGOAL:
CUSTOMER
SATISFACTION
7-6
USING INFORMATION AS A SPAN
• Marketing
• Customer
OUTSIDE-IN PROCESS
Outside-in Process Linking
• Channel
Bonding
Cost Estimation
• Manufacturing
and Pricing
Transformation
• Financial
Inside-Out Process Management
• Integrated
Logistics
7-7
INTERNAL CORPORATE PARTNERS
PURCHASING
MANUFACTURING AND
MARKETING ENGINEERING
(R&D)
FINANCE
7-8
ENCOURAGING INTEGRATION IN
MARKETING OPERATIONS
7-9
TYPICAL MARKETING
ORGANIZATION STRUCTURE
MARKETING DIRECTOR
7-10
CUSTOMER FOCUSED TEAM STRUCTURE
Sales
Account
Manufacturing
Engineering Manager
Engineering Mfg. Rep
Rep
Customer
Purchasing Shipping
Agent Rep
Shipping
Finance
Purchasing
Rep
Finance
7-11
HOW BUSINESS TO BUSINESS
MARKETERS LEARN:
THE THREE-STEP PROCESS
1 2 3
INFORMATION INFORMATION SHARED
ACQUISITION DISSEMINATION INTERPRETATION
7-12
CREATING NEW KNOWLEDGE:
THE TOOLS
• COGNITIVE MAPPING
• Finding links of cause and effect through exploring beliefs and
assumptions
• EXPERIMENTS
• Research that tests cognitive maps
• LEARNING LABORATORIES
• A physical environment set aside for learning through experiments,
simulations, models and role playing
• LEARNING FROM OTHERS
• Getting knowledge from partners, consultants, seminars, and
competitors.
7-13
COGNITIVE MAPS—MAP 1
Example: Kinko’s
Observation Observation Observation
7-14
TWO COGNITIVE MAPS—MAP 2
Observation Observation
Advertising Each store
drives has
awareness signage or
advertising
7-15