The concept of “good products without marketing” divides companies in minutes

Any major industry has experienced strong growth and has been called the “growth industry”. For every industry, people often think that its strength lies in its unparalleled superiority. It seems that there is no substitute product (in fact, these products are successfully replacing other products). However, the fact is that these famous industries have entered the shadow one by one.
In fact, I don't think there is a growth industry at all. What can be done is always planning and using growth opportunities to create companies. The best way to have good luck is to create your own luck.
In today's era, a company or an industry is too easy to dominate its concept of making full use of production capacity, creating a dangerous, narrow product-oriented tendency. In short, if managers are allowed to develop this trend, companies must consider their mission to provide products and services rather than satisfying customers. It is important to know that it is a narrow, self-destructive product concept that ruins the fate of one growth industry after another.
The temptation of full mass production in some industries is very tempting, and top management has actually been conveying this message to the sales department: “You just sell things, let's consider profits.” Under the real, marketing companies will strive to create high-value products and services that consumers want to buy.
They sell not only general products or services, but also how customers buy products, how they are sold, when they are sold, when they are sold, and how they are traded. Most importantly, what it sells is not determined by the company but by the customer. Companies must actively follow the advice of their customers, so that products become the result of marketing activities, not the other way around.
The difference between marketing and sales is not just semantic. Sales focus on the needs of the seller, and marketing focuses on the buyer's needs. Sales focus on how the seller turns the product into cash, and marketing focuses on meeting the needs of the customer through the product itself and a set of related activities.
Another major threat to the company's continued growth is the temptation that the senior management is fully exploited by the potential profit potential of research and development. Take the electronics industry as an example to illustrate this point. For the electronics industry, the biggest danger facing the most dazzling new companies is not that they don't pay much attention to R&D, but they place too much emphasis on R&D. It is completely wrong for the industry's fastest-growing companies to attribute success to technical research. They quickly gained a lot of profits because the public had a very strong recognition of the new technology concept and suddenly reached a peak. At the same time, their success also comes from military procurement. This is a guaranteed market, formed by military orders, and in many cases there are military orders, and then plant equipment for manufacturing products. In other words, these companies have expanded their production with little or no marketing activity. Therefore, the growth of these companies creates a dangerous illusion: good products do not require marketing.
In addition, the irony is that in some technology-oriented industries, technology talents in executive positions are completely unscientific in defining the company's overall needs and goals. They violate the first two rules of the scientific approach: understanding and defining the problem, and then making assumptions that can be tested and resolved. They only take scientific attitudes toward convenient things, such as laboratory and product experiments. The customer (and the satisfaction of its deepest needs) is not considered a “problem”, not because managers believe that there are no such problems, but because they are used to looking at the problem from the opposite direction, so marketing is ignored. .
All activities in an industry are processes that meet the needs of customers, not the process of producing products, a view that is critical to all business people. An industry starts with customers and their needs, not patents, raw materials or sales techniques.
With the customer's needs, the industry must start the business process in a backwards manner. The first concern is how to satisfy the customer and then go back to product manufacturing. And how these products are manufactured, customers do not care, so specific forms such as manufacturing and processing cannot be considered a key part of the industry. Finally, the industry is pushing back to find the raw materials needed to make the products.
I am not saying that sales are ignored, not at all. Sales are not marketing (I repeat it again). Sales focus on the tricks and tricks of getting people to exchange gold for products. It doesn't involve the core content of exchanges – value; it doesn't treat the entire business process as a highly unified way of discovering, creating, inspiring, and satisfying customer needs. Process, and this is precisely what marketing always pursues. For the salesperson, the customer is “just there” and they will pay for it if they have the right tools.
In fact, even if it is sold, it has not received enough attention from certain technology-oriented companies. In fact, they already have a market that is guaranteed to be fully circulated for their new products, so they don't know what a real market is. They are like being in a planned economy, they just need to send products from the factory to the retailers step by step; their focus on the product seems to be successful, which makes them believe that their approach is correct, and they don’t see the dark clouds over the market. Gathering.
In any case, the effective establishment of a customer-oriented company clearly requires not only good intentions or product promotion skills, but also deep-seated issues such as human organization and leadership.
A company that cannot be made great without a leader who is driven by a strong desire to succeed. Leaders can only attract a large number of passionate followers if they have a great vision. In business, followers are customers.
To generate these customers, the entire company must be seen as an organism that creates customers and meets customer needs. Managers can't think of themselves as product makers, but to provide value and meet customers. Managers must infiltrate this idea (and everything it contains and requires) into every corner of the company, and stick to it, with a certain amount of creativity to motivate members of the organization. Otherwise, the company is just a series of different components, with no common goals and sense of direction.
In short, companies must make changes, no longer see themselves as producers of products or services, but learn to impress customers and make customers really willing to trade with the company.

Theodore Levitt | Vinciodor Levitt (1925-2006) is one of the founders of modern marketing, and was a professor of honorary teaching at the Edward W. Carter School of Business Administration at Harvard College and Editor-in-Chief of Harvard Business Review.
Wang Xiaohong|The article is abridged. The original text is from the Harvard Business School Press, CITIC Publishing Group, and the Harvard Business Review. The Chinese version of the Harvard Business Review is published in November 2015. 》.

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