In the 1920s, production began to catch up with demand. Now producers had to direct their efforts toward selling goods rather than just producing goods that consumers readily bought. This new sales orientation was
characterized by increased advertising, enlarged sales forces, and, occasionally, high-pressure selling techniques. Manufacturers produced the goods they expected consumers to want, and marketing consisted primarily of promoting products through personal selling and advertising, taking orders, and delivering goods.
During the 1 950s, howevei; business people started to realize that even enormous advertising expenditures and the most thoroughly proven sales techniques were not enough. Something else was needed if products were to sell as well as expected. it was then that business managers recognized that they were not primarily producers or sellers hut rather were in the business of satisFying customers’ wants. As a top executive at Whirlpool states, “The key to a whole new technology is to improve customer satisfaction arid give them some utility instead of just glitz. I think that’s the challenge to us as manufacturers.”2 Marketers realized that the best approach was to adopt a customer orientation—in other words, the organization had to first deter
mine what customers need and then develop goods and services to fill those particular needs (see Table 1). .
characterized by increased advertising, enlarged sales forces, and, occasionally, high-pressure selling techniques. Manufacturers produced the goods they expected consumers to want, and marketing consisted primarily of promoting products through personal selling and advertising, taking orders, and delivering goods.
During the 1 950s, howevei; business people started to realize that even enormous advertising expenditures and the most thoroughly proven sales techniques were not enough. Something else was needed if products were to sell as well as expected. it was then that business managers recognized that they were not primarily producers or sellers hut rather were in the business of satisFying customers’ wants. As a top executive at Whirlpool states, “The key to a whole new technology is to improve customer satisfaction arid give them some utility instead of just glitz. I think that’s the challenge to us as manufacturers.”2 Marketers realized that the best approach was to adopt a customer orientation—in other words, the organization had to first deter
mine what customers need and then develop goods and services to fill those particular needs (see Table 1). .