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Marketing orientation
Five common marketing orientations
Marketing orientation
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The applicability of the five marketing orientations to Avon operations:
Production Orientation focuses on the efficiency and quality of production, with little emphasis on marketing. Avon’s core competency is providing low cost beauty care products to individual customers via direct sales. Their edge over other beauty care companies is the variety and quality of their products. Avon’s cost savings come from decreased infrastructure as they do not maintain many actual stores and the savings derived from not having to purchase shelf space for their products. Although according to the text Avon is attempting to cut down the number of products they provide an overall stream lining into a few main products to achieve production efficiency would counter man the success of Avon’s operation. Therefore a strictly production orientation marketing plan would not be a successful choice for Avon.
Sales Orientation focuses on selling the same product abroad as they sell domestically with the idea that if it sells here it will sell there. Due to the individual requirements for beauty care products one product will not sell effectively worldwide. For instance skin care products used in temperate climates will be less effective in humid or arid climates. Although some products will sell well internationally in order for Avon to stay competitive they cannot use a pure sales orientation.
Customer Orientation focuses on geographic areas or consumer bases for sales. When a market is identified the marketing and products do not change. With the diversity in consumers the customer orientation could be effective for Avon.
Strategic Orientation combines aspects of production, sales, and customer orientations. This is the orientation that A...
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...tion millions in revenue and can severly damage the reputation or shareholder value of an enterprise.
Works Cited
Avon, (2010). Earnings/ News Release. Retreived from http://phx.corporate-ir.net/phoenix.zhtml?c=irol-newsArticle&ID=1214457.
Newsweek.com, (2011). Women: The Answer. Retrieved from http://www.newsweek.com/2009/09/11/women-the-answer.html
Daniels, J. D., Radebaugh, L. H., and Sullivan, D. P., (2011). International Business: Environments and Operations. Prentice Hall, Upper Saddle River, New Jersey.
Canedy, D., (1997). With Makeover a big Success, Avon Turns a lot of Heads. Retrieved from http://www.nytimes.com/1997/07/04/business/with-makeover-a-big-success-avon-turns-a-lot-of-heads.html.
The Manufacturer, (2010). Avon Products, A River Runs Through it. Retrieved from http://www.themanufacturer.com/us/profile/1657/Avon_Products
...ts of an incentive program are important to them, Mary Kay Cosmetics can revise their Marketing Plan successfully to save money and keep morale and motivation high.
Marketing oriented companies are ones that allow the wants and needs of consumers and potential customers to drive the firm's tactical decisions.
Globalization can not only affect a company opening an office in another country but it can affect a small local business as well. As the internet brings the world closer together it becomes far more likely that a business that opened with no intention of selling internationally will have customers form different parts of the world asking for their product. For instance a steel company located in Pennsylvania may suddenly find orders coming in from South American factories. How the steel plant chooses to handle this new international customer could mean ...
1. Andrea Jung was very strong as chief strategist of Avon Products. She never feared the need to make drastic changes that would help drive Avon back to the top of the Cosmetics, Fragrance and Toiletry Industry. She knew that serious issues were present and the company needed to address them. These issues included product appeal, marketing strategy, pricing, process reengineering, and product innovation/employee motivation.
Foley, J. F. (2004). The global entrepreneur: Taking your business international. United States?: Jamric Press International.
Our economic development will forever be defined as our ability to succeed internationally. PwC forecasts India’s real annual GDP growth until 2050 at 8.9 percent, Vietnam’s at 8.8 percent, and China’s at 5.9 percent. The list of fast-growing emerging markets goes on and on. The U.S. forecast is a meager 2.4 percent, comparable with most Western economies. The domestic companies that are likely to see incremental growth in the coming decades are those that are not only doing business internationally, but that are developing the strategic skill set to master doing business across cultures. Cross-cultural core competence is at the crux of today’s sustainable competitive advantage. For example, political environment will tell us, as to how and why political leaders control, whether and how of international business. Legal environment, both national and international will tell us about many kinds of laws by which business firms must work. The cultural environment will tell us about attitudes, beliefs and opinions important to business people. Economic environment will tell us about the economic system being followed by the host country, which may or may not be different from home country. It will also explain the variables such as level of development, human resources, Gross Domestic Per Capita and consumption patterns that determine a firm’s ability to do business. Geography will tell us about location, quantity, and quality of the world’s resources.
Svensson, G., 2001. 'Globalization' of Business Activities: A 'Global Strategy' Approach, Management Decision, 39(1), pp.6-18.
For organisations to be truly marketed-orientated they must exceed the value offered by their competitors; and at the same time, the overall goals of the organisation must be achieved. Additionally, for marketing to be carried out effectively and efficiently throughout the organisation, then it must involve analysing, planning, implementation, and control (Kottler and Armstrong, 2012). According to Kottler and Armstrong (2012, p. 5), the modern marketing concept can be expressed as “the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return”. Tesco’s, it appears, may have managed to successfully achieve this.
With the rise of the economy, consumers have become more and more knowledgeable on selecting their favourable product as a result the organization cannot focus on what it sells but on the side focus on what the customer wants to buy.
Rahman, S. H. (2006). International Market Selection Process: An Investigation of the Relevance of Business Operating Environment. Journal of International Business Research, 5(1), 73-86.
The marketing orientation has become common in companies that make things for individual customers. It remains rare in heavy industry that produces steel, coal, oil, and paper, where the immediate consumers are other businesses. The transition from the production orientation to the marketing orientation is still going on. It is the most important but least understood revolution in human history, marking a decisive power-shift from institutions to individuals. In the production orientation, human enterprise asked first what we could make, and second whether anyone will want it. In the marketing orientation, we ask first what we want, and second how we can invent the means to fill that want. Production made people technology’s servants. Marketing makes us technology’s masters.
15. Hill, Charles W.L. International Business: Competing in the Global Marketplace. New York : McGraw-Hill, 2007.
According to David Jobber (1995), marketing- oriented organization endeavor to create customer value with a specific end goal of attracting and retaining customers. Their main aim is to deliver better esteem to their targeted customers. In doing as such, they actualize the advertising idea by meeting and exceeding customer’s needs better than the competitions.
Daniels, J. D., Radebaugh, L. H., and Sullivan, D. P., (2011). International Business: Environments and Operations. Prentice Hall, Upper Saddle River, New Jersey.
Stonehouse, G., Campbell, D., Hamill, J. & Purdie, T. (2004). Global and Transnational Business (2nd ed.). Chichester: John Wiley & Sons.