Marketing Management is a business discipline which is focused on the practical

application of marketing techniques and the management of a firm's marketing resources

and activities. Rapidly emerging forces of globalization have compelled firms to market
beyond the borders of their home country making International marketing highly
significant and an integral part of a firm's marketing strategy.[1] Marketing managers are
often responsible for influencing the level, timing, and composition of customer demand
accepted definition of the term. In part, this is because the role of a marketing manager
can vary significantly based on a business' size, corporate culture, and industry context.
For example, in a large consumer products company, the marketing manager may act as
the overall general manager of his or her assigned product [2] To create an effective, cost-
efficient Marketing management strategy, firms must possess a detailed, objective
understanding of their own business and the market in which they operate.[3] In analyzing
these issues, the discipline of marketing management often overlaps with the related
discipline of strategic planning.

Marketing is the process by which companies create customer interest in products or

services. It generates the strategy that underlies sales techniques, business
communication, and business development.[1] It is an integrated process through which
companies build strong customer relationships and create value for their customers and
for themselves.Marketing is used to identify the customer, to keep the customer, and to
satisfy the customer. With the customer as the focus of its activities, it can be concluded
that marketing management is one of the major components of business management.
Marketing evolved to meet the stasis in developing new markets caused by mature
markets and overcapacities in the last 2-3 centuries.[citation needed] The adoption of marketing
strategies requires businesses to shift their focus from production to the perceived needs
and wants of their customers as the means of staying profitable.[citation needed]The term
marketing concept holds that achieving organizational goals depends on knowing the
needs and wants of target markets and delivering the desired satisfactions.[2] It proposes
that in order to satisfy its organizational objectives, an organization should anticipate the
needs and wants of consumers and satisfy these more effectively than competitors.

For anyone who runs a business of any kind, you’ll know that the true question is not
whether we need marketing, but how much do we need? A store owner can have the best
products available on the market, and a top notch staff, and they will still flounder
financially if no one is able to find their product. Even word of mouth is a form of
marketing. It’s impossible to simply put out a great product and expect to get financial
rewards. As with any business, it takes money to make money. An investment in
marketing is equally, if not more important than, the investments you make inventory and
staff.

We need marketing to be seen, to be found, to create an interaction that will lead to the
ultimate desired goal. Anyone with a product or service cannot expect that “if I build it
they will come.” This may have worked in a movie but it won’t work online or offline.
Of course, online marketing including website optimization like SEO and the Social
Media provide marketers the opportunity to be found at the exact moment in time that the
online buyer is actually ready to buy.

Marketing is a practical, career-oriented major that requires analytical skills, logic and
creativity. Typical marketing activities include:
• Determining the wants and needs of consumers,
• Developing products to satisfy customer demands,
• Communicating information about these products and services to prospective
buyers
• Pricing products to reflect costs, competition, and the customer’s ability to buy.
• Making products and services available at times and places that meet customers’
needs, and Service and follow-up to ensure customer satisfaction.
While we generally think of marketing as a "business" activity and thus, employed by
profit-seeking firms, it is also used extensively by non-profit organizations.

Sales has more job opportunities than in any other area, especially entry-level positions
in personal selling. Personal selling is generally one of the highest paying careers right
from the beginning. Sales people could choose to make sales a career and become a
specialist in dealing with jobbers, chains, or vendors, selling a particular type of product,
or in selling to specialized target groups such as independent grocers and hospitals. A
second path is to become sales manager of a region or district, supervising sales
representatives and managers under you.

Advertising has several entry-level positions. One can begin as a media buyer,
copywriter, or assistant account executive. After a year or two in one of these positions,
you may become a junior or assistant account executive doing analytical work and having
moderate client contact. As you move to account executive, account supervisor,
management supervisor, and various agency principal positions, the responsibility
increases and the workload involves strategic planning and implementation in a highly
competitive, fast-paced environment.

Range: $15,000-55,000 (2008-09) and $26,000-48,000 (2007-08)

Average Salary: $43,020 (2008-09) and $37,143 (2007-08)
Median Salary: $45,000 (2008-09) and $36,000 (2007-08)
% of Students Seeking Employment who Accepted an Offer by Graduation: 47%
(2008-09) and 39% (2007-08)
Scientific management ( which comprises Taylor's work as well as that of another
classical theorist Max Weber [citation needed], Taylorism or the Taylor system, Taylor himself
referred to it as Process management) is a theory of management that analyzes and
synthesizes workflows, with the objective of improving labor productivity. The core
ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s,
and were first published in his monographs, Shop Management (1905)[1] and The
Principles of Scientific Management (1911).[2] He began trying to discover a way for
workers to increase their efficiency when he was the foreperson at the Midvale Steele
Company in 1875. Taylor believed that decisions based upon tradition and rules of thumb
should be replaced by precise procedures developed after careful study of an individual at
work. Its application is contingent on a high level of managerial control over employee
work practices.Taylorism is a variation on the theme of efficiency; it is a late 19th and
early 20th century instance of the larger recurring theme in human life of increasing
efficiency, decreasing waste, and using empirical methods to decide what matters, rather
than uncritically accepting pre-existing ideas of what matters. Thus it is a chapter in the
larger narrative that also includes, for example, the folk wisdom of thrift, time and
motion study, Fordism, and lean manufacturing. It overlapped considerably with the
Efficiency Movement, which was the broader cultural echo of scientific management's
impact on business managers specifically.In management literature today, the greatest use
of the concept of Taylorism is as a contrast to a new, improved way of doing business. In
political and sociological terms, Taylorism can be seen as the division of labor pushed to
its logical extreme, with a consequent de-skilling of the worker and dehumanisation of
the workplace.

Scientific management forms of regulation (piece-work, incentives, bonuses) are still

believed in by managers. Taylor's management devices - particularly work measurement
and job specialisation - have decisively influenced the sub-cultures of work. His models
are based on assumptions about an "typical, economically motivated" worker linked to
notions of worker-management relations and entreprise as a social organisation. Taylor's
diagnosis of industrial ills can be reduced to one theme. Inefficiency is rife - the wastage
of resources and time in the workplace is appalling!

Human resources is a term used to describe the individuals who comprise the workforce
of an organization, although it is also applied in labor economics to, for example,
business sectors or even whole nations. Human resources is also the name of the function
within an organization charged with the overall responsibility for implementing strategies
and policies relating to the management of individuals (i.e. the human resources). This
function title is often abbreviated to the initials 'HR'.

Human resources is a relatively modern management term, coined in the 1960s.[citation needed]
The origins of the function arose in organizations that introduced 'welfare management'
practices and also in those that adopted the principles of 'scientific management'. From
these terms emerged a largely administrative management activity, co-ordinating a range
of worker related processes and becoming known, in time as the 'personnel function'.
Human resources progressively became the more usual name for this function, in the first
instance in the United States as well as multinational corporations, reflecting the adoption
of a more quantitative as well as strategic approach to workforce management, demanded
by corporate management and the greater competitiveness for limited and highly skilled
workers.

Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the
business