Editing Marketing (section)

== Marketing management orientations ==
{{main|History of marketing#Orientations or philosophies that inform marketing practice}}
A marketing orientation has been defined as a "philosophy of business management."<ref name=":5">Mc Namara (1972) cited in Deshpande, R., ''Developing a Market Orientation'', Thousand Oaks, CA, Sage, 1999, p. 11</ref> or "a corporate state of mind"<ref>Kohli, A.K. and Jaworski, B.J., "Market Orientation: The Construct, Research Propositions, and Managerial Implications", ''Journal of Marketing,'' Vol. 54, April 1990, pp. 1–18</ref> or as an "organizational culture."<ref>{{cite journal | last1 = Narver | first1 = J.C. | last2 = Slater | first2 = S.F. | title = The Effect of a Market Orientation on Business Profitability | journal = Journal of Marketing | year = 1990 | volume = 54 | issue = 4| pages = 20–34 | doi = 10.2307/1251757 | jstor = 1251757 }}</ref> Although scholars continue to debate the precise nature of specific concepts that inform marketing practice, the most commonly cited orientations are as follows:<ref>{{cite journal | last1 = Hollander | first1 = S.C. | last2 = Jones | first2 = D.G.B. | last3 = Dix | first3 = L. | title = Periodization in Marketing History | journal = Journal of Macromarketing | year = 2005 | volume = 25 | issue = 1| pages = 33–39 | doi = 10.1177/0276146705274982 | s2cid = 9997002 }}</ref>

* Product concept: mainly concerned with the quality of its product. It has largely been supplanted by the marketing orientation, except for haute couture and arts marketing.<ref>{{Cite journal | doi=10.1362/146934706776861573|title = Art for Art's Sake or Art for Business Sake: An exploration of artistic product orientation| journal=The Marketing Review| volume=6| pages=29–40|year = 2006|last1 = Fillis|first1 = Ian}}</ref><ref>Sheth, J., Sisodia, R.S. and Sharma, A., "The Antecedents and Consequences of Customer-Centric Marketing", ''Journal of the Academy of Marketing Science,'' Vol. 28, No. 1, 2000, p. 55</ref>
* Production concept: specializes in producing as much as possible of a given product or service in order to achieve [[economies of scale]] or [[economies of scope]]. It dominated marketing practice from the 1860s to the 1930s, yet can still be found in some companies or industries. Specifically, Kotler and Armstrong note that the production philosophy is "one of the oldest philosophies that guides sellers... [and] is still useful in some situations."<ref>Kotler, P., Armstrong, G., ''Principles of Marketing'', 12th ed., Upper Saddle River: Pearson Education, 2008, p. 28</ref>
* Selling concept: focuses on the selling/promotion of the firm's existing products, rather than developing new products to satisfy unmet needs or wants primarily through promotion and direct sales techniques,<ref>{{Cite book|title=Principles of Marketing|last=Kotler|first=Philip|publisher=Prentice-Hall Inc.|year=1980 |location=Englewood Cliffs, NJ}}</ref> largely for "unsought goods"<ref>Kotler, P., Armstrong, G., ''Principles of Marketing'', 12th ed., Upper Saddle River: Pearson Education, 2008, p. 29</ref> in industrial companies.<ref>Avlonitis, G.J. and Gounaris, S.P., "Marketing Orientation and Company Performance: Industrial vs. Consumer Goods Companies", ''Industrial Marketing Management,'' Vol. 26, 1997, pp. 385–402</ref> A 2011 meta analyses<ref>{{Cite journal |doi = 10.1007/s11747-010-0211-8
  |title=Drivers of sales performance: A contemporary meta-analysis. Have salespeople become knowledge brokers?
  |journal=Journal of the Academy of Marketing Science|volume = 39|issue = 3|pages =407–28|year = 2010|last1 = Verbeke|first1 = Willem|last2 = Dietz|first2 = Bart|last3 = Verwaal|first3 = Ernst|s2cid=53687035
 |url = https://repub.eur.nl/pub/26417/00235.pdf|doi-access = free}}</ref> found that the factors with the greatest impact on sales performance are a salesperson's sales related knowledge (market segments, presentation skills, conflict resolution, and products), degree of adaptiveness, role clarity, cognitive aptitude, motivation and interest in a sales role).

* Marketing concept: This is the most common concept used in contemporary marketing, and is a customer-centric approach based on products that suit new consumer tastes. These firms engage in extensive [[market research]], use R&D (Research & Development), and then use promotion techniques.<ref>McGee, L.W. and Spiro, R.L., "The Marketing Concept in Perspective", ''Business Horizons'', May–June 1988, pp. 40–45</ref><ref>Hooley, G., Fahy, J., Beracs, J., Fonfara, K. and Snoj, B., "Market Orientation in the Transition Economies of Central Europe: Tests of the Narver and Slater Market Orientation Scales", ''Journal of Business Research,'' Vol. 50, 2000, pp. 273–85. The most widely applied scale is that developed by Narver and Slater in Narver, J.C., and Slater, S.F., "The Effect of Marketing Orientation on Business Profitability", ''Journal of Marketing,'' Vo. 54, 1990, pp. 20–35</ref> The marketing orientation includes:
** ''Customer orientation'': A firm in the [[market economy]] can survive by producing [[goods]] that people are willing and able to buy. Consequently, ascertaining [[consumer demand]] is vital for a [[business entity|firm]]'s future viability and even existence as a [[going concern]].
** ''Organizational orientation'': The marketing department is of prime importance within the functional level of an organization. Information from the marketing department is used to guide the actions of a company's other departments. A marketing department could ascertain (via marketing research) that consumers desired a new type of product, or a new usage for an existing product. With this in mind, the marketing department would inform the R&D department to create a prototype of a product/service based on consumers' new desires. The production department would then start to manufacture the product. The finance department may oppose required capital expenditures since it could undermine a healthy cash flow for the organization.
* Societal marketing concept: Social responsibility that goes beyond satisfying customers and providing superior [[Value (marketing)|value]] embraces societal stakeholders such as employees, customers, and local communities. Companies that adopt this perspective typically practice [[triple bottom line]] reporting and publish financial, social and environmental impact reports. Sustainable marketing or [[green marketing]] is an extension of societal marketing.<ref>, Blackwell Reference, [https://www.econbiz.de/Record/what-consumerism-means-for-marketers-kotler-philip/10002240532 Kotler, P., "What consumerism means for marketers"], ''Harvard Business Review'', vol. 50, no. 3, 1972, pp. 48–57; Wilkie, W.L. and Moore, E.S., "Macromarketing as a Pillar of Marketing Thought", ''Journal of Macromarketing,'' Vol. 26 No. 2, December 2006, pp. 224–32 {{doi|10.1177/0276146706291067}}; Wilkie, W.L. and Moore, E.S., "Scholarly Research in Marketing: Exploring the "4 Eras" of Thought Development", ''Journal of Public Policy and Marketing,'' Vol. 22, No. 2, 2003, pp. 116–46</ref>