Marketing Management Philosophy- Meaning and Definition |Management Philosophy of Benjamin Franklin (1706 - 1790) and W.Edwards Deming (1900-1993)
Marketing is meeting too needs and wants of customers at profit. There is always the remaining logic behind each work. This logic is said the philosophy of work.
All the marketing efforts when they are guided by certain strategy, logic or philosophy that give directions about how to act business or marketing activity that call marketing management philosophy.
The marketing management philosophy is the key concept or ideas for the management of marketing practices as advocated by scholars.
Although there are many marketing management philosophies we have found famous the following fiver are.
1. Production Concept/Philosophy
2. Product Concept/Philosophy
3. Selling Concept/Philosophy
4. Marketing Concept/Philosophy
5. Social Marketing Concept/Philosophy
Any organization may be conducted marketing operations any above-mentioned concept or philosophy. When any organization functions their business to follow certain marketing philosophy that philosophy becomes marketing management philosophy.
"When you are finished changing, you're finished."
- Benjamin Franklin.
The management strategies are summarized from the Autobiography of Benjamin Franklin.
Dr. W. Edwards Deming modestly describes himself as a 'consultant in statistical studies'. Others have called him “the father of the third wave of the Industrial Revolution”. His philosophy combines widespread use of statistical ideas and methods throughout organizations with an approach to management.
1. Constancy of purpose
Create constancy of purpose for improvement of product and services-The essence of the constancy of purpose is customer orientation.
2. Adopt the new philosophy
The management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. The attention to TQM principles has created a new economic age: the age of continuous improvement and systems thinking. Improvement of the process leads to greater uniformity of product, reduces mistakes and rework, reduces waste of manpower, machine time, materials and increases output with lowered cost.
3.Cease dependence on mass inspection
Eliminate the need for inspection on a mass basis by building quality into the product in the first place. The old way of doing business is to manage outcomes by detecting defects.
4. End 'lowest tender' contracts
End the practice of awarding business on price tag alone - Instead, minimize total cost. Move toward a single supplier for any one item on a long-term relationship of loyalty and trust.
5. Continually seek out problems
Search continually for problems in order to improve every activity in the company, to improve quality and productivity and thus to constantly decrease costs. It is management's job to work continually on the system (design, incoming materials, maintenance, improvements of machines, training, supervision, retraining) The Deming Cycle is the key to continuous improvement: PLAN, DO, CHECK and ACT.
6. Institute training on the job
Institute modern methods of training on the job - New skills are required to keep up with changes in materials, methods, product design, machinery, techniques, and service. Note that training is for skills, unlike education, which is for knowledge.
7. Institute supervision
Institute modern methods of supervision and leadership - The aim of leadership should be to help people, machines and gadgets to do a better job. Improvement of quality will automatically improve productivity.
8. Drive out fear
Drive out fear, so that everyone may work effectively for the company. Encourage effective two-way communication and other means to drive out fear throughout the organization so that everybody may work effectively and more productively for the company. Fear is a barrier to improvement.
9. Break down barriers
Break down barriers between departments - People in research, design, sales, and production must work as a team to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate exhortations
Eliminate numerical goals for the workforce - Eliminate slogans, exhortations, and targets for the workforce that ask for zero defects and new levels of productivity.
11. Eliminate targets
Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in management. Use statistical methods for continual improvement of quality and productivity.
12. Permit pride of workmanship
Remove barriers to pride of workmanship - The responsibility of supervisors must be changed from stressing sheer numbers to quality. Remove barriers that rob people (including those in management and engineering) of their right to pride of workmanship.
13. Institute education
Institute a vigorous program of education and training for everyone - Institute a vigorous program of education, and encourage self-improvement for everyone. What an organization need is not just good people; it needs people that are improving with education. Advances in competitive position will have their roots in knowledge.
14. Top management's commitment
Create a structure in top management that will push every day on the above 13 points - Put everyone in the organization to work to accomplish the transformation. The transformation is everybody’s job. Clearly define top management's permanent commitment to ever-improving quality and productivity, and their obligations to implement all of these principles.
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