Executing the new marketing concept

Webster, Frederick E, Jr

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RESUMO
The new market concept involves 15 interrelated ideas, including: 1. creating customer focus throughout the
business, 2. listening to the customer, 3. defining marketing as market intelligence, 4. targeting customers precisely,
5. letting the customer define quality, 6. committing to continuous improvement and innovation, and 7. growing with
partners and alliances. From top management down, people throughout the organization must commit to one
overriding purpose for the business: Create a satisfied customer. The new marketing concept is broader than the old
and pervades an organization. The old marketing concept encompassed customer-orientation, innovation and profit
as a reward for creating a satisfied customer. The new marketing concept is more than a philosophy; it is a way of
doing business. In the global markets of the 1990s and beyond, superior marketing will be a more sustainable
source of unique competitive advantage than superior technology.

TEXTO COMPLETO
Being market-driven in the 1990s does not mean "marketing"-driven in the old sense. Companies subscribing to the
new marketing concept will not have a central marketing department that reviews and approves all activities
involving the company's product offering and relationships with customers. A large marketing department, in fact,
signifies the antithesis of a market-driven company, especially if it is part of a hierarchical, bureaucratic structure
dominated by rules, policies, and procedures.
Marketing's job under the new marketing concept is to provide information to decision makers throughout the
organization and develop total marketing programs--including products, prices, distribution, and communications--
that respond to changing customer needs and preferences.
Being market-driven is not simply being "customer-driven" because having a customer orientation, although still a
primary goal, is not enough. Market-driven companies also are fully aware of competitors' product offerings and
capabilities and how those are viewed by customers. Being market-driven means understanding how customer
needs and company capabilities intersect in a competitive context because all of these factors converge to form the
customer's definition of value. And all decision making in market-driven companies is fueled by customer
information, competitive intelligence, and a clear concept of the company's value proposition.
THE MARKET-DRIVEN MANAGER
Fifteen interrelated ideas weave the fabric of the new marketing concept. Managers can use these ideas to become
value-driven and guide their companies into the future (see guidelines). Although not listed in strict priority, some of
the guidelines are precursors to others--and all are essential for businesses that hope to be competitive in the global
marketplace.
CREATE CUSTOMER FOCUS
From top management down, people throughout the entire organization must commit to one overriding purpose for
the business: Create a satisfied customer. The customer must be put on a pedestal, standing above all others in the
organization, including the owners and the managers.
Achieving a pervasive customer focus is a major mission for top management, aided by a strong marketing
management team. The CEO must be the chief advocate for the customer, frequency stating the primacy of
customer satisfaction as a goal of the business and making the tough decisions when necessary to show everyone
else in the organization that the customer always comes first.

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If the CEO curries the favor of some other group--the shareholders, most likely--the rest of the organization will
sense this and behave accordingly. However, because profit is the reward for satisfying a customer, the best way to
serve the other constituencies in the long run is to put the customer first.
A commitment to quality and a value-driven concept of strategy are components of customer orientation. Price is
always part of the customer's value calculation, so the customer-oriented company works constantly to improve
efficiency and lower costs in order to deliver superior value.
LISTEN TO THE CUSTOMER
Customer orientation has to be more than lip-service; it's the customer's voice that must be heard, not our own. And
it's only possible to listen to one voice at a time. The customer-oriented company listens to its customers as
individuals and understands their perceptions, expectations, needs, and wants. Listening is not a natural ability;
managers must develop the skills and resist the instinctive urge to be selective and defensive. They must seek out
and capture opportunities to listen whenever they occur, not limit themselves to programmed occasions for soliciting
customer feedback.
Customer complaints, for example, offer the most valuable opportunity for learning about the customer as well as the
business. When the customer complains, she is telling us how she defines value and why we are not, in her
judgment, delivering it. Complaints may help identify a process/product feature that needs improvement or tell us
something we didn't know about our competitors. When a customer complains, she also is saying that she cares
about our products and our company and wants us to do a better job.
Other opportunities for listening to the customer occur on every sales and service call, every time the customer calls
in an order, and every time someone inquires about an order, a delivery, or an invoice.
DEFINE AND NURTURE COMPETENCIES
The old mass-marketing concept lacked strategic impact because it did not consider the difficult task of matching up
customer needs with the firm's capabilities. It never really addressed the question of which customers and which
needs the company should focus on, except the relatively unsatisfied ones.
The concept of value brings a new element to the equation, the notion of a dynamic interaction in the customer's
assessment of needs and preferences between the company's product offering and those of its competitors. A
distinctive competence must be something the customer perceives as having value; otherwise, it's not a competence
that has any strategic value for the company.
DEFINE MARKETING AS INTELLIGENCE
Customer knowledge is a distinctive competence and one of the most important strategic assets a company can
cultivate. It is perhaps the critical variable in defining the firm as a distinct entity, rather than simply part of a network
of partnerships with other organizations.
In the market-driven company, every important judgment managers make must be based on current, complete, and
correct information about the market, including assessments of both customers and competitors. Part of the
customer-knowledge competence of an organization is the sophisticated understanding of customers and their
needs that resides in the minds of management and other decision makers. The other part--and another key
strategic resource--is the company's customer database.
Customer information files and the associated hardware and software are as important a strategic asset today as
factories and manufacturing equipment were to the mass producers and marketers of the 1950s. But market
intelligence cannot consist simply of random insights into the minds of experienced managers scattered throughout
the organization. It must be structured, analyzed, and constantly available to decision makers as they need it. The
essential purposes of a formal marketing function are to be expert about the customer, to advocate on behalf of the
customer, and to provide the information managers need to be customer-focused and market-driven.
TARGET CUSTOMERS PRECISELY
The essence of being market-driven is to know which customers belong to us and which belong to our competitors.
This concept of strategic selectivity is often the most difficult for management to accept. It means turning away
potential customers and revenue and concentrating on building relationships with customers who are most likely to

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become satisfied and loyal.
Market segmentation, targeting, and positioning still are the critical strategic choices under the new marketing
concept, but positioning now involves the value proposition. In the old, narrower definition, positioning was a
communication exercise to position the product in the mind of the consumer relative to competition. In the expanded
definition, positioning is the process of putting together the value statement that will be communicated to the
customer and throughout the organization--the who, what, and why: Who is our target customer? What are we
selling? What is the frame of reference we want the customer to use? Why should the customer do business with
us? What are the benefits we offer?
We must select customers carefully because we are going to make a commitment to them and agree to be judged
by them. We are entering into a relationship and trying to build customer loyalty. The process of relationship building
and loyalty management begins with the market targeting decision.
MANAGE FOR PROFITABILITY
The strategic importance of targeting lies in the assumption that the firm should be managed for profitability, not
sales volume. Profit is a measure of the value your firm has created for the customer and an indicator of how how
well the company has understood customer needs and translated that understanding into products and services that
deliver superior value.
Using low price to build sales volume has proven to be a serious strategic error in many cases. First, it reduces profit
margins, which then must be made up with even more volume. Second, it tends to attract customers with a low
probability of becoming satisfied and loyal customers who value a relationship with the company. Dissatisfied
customers, in turn, generate negative word-of-mouth messages to other potential customers.
Managing for profitability means seeking out customers who value those things that the firm does well and need its
distinctive competence. Relationships with these customers, in turn, pressure the firm to do those things which are in
its own best interests, such as making the necessary investments in resources and skills to maintain its competitive
advantage.
MAKE VALUE THE GUIDING STAR
Customer value is defined in the marketplace, not in the factory. Managers can use market intelligence to make sure
everyone in the company understands how the customer defines value and how that definition evolves over time.
Customer orientation and market information combine to create a functioning organizational commitment to
delivering superior value. Business unit strategy and the "how to compete" decision should be built around a clear
concept of customer value.
Delivering superior value to customers should be part of the basic culture of the organization, its shared values and
beliefs. The company's mission statement should define customer value, specify how the firm proposes to deliver
that value, and put forth the commitments to excellence required to achieve that mission successfully. Management
must communicate and discuss the vision at every opportunity, reinforcing those commitments and, thereby,
maintaining the firm's competitiveness.
LET CUSTOMERS DEFINE QUALITY
In a general sense, quality, value, and customer orientation are all the same thing. However, to put the concept into
operation, quality must be translated into specific product performance characteristics that contribute to customer
satisfaction and be measured.
The old definition of quality focused on product features and specifications--defined by engineering standards--as
the benchmarks against which quality was measured. Quality was defined as avoiding mistakes, preventing the
things that could go wrong, or at least reducing them to acceptable levels as in "defects per thousand"--all negative
ways to define quality.
But quality should be defined by customers, not statisticians. The new marketing concept uses customer
expectations as the benchmark. Total quality management is a process of meeting and exceeding customer
expectations. And, given that expectations evolve continuously, quality also must be a dynamic concept driven by a
commitment to continuous improvement.

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MEASURE CUSTOMER EXPECTATIONS
Managers must measure customer expectations to set the performance standards that form the core of every quality
management program and drive continuous improvement activity. The measurement task goes beyond routine
assessments of customer satisfaction to encompass all dimensions of the customer' s purchase and use of the
product, including the total service bundle.
Customers' expectations are based on their experiences with your company's products and those of competitors, on
word-of-mouth communications from other customers, and on marketing communications including advertising,
publicity, personal selling, and sales promotion. Because of this, your company can, to some degree, influence and
manage expectations by controlling the sources of information.
Marketing communications must be planned and developed in the context of total quality management, recognizing
the crucial role they play in forming customer expectations. Managing expectations begins with targeting. Different
market segments will have different expectations and respond to marketing communications differently.
Managing customer expectations can have both positive and negative consequences, however. On the negative
side, marketers must beware of "overpromising" when making product performance claims. Often this is the
unintentional result of boasting or of a creative message strategy unwittingly implying that the product is better than
it really is. However, the problem rarely occurs if marketers have segmented and targeted their markets carefully.
We should not be directing communications at potential customers whose expectations we cannot meet
successfully.
On the positive side, marketing communications of all kinds represent an opportunity to inform and educate the
customer and create expectations against which the company wishes to be judged and compared with its
competitors. If your company's product offers superior value, selling messages can promise customers that they can
increase their expectations and still have them satisfied.
Managing customer expectations is part of developing and delivering value. It's part of designing the product offering
and of total quality management. It must be rooted in a clear understanding of what customer expectations are and
aimed toward a vision of what the company wants them to be--its value proposition based on its distinctive
competence.
BUILD RELATIONSHIPS AND LOYALTY
As a corollary to having a customer orientation targeting markets, and managing for profitability, firms will be able
focus more energy on developing and maintaining customer relationships and building customer loyalty.
The objective of marketing is to attract customers, not to make the next sale. It's another hallmark of the new
marketing concept that management sees customers as the single most important business asset. Maintaining the
base of loyal customers in an ongoing, two-way relationship with the firm is critical to survival. Customers, not
products, are the lifeblood of the business.
Customer relationships are developed over time, but not all customers will be interested in a long-term relationship.
This presents managers with a clear choice: They either can avoid customers who do not want to commit to a
relationship or develop separate, distinct product offering (including prices and services) for relationship-and
transaction-oriented customers. If they choose the latter, managers can further choose simply to maintain a base of
transactions-oriented customers or try to convert them into relationships, most likely a very difficult sell.
For most companies, it will be difficult to be in both types of business relationships at the same time--transactions
with some customers and partnerships with others. Each requires different resource commitments, skills, and
product offerings. Furthermore, customers may develop negative feelings toward your company if they don't
understand the segmentation rationale. The relationship customers may want the lower price they know are
available to the transactions customers while the transactions customers insist on the service bundle provided to the
relationship customers.
Existing customers always offer the potential for greater profitability than new customers do. Existing customers are
likely to perceive greater value and agree to pay a bit more for the additional value offered by your total product
offering, including the service bundle. Over time, their multiple transactions provide a stream of revenue at lower

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total cost to the company because of the operational efficiencies provided by a long-term relationship. These
customers also are prospects for additional products and services and generate favorable word-of-mouth.
It costs more--in terms of communications and related marketing efforts such as developing specific product
offerings--to attract new customers. Because price often is part of the inducement, the new customers initially
represent reduced profit margins. To the extent that they were attracted primarily by lower prices, they offer less
opportunity for profitable growth in volume and have a much higher probability of switching to a competitor.
In the worst of all possible worlds, the company spends a lot of money to attract transaction-oriented customers,
wastes resources trying to woo them into a relationship, and then spends even more trying to prevent them from
leaving. Such is often the fate of the company trying to maximize sales volume rather than profitability.
DEFINE THE BUSINESS AS A SERVICE
Customers buy value in the form of benefits. The product per se may be relatively incidental to the total value
provided, and expectations very often focus on the service bundle. The dominant dissatisfiers usually involve the
service aspects of a product: The automobile purchaser is unhappy with the car because of lousy service from the
dealer; the insurance customer has problems with the agent, not the policy.
Defining the product as a service leads to defining the business as a service business. Because the service bundle
can differentiate your products from those of the competition, value delivery processes need continuous monitoring,
improvement, and reengineering as much as the product does.
IMPROVE AND INNOVATE
The company also must commit to continuous improvement and innovation. Global competition offers no other
choice: Become complacent and you're dead.
Continuous improvement is part of being customer-oriented and of letting the customer define quality. It leads to
lower costs and to a more responsive organization. And, when the benefits of lower costs are shared with customers
via lower prices, the value of the long-term relationship is underscored for them.
For the business customer, vendor support can make or break a company in the global marketplace. This is seen in
the common practice of target pricing, where the vendor agrees to take business at prices that offer little or no profit
initially, on the assumption that the customer will cooperate in reducing costs so the relationship can become
mutually profitable over time.
To maximize the value of customer relationships and build loyalty, the company must be able to create new products
and services that enhance the value of the relationship. As customers-needs evolve, so must the marketer's product
offering. Of course, new products also present an opportunity to attract new customers and build the base of loyal
customers.
MANAGE CULTURE
Managing organizational culture is as important as managing strategy and structure. Awareness of the impact
culture has on marketing is just beginning to dawn, yet early evidence suggests that it is major determinant of
profitability.
Managing culture has two implications. First, a customer orientation must be inculcated throughout the organization.
This is a top management responsibility that takes the form of an articulated company mission and vision as well as
a program of action to create customer orientation and drive it throughout the organization. Management must
devote attention to the details of language and other symbols that capture and communicate the vision of customer
orientation.
Second, management must develop a broader concept of organizational culture that focuses the firm outward--on its
customers and competitors--and creates an overwhelming predisposition toward entrepreneurial and innovative
responsiveness to a changing market. Time reduction and timely action have become the critical strategic variables
in the global marketplace. The firm must have a pervasive propensity toward action and flexibility rather than
preserving, protecting, and defending the organization itself.
It is truly sobering to realize that three of the citadels of management excellence in the 1950s and 1960s--General
Motors; Sears, Roebuck and Co.; and IBM--now are struggling for survival. The market value of each has declined

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by tens of billions of dollars, a tragic loss of shareholder wealth with severe consequences for millions of individual
investors.
In the May 3, 1993, issue of Fortune magazine, Carol J. Loomis looked at why these powerful giants may eventually
suffer the fate of other "dinosaurs." In each case, it's fair to say three things happened that are completely
interrelated and interdependent:
* The company lost touch with its customers.
* It discounted the threat posed by innovative competitors.
* It built a bureaucratic structure and culture that was overwhelmingly committed to preserving itself.
None of the companies was capable of adapting to its changing markets. In each instance, the board of directors
finally realized that survival required change at the top, recognizing that the culture had to change before anything
else--including strategy or organizational structure--could change in any meaningful way.
GM, Sears, and IBM now have new leadership, either at the level of the Chairman of the Board or President/CEO,
with the mandate to fundamentally redefine the company. These companies now realize that the first order of
business is to refocus the entire organization on its customers and the delivery of superior value in a devastatingly
competitive global marketplace.
GROW WITH PARTNERS AND ALLIANCES
In the 1960s and 1970s, guided by the strategic visions of product portfolio models, aggressive companies grew
through acquisitions and mergers The only mandate was to create value for shareholders. Through the minor
miracles of leveraged buyouts, junk bonds, and other tricks with tax laws and debt instruments, companies created
structure that were bigger and more complicated but that did not necessarily have the staying power of a business
defined by distinctive competencies and loyal customer base. Many houses of cards were built out of financial
paper.
These conglomerate organizations very often were loose confederations of independent businesses, held together
in a corporate structure that had legal definition only. This represented a significant shift away from the traditional
bureaucratic, hierarchical, divisionalized, functional organizations that had characterized the '50s and '60s.
Marketing as a competence, if it existed at all in the conglomerates, was found in the strategic business units, not at
the corporate level. These companies defined markets as collections of competitors, and the battle was for market
share.
In the 1990s, the pendulum is swinging back to defining markets as collections of customers and focusing on value
for customers as the path to value for shareholders. Today's battles are for customer loyalty and profitability based
on efficiency and superior value delivery.
As firms develop their strategic vision, they need to develop partnerships with present and potential customers,
suppliers, distributors, and competitors. Competitors can exchange distinctive competencies, resources, and skills
that offer mutual value. U.S. Air, for example, expanded into the European market by forming a strategic alliance
with British Airways, which in turn gained access to a feeder system for its routes to Europe. Both enhanced their
access to the skies of the emerging global marketplace.
Even the largest firms, including IBM, GM, and Sears, lack the resources to develop and maintain more than a few
distinctive competencies. They therefore must depend on partners such as key customers, major vendors, and
competitors for other necessary competencies. IBM and Apple are engaged in a number of joint ventures to create
new hardware and software designs, many of which involve converging technologies where each firm needs the
other. General Motors has teamed up with Toyota, Isuzu, and others to design new cars and create new, efficient
manufacturing capacity.
The resulting network organizations are loose coalitions of partnerships among more traditional organization forms.
And marketing has a major role to play in keeping the entire network focused on the customer. At the hub of the
network, or at the "top" of the flattened organization, marketing managers are involved in defining the position of the
firm in the value chain as well as its core set of target customers. Marketing managers work with top management to
develop a customer-focused culture and the symbolic communication that spreads it throughout the organization.

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In a market-driven company, marketing management must be a party to the design of the strategy, structure, and
culture of the firm. With the focus on customer-defined value and the firm's distinctive competence, marketing
management has a critical role to play in defining areas where the firm will develop its own competencies and where
it must find strategic partners. In this fundamental sense, marketing management has a major responsibility for
defining the shape and scope of the firm.
At the strategic business unit level, professional marketing is essential to develop the firm's market intelligence
system as well as its market segmentation, targeting, and positioning strategies. Marketing managers also must
make a series of "make vs. buy" decisions with respect to the product offering and marketing services, defining
areas where the firm must develop strategic marketing alliances.
At the business level, these are strategic activities, as opposed to the "shape of the firm" and "business scope"
issues addressed primarily at the corporate level. Small business units, however, may not be able to maintain full-
fledged marketing capability, especially in the area of information systems. Then, the responsibility should shift back
to the corporate level, but only in the interest of efficiency.
At the operating level, professional marketing managers will still be involved in developing marketing strategy and
creating and implementating the marketing mix of products, prices, promotion, and distribution. Even at the
operating level, however, marketing takes on new meaning, with the shift in strategic emphasis from creating the
next sale to that of building a base of loyal customers.
At this level, marketing people also develop and manage strategic relationships with resellers in the distribution
channel, although the day-to-day operating details should be in the hands of the sales organization. Often, they work
with teams from other parts of the organization to address issues relating to total quality management and
continuous improvement on behalf of the customer. Traditional functional boundaries disappear in the most effective
organizations.
DESTROY MARKETING BUREAUCRACY
Traditional marketing departments, with managers for advertising, products, brands, sales promotion, market
research, distribution, pricing, customer service, and so on, should be a thing of the past. Although organizations still
must develop professional competence in the many specific areas of marketing management and assign clear
responsibility for achieving results, gone are the days when marketing was the sole responsibility of the marketing
department. Today, the customer must be everyone's shared responsibility.
The traditional product-manager and market-manager organizations, prone to centralizing all decision-making
authority and moving with bureaucratic slowness and caution, cannot survive in the global marketplace of the 1990s.
Hierarchical bureaucracies must be replaced with flexible and externally focused organizational cultures. Dinosaurs
must develop wings.
The marketing professionals who remain must be experts on the customer, responsible for such areas as product
strategy, marketing communications, pricing, and distribution that have traditionally been the responsibility of
marketing management. But they also must be responsible for providing market information to the rest of the
organization, working with people in all areas, and helping them deliver superior value to customers.
BEYOND PHILOSOPHY
The new marketing concept is broader than the old and pervades the organization. The old marketing concept
encompassed customer-orientation, innovation, and profit as a reward for creating a satisfied customer. It looked at
the business from the customer's point of view. It was a management philosophy.
The new marketing concept is more than a philosophy; it's a way of doing business. It includes customer orientation,
market intelligence, distinctive competencies, value delivery, market targeting and the value proposition, customer-
defined total quality management, profitability rather than sales volume, relationship management, continuous
improvement, and a customer-focused organizational culture. And it dictates hands-on involvement by management
at all levels and in all functions, throughout the complex networks of strategic partnerships, to develop and deliver
superior value to customers. It requires that everyone put the customer first.
In the global markets of the 1990s and beyond, superior marketing will be a more sustainable source of unique

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competitive advantage than superior technology. To survive, every business must develop world-class competence
in those areas that give it some unique competitive advantage. And, because it is the customer who decides
whether the company has created value, the competitiveness of each business and each nation depends on its
commitment to the new marketing concept.
AUTHOR'S NOTE
This article is adapted from the author's new book, Market-Driven Management: Using the New Marketing Concept
to Create a Customer-Oriented Company, published this year by John Wiley &Sons Inc.
EXECUTIVE BRIEFING
This is the second article in a two-part series out-lining a new marketing concept and a new role for marketing
management. Adopting a value-delivery strategy into the future. Every business should redefine itself as a service
business committed to continuous improvement and innovation, managing culture along with strategy to create
customer focus throughout the organization. The customer is the ultimate arbiter of value, but marketers can
manage satisfaction by targeting the customers most likely to appreciate the company's distinctive competence.
Here are some specific guidelines for putting the new marketing concept to work.
GUIDELINES FOR THE MARKET-DRIVEN MANAGER
1. Create customer focus throughout the business.
2. Listen to the customer.
3. Define and nurture your distinctive competence.
4. Define marketing as market intelligence.
5. Target customers precisely.
6. Manage for profitability, not sales volume.
7. Make customer value the guiding star.
8. Let the customer define quality.
9. Measure and manage customer expectations.
10. Build customer relationships and loyalty.
11. Define the business as a service business.
12. Commit to continuous improvement.
13. Manage culture along with strategy.
14. Grow with partner and alliances.
15. Destroy marketing bureaucracy.
ABOUT THE AUTHOR
Frederick E. Webster, Jr. is the Charles Henry Jones Third Century Professor of Management at the Amos Tuck
School of Business Administration at Dartmouth College. He earned his doctorate at Stanford's Graduate School of
Business. At Tuck, he has served as Associate Dean and as Faculty Director for Executive Education. He has been
a visiting professor at the International Management Institute in Geneva, Switzerland and Executive director of the
Marketing Science Institute. Fred's research in marketing strategy, industrial marketing, sales force management,
corporate culture, and buyer behavior has resulted in the publication of more than 50 journal articles and book
chapters and a dozen books, including Industrial Marketing Strategy, which is in its third edition. His article "The
Changing Role of Marketing in the Corporation" received the Alpha Kappa Psi Award from the Journal of Marketing
in 1992. Fred is a management consultant and lecturer in executive programs and President of FEW Consulting
Services Inc. He serves on the boards of several corporations, a savings bank, the Vermont Public Radio network,
and the Marketing Science Institute.

DETALHES

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Assunto: Value; Corporate culture; Brand loyalty; Marketing; Customer satisfaction; Profit
margins; Competitive advantage; Customer feedback; Marketing management;
Customers; Corporate profits; Profitability; Market strategy; Decision making;
Listening; Factories

Termo de indexação de Subject: Corporate culture Brand loyalty Marketing Customer satisfaction Profit
negócios: margins Competitive advantage Customer feedback Marketing management
Customers Corporate profits Profitability Market strategy Factories

Localização: United States--US

Classificação: 9190: United States; 7000: Marketing; 2400: Public relations

Título: Executing the new marketing concept

Autor: Webster, Frederick E, Jr

Título da publicação: Marketing Management; Chicago

Volume: 3

Edição: 1

Páginas: 8

Número de páginas: 9

Ano de publicação: 1994

Data de publicação: 1994

Editora: American Marketing Association

Local de publicação: Chicago

País de publicação: United States, Chicago

Assunto da publicação: Business And Economics--Marketing And Purchasing

ISSN: 10613846

Tipo de fonte: Periódico acadêmico

Idioma de publicação: English

Tipo de documento: PERIODICAL

Número de registro: 00880077

ID do documento ProQuest: 194207436

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 URL do documento: https://www.proquest.com/scholarly-journals/executing-new-marketing-
concept/docview/194207436/se-2?accountid=187840

Copyright: Copyright American Marketing Association 1994

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