Marketing

MARKETING CONCEPT http://iranmct.com

فهوم بازاریابیم

Marketing can be analyzed from different points of view, discrepancies exist regarding the field of

marketing.

We can distinguish several dimensions to the concept of marketing. The exchange of values has been

considered as the core element of marketing, as expressed Trespalacios Vazquez (1994, p. 34):

"The common denominator of all its activities. It can be defined as the communication established

between at least two parties, in order that one for the other something he values, giving something in

return the other party notice. Each can communicate to each other what you have or want and deliver

it. In addition, there is free to accept or reject the offer of the other party. "

Central to the business philosophy of marketing is to achieve the goals of the organization through long-term satisfaction of the consumer, and that relationship more efficiently than the

competition.

As Vazquez and Trespalacios (. 1994, p 39) state:

"The goal is to try to understand the generic consumer needs or basic needs and nature's own human condition, analyze the desires and ways in which each individual wishes to satisfy a particular need, stimulate the conversion of desires in seeking creative formulas for demand

enhance the willingness to buy and avoid restrictions on purchasing power. "

We can look at marketing as an attitude and as a function.

The orientation of the company to the market is the crux of marketing as an attitude or

philosophy. Everyone in the organization must be aware of the importance of the consumer in existence,

progress and profitability of the company.

Marketing as a function.

Efforts to achieve the objectives of the organization discovering customer needs and trying to fulfill them.

The aggregate level marketing performs two basic functions: adjusting the flows of production and

consumption and organizes the exchange relations in society. The efficient match between supply and

demand requires the organization of two types of activities:

I) The physical organization of the exchange of physical flows of goods from the place of production to the

place of consumption.

II) The organization of the communication, ie information flows that must precede, accompany and follow

the exchange, in order to ensure an efficient match between supply and demand.

ITEM 2. MARKETING COMPANY IN EVOLUTION

The increasing complexity of the environment and rapid technological, economic, social and competitive

shift has led companies to first create and then reinforce the marketing function.

In this evolution we distinguish three phases: the passive marketing, marketing and active marketing

organization.

A) Passive Marketing.

Passive marketing organizations survive in an environment characterized by a shortage of supply. The

production capacity is insufficient for the needs of the market, and therefore, demand exceeds supply.

This type of economic situation is characteristic of the indus revolution needs are basic and familiar

and the pace of technological innovation is weak. In this environment, marketing is limited and passive

role. Strategic marketing is simple because the needs are known and the operating organization reduces

the output of manufactured products.

The shortage of supply makes unnecessary the promotional activities and contacts with the market very

often limited to the first step.

.

The organization is dominated by the production function, with priority to develop the productive

capacity and not considered necessary to investigate the market. At this stage of development, the

hierarchical position and functions of the marketing department are very limited, taking charge of the

administration of sales. Responsibilities related to the choice of products depends on the production

function, which is dominant in these organizations.

Passive marketing, therefore, focuses on production, focuses on the manufacture of the product and

technical management perspective. This type of company survives as demand exceeds supply and there

is no competitive pressure, making it a temporary and dangerous situation, not encouraging adaptation to

the environment.

B) The marketing organization.

In an environment characterized by strong demand and expanding production capacities, the organization

emphasizes the point of sales.

At this stage, marketing is creating effective business organization and search and organize the

outputs of the manufactured products. The companies focus on the core needs of consumers thought

for most consumers. Changes in the environment are responsible for this orientation: new forms of

distribution, the geographical extent of markets and the physical and psychological distance between

producers and consumers.

The functions of the business management focus on the organization of the physical distribution, the operation of the sales network, the policy of branding, advertising, promotion and market

research. Optical sales generally considered that consumers are reluctant to buy, so they should be

encouraged to buy using aggressive promotion techniques. The marketing organization survives in an environment with an expanding market, weakly differentiated

and inexperienced consumers. The risk of this viewpoint is considered valid in all circumstances and not

address the real needs of consumers.

This orientation towards the needs of the seller can lead to a marketing manipulation and unethical

marketing activities.

C) The active marketing. At this stage the role of strategic marketing at the company is strengthened.

It is characterized by the orientation of the company towards marketing, with the satisfaction of

consumer needs the priority of organizations.

This trend is caused by three factors: technological progress, saturation and maturity of markets and the

increasing internationalization.

I. The technological progress. This period was a time of innovation, expansion, operation and

modification of technology. The diffusion of technological progress is accelerating as a result of a

widespread and systematic research. The diffusion of technological progress is widespread across

sectors, companies and countries.

II. The saturation of the core market. The increasing competition for larger segments of the population

and saturation of demand for products related to the basic needs contribute to modify the

marketing. Companies need to make market segmentation strategies and differentiating products to suit

the needs of specific groups of consumers. The markets are fragmented and companies targeting the

peripheral segments researching the needs and preferences of different population groups. Competition

for the core market difficult to obtain returns for companies with poorly differentiated products targeted at

a mass audience.

Companies at this stage develop segmentation strategies throwing smaller more specific groups

of consumers shopping deals. Segmentation strategies require a more precise knowledge of the

market and a greater use of market research techniques.

III. The internationalization of markets. The reduction of customs, technical and cultural barriers are

causing a rapid increase in world trade. The liberalization of trade increases the global competition that

companies face. The growing internationalization of markets produces threats and opportunities for

companies, affecting their competitive position by facing a global market.

The profound changes in the environment of many companies and sectors forcing companies to review

their strategies and refine their management. Technological, social, cultural, economic and competitive

changes pressuring companies must adopt new priorities.

A) Restructuring of the portfolio of activities. Companies, especially those in Europe, to maintain its competitiveness and profitability have to be oriented towards higher value added

activities. Businesses compete must improve their organization and improve its technology.

B) as Marketing. In advanced societies consumers demand customized and tailored to your specific

needs and problems.

C) Guidance to competition. In mature and stagnant markets and competition intensifies monitoring

and competitive analysis becomes necessary.

D) Development of security systems. In a changing and turbulent environment, the company

must strengthen their resilience.

E) Global Marketing. The internationalization of the economy and increased international competition

generate opportunities and threats.

F) Marketing responsible. Companies take on responsibility porlas consequences of their actions on the

environment and the various affected populations.

G) Market orientation. All the company has to be aware of the importance of the consumer in existence,

profitability and crecimeinto and company.

In recent years there has developed the concept of Strategic Marketing, which precedes complete and

operational marketing.

. The need for information on market opportunities and environment to enhance the distinctive capabilities

of the organization, make the business succeed Marketing philosophy.

All company and not a traditional department has to be market driven. The classical concept of the

marketing department is clearly inadequate and should be replaced so that the entire organization is

oriented to the market.

In organizations, from this perspective, we can distinguish two groups of functions:

A) Strategic Marketing. The competitive environment requires analysis of the opportunities and threats

of the market and the competitive positioning of the organization in different markets and segments.

The company based on its distinctive capabilities and resources will formulate a strategy that will enable it

to adapt to the competitive environment.

B) Operational Marketing. He is responsible for designing and implementing the marketing mix,

according to the proposed strategy, design, implement and manage the offer is made to the market. The

importance of these groups of features depends on the degree of development and competition in the

sector and type of organization.

Based on the hierarchical level of management or organizational unit to which they belong, their functions

have a major strategic or operational component.

At the top corporate level the role of marketing is facing strategic functions to analyze and decide in

relation to the various business units and the attractiveness of new business-markets, coordination

between units of the corporation and the orientation of the corporation to consumer.

On the functional level is designed and coordinated the bid is launched, and attempts to maximize the productivity of available resources.

ITEM 3. STRATEGIC MARKETING

استراتژیک بازاریابی

Strategic marketing analysis of the needs of individuals and organizations.

When buying a product the consumer seeks the solution to a problem or benefit that can provide, not

the product itself Similarly, knowledge of the resources and capabilities of the company is a key aspect

of the methodology to achieve sustainable long-term competitive advantages.

.

Defines Lambin (1990, p.8) strategic marketing function as:

"To follow the evolution of the relevant market and identify the different markets and products-

current segment or potential, on the basis of an analysis of the diversity of needs to meet. " The different product-markets represent opportunities that the company analyzes and whose appeal

should be evaluated. For a given company, the appeal of a product-market depends on its ability to attract better than

competitors demand buyers.

This competition will exist to the extent that the company possesses a competitive advantage by the

presence of a differentiation valued by consumers or cost advantage.

Similarly define strategic marketing Luque (1997, p. 10), as:

"Cables geared towards certain groups of consumers, taking into account the competition and

trying to reach a defensible competitive advantage in the long term." Part of the analysis of the needs of individuals and organizations and market research. The function of strategic marketing company geared towards attractive economic opportunities based

on their skills, and the competitive environment and offer the potential for growth and profitability. The strategic marketing management is in the medium and long term, defining goals, developing a

strategy for developing and maintaining a balanced structure of the portfolio.

Strategic marketing is actively involved in the direction and strategy formulation of the company. It provides information on the evolution of demand, market segmentation, competitive positions

and the existence of opportunities and threats. You too, analyzes the capabilities and resources to

adapt the company to the environment and place it in a position of sustainable competitive advantage.

We then discuss the various functions of strategic marketing:

3.1 Defining the relevant market.

The formulation of a strategy of defining the own company, the product you sell or the service

provided and the market it serves.

The implementation of a strategy entails from start defining the mission of the company describing its role

and function in a market orientation. The answers to three questions used to define the mission of the

company:

What is our field of activity ?,

What areas of activity should be? and

What areas of activity should not be ?.

The field of activity should be defined in relation to a general requirement in terms of solution provided

to the consumer, in technical terms, to avoid the risk of focus on the product.

The definition of the relevant market should not be made in technological terms, since the generic needs

remain while the technologies are changing rapidly.

The definition of the relevant market is intended to define the group of consumers or

stakeholders served by a product, which satisfies them and how they satisfy.

Market orientation accurately analyze product-market that the company can meet. Each product-

market defined as a population group, a product feature and technology.

Companies should start by defining a set of functions that can be offered to different groups

of consumers

Secondly, you must decide the scope of its activities, the extent to which they will cover one or more

product features and technology to use.

Finally, it is necessary to decide whether a differentiated offering for each consumer group is performed. 3.2 Market Segmentation.

The evolution of markets and increased competition for core business market requires a detailed

analysis of different population groups, their distinctiveness and their specific desires.

Consumers increased their budget to seek differentiated and tailored to your specific

requirements offers.

The segmentation is to group consumers into homogeneous groups as possible in their response to a

commercial offering, and differentiated with respect to other consumer groups.

The segmentation process is a key element in formulating competitive strategies and business

opportunities.

Market segmentation using multiple demographic, psychological, socioeconomic and market

related variables.

Following Kotler (1995) for market segmentation to be effective are accurate a number of

requirements:

I. Identifiable. The population group must be identifiable and measurable potential purchase.

II. Accessible. The selected segments of the population must be able to be effectively reached and

served.

III. Substantial. The segment must be of a size that makes it profitable for the company. Must be a

homogenous group of consumers it worth dealing with a specific program.

IV. Different. The segments are to present differences in their purchasing behavior and product

usage, and their response to the offer must be different to justify a differentiated strategy.

V. Possible. The company according to their resources and capabilities have to consider whether

you can develop a differentiated offering to different segments.

VI. Defensible. The profitable long-term strategy must allow defend the profitable segments of the

competitors. Sustainable competitive long-term strategy and competitive advantage lies in the

possibility of defending the most profitable market segments.

3.3 Competitive Analysis.

In today's competitive environment is more relevant the competitor information and analysis of the

different competitive forces.

The competitive analysis involves:

I. The identification of current and potential competitors, their characteristics, structure

and evolution. II. Study objectives competitors. III. The strengths and weaknesses of competitors.

The competitive analysis also involves analyzing the sector. Professor Porter (1982) proposes a scheme

of analysis broader than nearby competitors sector.

The notion of rivalry extended part of the idea that the ability of a company to exploit a competitive advantage in their relevant market depends not only on direct competition, but also potential entrants,

substitute products, customers and suppliers. I. Internal competition. The number of competitors, their relative size and their aggressiveness

.

II. The threat of new entrants. Potential competitors are a threat, and against which the company must

protect itself by creating barriers to entry.

Possible barriers entry are: economies of scale, differences in products protected by patents, branding,

capital requirements for market access, the cost of change provider, access to distribution channels

and experience the benefits and costs. The deterrent depends on the reputation of the company's

aggressive new consumers regarding the degree of commitment to the product-market, the availability of

financial resources and the ability to retaliate.

III. The threat of substitute products. Products that perform the same function for the same group of

consumers, but they are based on different technology. Prices of substitutes impose a ceiling on the price

of the product-market companies can employ. The company should be aware researching products that

match to the same generic need or have the same function.

A monitoring of the technological developments necessary. IV. The bargaining power of customers. The bargaining power of customers significantly affect the

profitability of firms so. The importance of this power negotiation depends on product differentiation, the

costs of switching suppliers, the threat they represent clients integrate upstream, if the customer

has complete information of the costs and the degree of concentration of the customers. V. The bargaining power of suppliers. Powerful suppliers can affect the profitability of their customers if

they have no ability to affect their own prices increases costs. The high bargaining power of suppliers

depends on whether the provider group is more concentrated than the group of customers, the company

is not a important customer of the supplier, the suppliers have differentiated their products and

providers are a real threat to the consumer integration.

3.4 Needs to provide benefits to third parties.

The entry in certain markets is restricted by the government, unions and other pressure groups. Kotler

called megamarketing to strategically coordinated application of economic, psychological, political and public relations in order to gain the cooperation of certain groups to operate in a particular market

capabilities.

The traditional view sees the unchanging environment, being uncontrollable commercial

environment. Some authors question the division between controllable and uncontrollable aspects of the

environment, considering the influence on the environment.

Develops concept megamarketing Kotler. In this approach the emphasis is on the analysis of the

barriers to access to a market, offered by actors such as government, the government, the people groups that dominate a particular field of activity and interest groups, and developing strategies to neutralize their

opposition or get support.

The evolving marketing concept incorporating a proactive approach to environmental issues previously considered uncontrollable.

3.5 Strategic Alliances. The increased competition forces companies to establish business networks, strategic alliances and

other cooperative mechanisms.

Coalitions allow marketers can achieve economies of scale or learning and gain access to local markets.

Partnerships between companies are one of the strategic options for achieving organizational objectives,

both in terms of entry into new markets or businesses, and improving competitiveness.

Possible advantages provided strategic alliances are:

I. Reduction of costs. Through economies of scale or scope.

II. Avoid, share or reduce risks. The cooperation of several companies sharing the risks.

III. Synergies and exploiting complementarities. The cooperation between companies presents an

opportunity to combine complementary resources and distinctive competencies.

IV. Access to technological knowledge. Strategic alliances are an alternative to acquire knowledge or

skills.

V. Political Factors. Strategic alliances can facilitate access to local markets and better relations with the

authorities.

VI. Partnerships can be used to restrict or limit competition. The results of the partnerships depend

on the actions of the two partners and thus requires a climate of trust and mechanisms for effective

cooperation.

The structure of the alliance increases the interdependence strengthens the relationship.

Alliances allow sharing costs and risks, achieve economies of scale and increased bargaining power.

3.6 Analysis of the general environment.

The company is a strong open system interacting with its environment. Strategic planning requires

analysis of the external environment.

Changes to the environment variables determine the activities of the companies.

The main variables or environmental aspects to consider are:

I. Demographic. Aspects such as population size, mortality and birth rates, age structure, household

formation and population movements.

II. Economics. The income, economic growth, inflation, unemployment, interest rates, fiscal policy,

exchange rates and balance of payments.

III. Sociocultural. Aspects such as changes in values, the incorporation of women into the workplace,

changes in expectations and lifestyle, trends in education, social groups, etc.

IV. Legal and policy. Statutory changes, law, international treaties, the political system, autonomy,

freedoms and legal guarantees power groups.

V. Technology. The inventions and innovations, diffusion of innovations, patents, research and

development.

VI. Environmental. Restrictions on supplies, allocation of resources and environmental degradation.

Businesses are affected by changes in the environment that provide a general background that

determines the activities of organizations.

Companies need to obtain information from the environment in order to understand the interrelationships of the variables, their influence on the market for the organization to seize opportunities or positive

trends and avoid possible threats.

In a hostile environment changing and difficult to control, it is necessary to anticipate problems exploring the future.

3.7 Internal analysis.

The analysis of the strengths and weaknesses of the various areas of the company relative to other

companies. The strengths help maintain competitive advantage. Weak threaten business strategy. The analysis of internal conditions begins with general business objectives and

organizational culture, that is, the set of values, beliefs, and attitudes shared by people within the

organization.

The analysis of the resources and the organizational capabilities the study of a number of factors

relating to specific areas of the organization:

I. Production. Analyzing the internal situation of the technologies, economies of scale, experience curve,

production capacity, human resources and raw materials. II. Marketing. Market penetration, product portfolio, service quality, image products, innovation, cost and

pricing, distribution, logistics, sales team and system marketing information.

III. Financing. Analyzing the financial resources of the company, the cost of capital, solvency, liquidity,

profitability and debt.

IV. Structure of the organization. Analysis of the company in relation to the organizational structure,

managerial ability, business culture and corporate identity. The definition of a strategy and its implementation requires a thorough knowledge of the resources and capabilities of the company and its distinctive advantages and areas and factors that require significant

improvements to maintain competitive advantage.

3.8 Formulation of market-oriented strategies.

The information and knowledge provided by the above analysis leads to classifying the different products-

markets depending on the attractiveness of the market and the competitive position of the company. Based on the objectives to be achieved it will be necessary to analyze the different marketing strategies

specific to each strategic business unit. To which an analysis of the product-markets to provide the multiproduct firm allocate scarce resources

among different products-markets portfolio can act is performed. The method examines the strategic position of each activity based on the intrinsic appeal of the relevant

market segments in which the activities are exercised and the competitive strength of the company in

each product-market considered. The company faces decisions: I. Products in which to invest to strengthen its strategic position.

II. Select market segments to market their products.

III. Products and markets that the company must abandon or withdraw.

Developing a strategy requires precise nature of defensible competitive advantage that will support

strategic actions. Porter (1982) considers that there are three basic strategies possible against the

competition:

I. Cost Leadership Strategy. This strategy is based on productivity and involves close monitoring of

costs. II. Differentiation strategy. The company holds market power by the distinctive qualities of the product

or the company, important to the consumer and to differentiate competitors.

III. Growth Strategies for diversification. A diversification strategy involves entering new sectors.

The diversification strategy is called concentric when the company goes out of his area to add new

complementary activities of existing.

By contrast pure diversification strategy involves entering new activities unrelated to the current activities of the company.

ITEM 4. MARKETING EXECUTIVE Strategic planning requires implementation actions through active marketing management.

Operational management of marketing arises in a time horizon of short and medium term and is an

eminently tactical activity. As Luque (. 1997, p 10) states:

"Operational marketing refers to the organizational activities of sales strategies and communication to inform potential buyers of the particular characteristics of the products offered. This is a proactive management conquest of markets in the short to medium term, more like the classic business management based on the four> ". The operative marketing manages the decisions and implementation of the program of marketing mix and in particular decisions regarding the product, price, distribution and communication. The best strategic marketing plan can not succeed without an active commercial management of the company to conquer the markets. The basic operating marketing activities focus on: 1) Development of trade policies . Based on the strategic objectives formulated specific business objectives that guide the operational marketing are established. Different business objectives are closely related and hierarchically ordered. The establishment of business objectives to be achieved with the business operations of the company must be clearly defined and possess the following qualities, Serrano (1994, p. 54): A) Coordinated . Business objectives should be made to contribute to the achievement of higher-level objectives. B) Defined in time . Specify the time horizon of the objectives is essential. C) Quantitative . Business objectives should be measurable to facilitate their management and control. D) Possible . The objectives must be compatible with the environment and be attainable to motivate staff in achieving them. Goal setting is vital to the planning and management of business operations and are an essential element for establishing a control system. Based on the specific business objectives of marketing management develops trade deals that the company offers to the market. With the help of the business information system, marketing management develops a commercial offering of defining the specific characteristics of the product or service, pricing, distribution and mode of communication with the market. The product from the point of view Marketing is much more than the physical product. The product from the consumer perspective incorporates not only physical but also psychological and sociological

attributes. Consumers tend to attribute personalities to products. Therefore, product management involves decisions regarding the image and positioning. It corresponds to the operational marketing management of the range of products and maintenance modification, abandonment or release of new products. The rapidly changing environment and the habits and demands of consumers demand management product portfolio and an emphasis on research and development of new products. In a modern economy, the product incorporates various additional services that need to be managed and services tend to tangibilizarse incorporating physical elements. Moreover, what really matters to the consumer is not the product itself, but the benefit brought him and

the problems it solves.

The brand management, packaging, labels and packaging are important aspects of product management. Proper branding strategy is essential to position the product and create an image

that facilitates consumer loyalty.

The management of the portfolio of brands and different branding strategies is another responsibility of the business address.

Some brands easy to remember , easy to pronounce, with positive memories and registered

facilitate business management.

The marks are valuable corporate assets that must be managed and a must for establishing long-term relationships with consumers and maintaining fidelity instrument.

The management prices of the knowledge of product costs, the sensitivity of demand to price changes, and the overall business strategy of the company and the prices of competitors.

Decisions regarding the price require a deep knowledge of the different population groups and

their price sensitivity.

The existence of population groups with different price sensitivities allows the use of tiered pricing. The price management can mean different prices based on:

A) The geographical area . Different geographical areas in which the company operates may have

varying degrees of competence and different population groups so it can be advisable to use different prices in different areas.

B) time . Managing demand especially in the services may require the implementation of different

prices depending on the season, day of the week or the. Time

C) demand . Different population groups can accept different prices.

The pricing strategies can be based on customer satisfaction, reducing their perceptions of uncertainty and considering establishing long-term relationships. The competition, the stage in

which the product in its lifecycle is the image you want to convey and business objectives are to

determine the pricing. The business management make decisions regarding margins and discount policies, rebates, bonuses and loan buyers.

The availability of the product to the consumer requires the development of a wide range of

distribution activities. Managing distribution policies aim to put the products and services offered in the place, time and desired by consumers. Hedging strategies market, the selection of

channels, selecting intermediaries, the location of warehouses and logistics are aspects of the management of the distribution policy.

The major decisions in the design process and selection of distribution channel are related to the length of the channel, number of intermediaries to use, the specific type of intermediary and responsibilities of each member of canal.Partiendo of the objectives and depending on the characteristics of the environment business address selected distribution channel intermediaries and concrete of different steps of the distribution network. The major cost to many companies and the need for access to markets in the moment of time and under conditions that customers demand, make the physical distribution an essential activity. The physical layout requires decision and order management, organization and location of warehouses, inventory management and transportation. Decisions in this area take into consideration the costs, lead time, capacity, availability and service strategy to established customers. Of particular importance is the management of relations with the distribution. Establishing channels of communication and cooperation between different levels of the chain of value generation product are essential to respond quickly and flexibly to the changing demands of end consumers form. Also cooperation between different levels of the supply chain is a key factor in reducing costs and decreasing delivery times. Finally the fourth decision area which we call reinforcement of supply focuses on giving meet, inform and convince the market of the supply characteristics. To sell, is not enough to offer a product at an attractive price through a well-structured distribution channel also must disclose the offer, highlighting its distinctive front group of buyers to whom it is addressed and stimulate demand through appropriate promotional activities qualities. The main activities under this policy of promotion are advertising, sales promotion, public relations and personal selling. The Advertising is a communication company paid information is presented as emanating from an announcer and designed to directly or indirectly support the activities of the company. The advertising informs and persuades the potential market on the benefits of the product, brand or company through insertion of commercial messages controlled by the company, in media which is paid. As the teacher expresses Ogilvy (1989, p. 7) "Do not think that advertising is a form of art or entertainment, but a means of communication. When I write an advertisement, I do not want to be told who is creative. I want it so interesting that requires buying the product. " The marketing management has to make decisions regarding the advertising budget, type of publicity and image to be transmitted. When the company decides to use an advertising agency to perform a selection of ads advertising agency and a close contact to the correct selection of communication lines, carrying pieces of advertising, media planning and planning required advertising campaigns.

Sales promotion activities constitute seeking to provide incentives for the sale and increase the value to the consumer. Sales promotion is often a limited action in time and generally seeks to increase sales in the short term. It represents a significant part of the budget of the reinforcing supply activities. The use of promotional tools needed creativity with careful management and planning . The draws, gifts and coupons are promotions that can target consumers, brokers, sales force and prescribers. The public relations potential target multiple public company, to get the value of a public image for the company. Managing communication with the different sectors of the public and creating a climate of trust within and outside the company management are areas of public relations. Lastly personal selling allows communication tailored to the caller, and can be the most effective persuasion as is done in person. The decisions include sales force recruitment and vendor selection, training, sales system, group management vendor, allocation of territories, routes, plan views, remuneration, motivation and control. The decisions marketing mix to be efficient require adequate market information system and the necessary coordination between the variables. The trade variables are not independent but interact so that a joint management that enhances their performance and encourage the synergy required. The ability to achieve economies of scope between the components of the marketing mix is an important aspect to marketing management has be analyzed carefully to obtain sustainable competitive

advantages.

4.2 The marketing plan. Trade policies have to be coordinated and integrated into specific action programs that enable the achievement of the objectives. The marketing plan involves the development of a written document that serves as a tool for communication, discussion and control. It implies therefore the marketing plan development involving many people in the organization and a broad process of discussion and coordination. The decisions in advance is embodied in a working document that facilitates coordination. The marketing plan specifies the trade policies in developing in the time horizon of the plan, based on business objectives. The marketing plan is generally formulated for a year and included the various actions that are to be developed to achieve the objectives specified. The actions are organized, linked and coordinate among themselves analyzing the interrelationships and compatibility with the environment and business strategy. The formulation of plans requires a time schedule to set the dates of the various actions and chaining in time.

The plan moreover besides being specific must be flexible, and should analyze the circumstances that may require altering the planning and therefore make an estimate of risk. Thus, the plan contains alternative actions in anticipation of eventualities. The human, financial and material resources needed by different actions specified in the action program. Of special importance is the allocation of responsibilities to the various actions envisaged sharing tasks so that there is efficiency and coordination between all elements of the organization. The marketing plan should take into consideration the corporate culture and human resource planning, recruitment, training, motivation and organization. Finally, the plan sets the way they are going to measure results and monitor and control the execution of the plan.Once implemented the actions foreseen in the plan results are measured and compared with the expected business objectives. The difference between the measured results and the objectives represent positive and negative deviations from the forecasts. The deviations , especially significant, requiring explanation and study of corrective action. In short, a good control system allows: A) Reveal variations from expected results and take corrective measures. B) Identify areas and areas problematic. C) Provides information to improve several times decisions. D) It is an essential element in the system of motivation, control and remuneration of staff. E) facilitates management and information management. F) Ensure that all the organization is oriented to the customer. The changing environment and highly competitive companies require these market orientation. Everyone in the company must be aware that the profitability of the company and its survival depends on the customers. All employees need to be engaged in the task of building relationships with customers. The market orientation should guide the actions of those responsible marketing and is particularly relevant factors related to speed the collection and dissemination of information on the environment, related to the ability to operate quickly in changing markets. Market orientation means, carry information across the organization on current and potential customers, and competitors, all departments involved in decision-making and instill a sense of commitment to impeccable service to markets of the company. The need analysis set of opportunities , so that individuals of the various departments to share ideas and collaborate on finding solutions, enhancing joint action. When relationships are strengthened, communication is more effective, stronger coordination and

engagement is higher. In the same sense says Regis McKenna (1994 , p. 79) that: "Marketing is the integration of customers in the design, development, manufacturing and sales processes of the company. . In order to achieve a distinctive position in any industry, any company should take responsibility for the marketing " A true relationship marketing strategy contains five distinct factors: A) Long term relationship with the customer . This is to maximize customer value throughout a long relationship with the company. Relationship Marketing sets the unique selling within the broader global customer relationship with the company context. B) Communication flow in both directions . The company establishes a system for communicating with customers and get their suggestions, advice and complaints. C) economies together . The relationship marketing focuses on expanding customer relationships, rather than expanding the number of customers. The companies focus on the most profitable customers and create long-term relationships with them. D) adaptation strategies . The organization has to have superior information sources to adapt to the changing environment and consumers. E) Focus on marketing productivity . It is evaluating the effectiveness of marketing activities through an objective basis. In recent years, several authors have researched and developed a specific marketing trying to get that all staff of the company is oriented to the customer. This is called internal marketing, which is the task of hiring, training and motivating staff to serve customers well. The internal marketing operates as a process that aims to: a) Ensure that all employees at all levels of the organization understand . the different business activities in the context of an environment that supports customer knowledge B ) Prepare and motivate all employees to act in a customer-oriented manner. The external customer satisfaction is the most important quality of service that the organization criteria. But the external customer providing a high service level is not possible without a highly motivated, satisfied and composed. hormigo Hernandez and Martinez Garcia -Tuñon (1996) designed a method to determine the degree of internal customer satisfaction based on seven factors: A) Structure, organization, objectives . Measures the degree of knowledge and involvement of internal customer objectives, policies and structure. B) Integration, cooperation . The degree of integration, support and cooperation between internal customers.

C) Liability management style . The degree of warmth, style of leadership, responsibility and autonomy. D) Evolution professional recognition . The perception of reward and recognition and expectations for promotion and career progression. E) Decision making . Assesses risk attitudes and the quality of decision making. F) Security challenges . Working conditions and the behavior of domestic customer facing challenges. G) Development . The degree of internal customer satisfaction, job acceptance and self-actualization. Maintaining the relationship between the organization and the customer. The marketing does not usually end when the sale is made, it must be remembered that after the sale, the relationship between the company and the consumer should continue. The need to maintain customer loyalty and achieve a lasting relationship is emphasized by the relationship marketing. Relationship marketing is a system of marketing management that strives to create a lasting and constructive relationship with buyers, in contrast with traditional marketing where the company has a shorter-term perspective. In relationship marketing profit center is the customer and attract new customers is an intermediate target. The primary objective is the maintenance and development of existing customers in order to create a relationship mutually profitable long term. In this context the analysis and management of the customer portfolio is especially important. For a company that sells a product, especially if it is frequently purchased products, the customer satisfaction is a necessary condition for survival and success of the company in the market. In contrast, consumer dissatisfaction can also prepare for the loss of the customer, the market penetration of a negative image of the product and the company. It is vital therefore, investigation and management of consumer buying behavior post. Consumer Complaints becomes the last chance to achieve full customer satisfaction and the development of

repurchase intention.

ITEM 5. FUNCTIONS OF THE DIRECTION OF MARKETING Based on the information and experience, management faces multiple alternative or options to be evaluated. The alternatives or courses of action selected involve the execution of certain actions and some results. The control function is responsible for measuring the results of actions and compare them to the targets. The comparison result provides new information that can make new decisions and courses of

corrective action where necessary. From the functional point of view marketing management tasks performed analysis, planning, organization, execution and control: 1) Analysis . Information is the instrument with which the management has to improve decision-making. In a changing, competitive and turbulent environment information becomes essential to respond to market demands quickly factor. The need for continuous adaptation of the business environment requires an efficient business information. The business information system, linking the organization to its market environment, including the specification, collection, analysis and interpretation of information to assist management to understand the environment, to identify problems and opportunities and to develop and evaluate courses of marketing action. Environmental analysis helps drive business opportunities for companies to develop sustainable competitive advantages. Likewise, it is necessary to know the strengths and weaknesses that owns the company, to manage the available resources with is that marketing management faces is to market competitively selected. 2) Planning and organization . The plan specifies selected trade policies and lines of action that guide business. 3) Implementation . the internal organization of marketing services must meet the following requirements:

I. Consistent with the type of organizational structure adopted by the company.

II. Must allow the objectives and marketing strategy with maximum efficiency.

III. The functional breakdown of activities must be reconciled with a focus on the products, geographical

areas and markets. 4) Control . The purpose of control is to ensure the effective achievement of objectives. Implementing a control system allows quick and adequate visualization of the situation, at the right time, with the least investment and effort. It is possible to distinguish four possible levels: I. Control of the annual plan to verify the results obtained in relation to the provisions of the marketing

plan.

II. Control measure profitability is the profitability of the various products, territories, customers or

distribution channels to determine which activities boost and which should be reduced or eliminated.

III. The control efficiency measure efficiency is obtained by the company through the sales force,

advertising, promotion and distribution. IV. Strategic control focuses on reviewing the effectiveness of the

strategic role.

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