In the case of electronics, the greatest danger, which faces the glamorous new companies in this field, is not that they do not pay enough attention to research and development, but that they pay too much attention to it. And the fact that the fastest growing electronics firms owe their eminence to their heavy emphasis on technical research is completely beside the point. They have vaulted to affluence on a sudden crest of unusually strong general receptiveness to new technical ideas. Also, their success has been shaped in the virtually guaranteed market of military subsidies and by military orders that in many cases actually preceded the existence of facilities to make the products. Their expansion has, in other words, been almost totally devoid of marketing effort.
Thus, they are growing up under conditions that come dangerously close to creating the illusion that a superior product will sell itself. Having created a successful company by making a superior product, it is not surprising that management continues to be oriented toward the product rather than the people who consume it. It develops the philosophy that continued growth is a matter of continued product innovation and improvement.
A number of other factors tend to strengthen and sustain this belief:
• Because electronic products are highly complex and sophisticated, management's become top-heavy with engineers and scientists. This creates a selective bias in favor of research and production at the expense of marketing. The organization tends to view itself as making things rather than satisfying customer needs. Marketing gets treated as a residual activity, "something else" that must be done once the vital job of product creation and production is completed.
• To this bias in favor of product research, development, and production is added the bias in favor of dealing with controllable variables. Engineers and scientists are at home in the world of concrete things like machines, test tubes, production lines, and even balance sheets. The abstractions to which they feel kindly are those which are testable or manipulatable in the laboratory, or, if not testable, then functional, such as Euclid's axioms. In short, the managements of the new glamour companies tend to favor those business activities, which lend themselves to careful study, experimentation, and control - the hard, practical, realities of the lab, the shop, and the books.
What gets short-changed are the realities of the market. Campaign managers are unpredictable, varied, fickle, stupid, stubborn, and generally bothersome. This is not what the managers say, but deep down in their consciousness it is what they believe. And this accounts for their concentrating on what they know and what they can control, namely, product research, engineering, and production. The emphasis on production becomes particularly attractive when the product can be made at declining unit costs. There is no more inviting way of making money than by running the plant full blast.
Today the top-heavy science engineering-production orientation of so many electronics companies works reasonably well because they are pushing into new frontiers in which the armed services have pioneered virtually assured markets. The companies are in the felicitous position of having to fill, not find markets; of not having to discover what the customer needs and wants, but of having the customer voluntarily come forward with specific new product demands.
If a team of consultants had been assigned specifically to design a business situation calculated to prevent the emergence and development of a customer oriented marketing viewpoint, it could not have produced anything better than the conditions just described.
In the case of electronics, the greatest danger, which faces the glamorous new companies in this field, is not that they do not pay enough attention to research and development, but that they pay too much attention to it. And the fact that the fastest growing electronics firms owe their eminence to their heavy emphasis on technical research is completely beside the point. They have vaulted to affluence on a sudden crest of unusually strong general receptiveness to new technical ideas. Also, their success has been shaped in the virtually guaranteed market of military subsidies and by military orders that in many cases actually preceded the existence of facilities to make the products. Their expansion has, in other words, been almost totally devoid of marketing effort.
Thus, they are growing up under conditions that come dangerously close to creating the illusion that a superior product will sell itself. Having created a successful company by making a superior product, it is not surprising that management continues to be oriented toward the product rather than the people who consume it. It develops the philosophy that continued growth is a matter of continued product innovation and improvement.
A number of other factors tend to strengthen and sustain this belief:
• Because electronic products are highly complex and sophisticated, management's become top-heavy with engineers and scientists. This creates a selective bias in favor of research and production at the expense of marketing. The organization tends to view itself as making things rather than satisfying customer needs. Marketing gets treated as a residual activity, "something else" that must be done once the vital job of product creation and production is completed.
• To this bias in favor of product research, development, and production is added the bias in favor of dealing with controllable variables. Engineers and scientists are at home in the world of concrete things like machines, test tubes, production lines, and even balance sheets. The abstractions to which they feel kindly are those which are testable or manipulatable in the laboratory, or, if not testable, then functional, such as Euclid's axioms. In short, the managements of the new glamour companies tend to favor those business activities, which lend themselves to careful study, experimentation, and control - the hard, practical, realities of the lab, the shop, and the books.
What gets short-changed are the realities of the market. Campaign managers are unpredictable, varied, fickle, stupid, stubborn, and generally bothersome. This is not what the managers say, but deep down in their consciousness it is what they believe. And this accounts for their concentrating on what they know and what they can control, namely, product research, engineering, and production. The emphasis on production becomes particularly attractive when the product can be made at declining unit costs. There is no more inviting way of making money than by running the plant full blast.
Today the top-heavy science engineering-production orientation of so many electronics companies works reasonably well because they are pushing into new frontiers in which the armed services have pioneered virtually assured markets. The companies are in the felicitous position of having to fill, not find markets; of not having to discover what the customer needs and wants, but of having the customer voluntarily come forward with specific new product demands.
If a team of consultants had been assigned specifically to design a business situation calculated to prevent the emergence and development of a customer oriented marketing viewpoint, it could not have produced anything better than the conditions just described.
การแปล กรุณารอสักครู่..

In the case of electronics, the greatest danger, which faces the glamorous new companies in this field, is not that they do not pay enough attention to research and development, but that they pay too much attention to it. And the fact that the fastest growing electronics firms owe their eminence to their heavy emphasis on technical research is completely beside the point. They have vaulted to affluence on a sudden crest of unusually strong general receptiveness to new technical ideas. Also, their success has been shaped in the virtually guaranteed market of military subsidies and by military orders that in many cases actually preceded the existence of facilities to make the products. Their expansion has, in other words, been almost totally devoid of marketing effort.
Thus, they are growing up under conditions that come dangerously close to creating the illusion that a superior product will sell itself. Having created a successful company by making a superior product, it is not surprising that management continues to be oriented toward the product rather than the people who consume it. It develops the philosophy that continued growth is a matter of continued product innovation and improvement.
A number of other factors tend to strengthen and sustain this belief:
• Because electronic products are highly complex and sophisticated, management's become top-heavy with engineers and scientists. This creates a selective bias in favor of research and production at the expense of marketing. The organization tends to view itself as making things rather than satisfying customer needs. Marketing gets treated as a residual activity, "something else" that must be done once the vital job of product creation and production is completed.
• To this bias in favor of product research, development, and production is added the bias in favor of dealing with controllable variables. Engineers and scientists are at home in the world of concrete things like machines, test tubes, production lines, and even balance sheets. The abstractions to which they feel kindly are those which are testable or manipulatable in the laboratory, or, if not testable, then functional, such as Euclid's axioms. In short, the managements of the new glamour companies tend to favor those business activities, which lend themselves to careful study, experimentation, and control - the hard, practical, realities of the lab, the shop, and the books.
What gets short-changed are the realities of the market. Campaign managers are unpredictable, varied, fickle, stupid, stubborn, and generally bothersome. This is not what the managers say, but deep down in their consciousness it is what they believe. And this accounts for their concentrating on what they know and what they can control, namely, product research, engineering, and production. The emphasis on production becomes particularly attractive when the product can be made at declining unit costs. There is no more inviting way of making money than by running the plant full blast.
Today the top-heavy science engineering-production orientation of so many electronics companies works reasonably well because they are pushing into new frontiers in which the armed services have pioneered virtually assured markets. The companies are in the felicitous position of having to fill, not find markets; of not having to discover what the customer needs and wants, but of having the customer voluntarily come forward with specific new product demands.
If a team of consultants had been assigned specifically to design a business situation calculated to prevent the emergence and development of a customer oriented marketing viewpoint, it could not have produced anything better than the conditions just described.
การแปล กรุณารอสักครู่..
