Literature Review on Marketing Myopia
Contents
Article 1: Marketing Myopia 3
Article 2: An Integrated View of Marketing Myopia 4
Article 3: Beyond Marketing Myopia: The Service of Small Railroads 5
Article 4: Futuristics: Reducing Marketing Myopia 6
Article 5: Reconsidering the Classics: Reader Response to "Marketing Myopia" 7
Article 6: Global Marketing Myopia 8
Article 7: Editorial: Marketing Myopia 9
Article 8: Extending the marketing myopia concept to promote strategic agility 10
Article 9: The New Marketing Myopia 11
Article 10: Corporate marketing myopia and the inexorable rise of a corporate marketing logic: Perspectives from identity-based views of the firm 12
Bibliography 13
Article 1: Marketing Myopia
Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others that are thought of as seasoned growth industries have actually stopped growing. In every case, the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management.
1. An industry is a customer-satisfying process, not a goods-producing process. Businesses will do better in the end if they concentrate on meeting customers’ needs rather than on selling products.
2. Companies stop growing because of a failure in management, not because the market is saturated but because of MYOPIA.
Example: Railroads declined because they “were railroad oriented instead of transportation oriented; they were product oriented instead of customer oriented.” They declined not because of cars, trucks, airplanes, and even telephones, but because of their own myopia.
The article is as much about strategy as it is about marketing, but it also introduced the most influential marketing idea of the past half century: that businesses will do better in the end if they concentrate on meeting customers ' needs rather than on selling products. '
Article 2:
Article 1: Marketing Myopia 3
Article 2: An Integrated View of Marketing Myopia 4
Article 3: Beyond Marketing Myopia: The Service of Small Railroads 5
Article 4: Futuristics: Reducing Marketing Myopia 6
Article 5: Reconsidering the Classics: Reader Response to "Marketing Myopia" 7
Article 6: Global Marketing Myopia 8
Article 7: Editorial: Marketing Myopia 9
Article 8: Extending the marketing myopia concept to promote strategic agility 10
Article 9: The New Marketing Myopia 11
Article 10: Corporate marketing myopia and the inexorable rise of a corporate marketing logic: Perspectives from identity-based views of the firm 12
Bibliography 13
Article 1: Marketing Myopia
Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others that are thought of as seasoned growth industries have actually stopped growing. In every case, the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management.
1. An industry is a customer-satisfying process, not a goods-producing process. Businesses will do better in the end if they concentrate on meeting customers’ needs rather than on selling products.
2. Companies stop growing because of a failure in management, not because the market is saturated but because of MYOPIA.
Example: Railroads declined because they “were railroad oriented instead of transportation oriented; they were product oriented instead of customer oriented.” They declined not because of cars, trucks, airplanes, and even telephones, but because of their own myopia.
The article is as much about strategy as it is about marketing, but it also introduced the most influential marketing idea of the past half century: that businesses will do better in the end if they concentrate on meeting customers ' needs rather than on selling products. '
Article 2:
Bibliography: Balmer, J. M. (2011). Corporate marketing myopia and the inexorable rise of a corporate marketing logic: Perspectives from identity-based views of the firm. European Journal of Marketing , 45 (9/10), 1329 - 1352. Brown, S. (2005). Reconsidering the Classics: Reader Response to "Marketing Myopia". Journal of marketing Myopia , 473-487. Friedman, H. H. (1980). Futuristics: Reducing Marketing Myopia. Ideational Item . Johnston, K. (2009). Extending the marketing myopia concept to promote strategic agility. Journal of Strategic Marketing , 17 (2), 139-148. Len Tiu Wright, C. J. (2008). Marketing Myopia. Journal of Marketing Management , 24 (1-2), 131-134. Levitt, T. (1960). Marketing Myopia. Harvard Business Review , 138-149. N. Craig Smith, M. E. (2010). The New Marketing Myopia. Journal of Public Policy & Marketing , 29 (1), 4-11. Ozment, M. L. (2000, November - December). Beyond Marketing Myopia: The Service of Small Railroads. Business Horizons . Philip Kotler, S. J. (1969). A new form of Marketing Myopia. Journal of Marketing . Richard, M. D., Womack, J. A., & Allaway, A. W. (1992). An Integrated View of Marketing Myopia. The Journal of Consumer Marketing , 65. Susan P. Douglas, S. C. (1986). Global Marketing Myopia. Journal of Marketing Management , 2 (2), 155-169.