This was the first era, from the mid-19th century to the 1940s, when all efforts were focused on the production of goods and services. All efforts were devoted to achieving high product efficiency, leading to ignorance of the needs and desires of customers, since companies were engaged in mass production of standard items, so customers had no other choice. In the United Kingdom, during the 1950s and 60s, more emphasis was placed on designing and engineering the best products that a sane customer would buy. A popular phrase read: “Build a better mousetrap and the world will make its way to your door”.
The key issue in this case was the high level of production, the underlying philosophy was that customers were reluctant to buy and had to be forced to buy. While a small number of companies continue to practice sales orientation, the law now protects consumers from more dubious sales techniques, largely due to the movement of consumers. In this method, companies plan and make decisions around the needs and wants of customers. It is vital to meet customer needs through a coordinated set of activities that includes the actions and functions of all employees of the organization, regardless of the area of the company in which they work.
In other words, marketing orientation requires that all members of an organization focus on the customer and not just people who work in marketing. People are often confused and assume that sales and marketing orientation are the same, however, both are different. Selling focuses on the needs of the seller and marketing focuses on the needs of the buyer. The marketing launch stage should focus on messaging, product or service marketing campaigns, brand awareness, and audience participation.
Marketing efforts can also define how and where to reach potential customers. This includes online marketing channels, such as SEO or email marketing, along with offline channels. In 1965, Theodore Levitt, professor of marketing, wrote in the Harvard Business Review that the innovator has the most to lose, because many truly new products fail in the first phase of their life cycle, the introductory phase. During the initial phase, focus your marketing efforts on research, competitive analysis, customer personalities, and defining your brand.
Marketing tactics can help you determine if it's worth taking your idea or value proposition to the next stage of development. By knowing what phase its products are in, a company can change the way it spends resources, what products to promote, how to allocate staff time and what innovations it wants to investigate next. For example, a company may decide to reallocate time from market staff to products that are in the stages of introduction or growth. From both an operational and marketing perspective, you'll see a repetitive process at every stage as you develop your business.
The maturity stage of the product life cycle is the most cost-effective stage, while production and marketing costs decrease. Some marketing tactics work at one stage but not at others, while some tactics can be implemented at any stage. Throughout the different stages of the product life cycle, a company implements strategies and changes depending on the way in which the market receives a good. While a drug may be just entering its growth phase, competition can be adversely affected by competition when its patent ends, regardless of what phase it is in.
In line with this evolution, the marketing function has evolved through what theorists have identified as seven distinct stages. OLED televisions are in their maturity phase, on-demand programming is in a growth phase, DVDs are in decline and the VCR has died out. For example, a company is more likely to incur high marketing costs and 26 million reais in the introduction phase. .
