文献翻译营销管理德鲁克的智慧Word文档格式.docx

文献翻译营销管理德鲁克的智慧Word文档格式.docx

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ThewisdomofPeterDrucker

PeterF.Druckeriswidelyregardedasoneofthelastcentury'

smostinfluentialmanagementthinkers.Heisgenerallyacknowledgedtobethefatherofthemodernmarketingmanagementconceptalthoughhedeniedthathewasexpertonmarketing.TheonlyarticlebyDruckerpublishedinJournalofMarketingwasatranscriptofhisParlinMemorialLecture（dealingwithmarketingandeconomicdevelopment）tothePhiladelphiachapteroftheAmericanMarketingAssociationin1957,inwhichhesaid,“Iamnotcompetenttospeakaboutmarketing…asafunctionaldisciplineofbusiness.”Despitethisdisclaimer,histhinkingandwritinghadprofoundimpactonthefieldofmarketingmanagementastheMarketingConceptbecamethecentralideaofmarketingstrategyandorganization.

ToevaluateDrucker’sinfluenceonmarketing,itisessentialtounderstandthathesawhimselfasamanagement,notmarketing,specialistwithaprimaryinterestinmanagementprinciplesandtheory.Hesawmarketingasacoreresponsibilityofmanagement,notasaseparatebusinessfunction.Trainedinthelaw,hisfirstteachingappointmentwasinpoliticalscience,followedbymanyyearsasaprofessorofmanagementcoupledwithaveryactiveconsultingpracticeandprolificwriting.PeterDruckerwasfirstandforemostamanagementphilosopher,interestedinthefundamentalmeaningandimportanceofbusinessactivityandtheroleofmanagementwithinthatactivity.Hestressedthenecessityofprinciples,values,andtheoryasguidesformanagementaction.Hisfocuswasalwaysonmanagementingeneral,notmarketingperse,withanunderstandingofcustomers’ever-changingneeds,wants,andpreferencesasthedrivingforceforbusinesssuccess.

ItwasPeterDruckerwhofirstofferedadistinctviewofmarketingasthecentralmanagementdisciplinebyassertingthat:

Thereisonlyonevaliddefinitionofbusinesspurpose:

tocreateacustomer…Becauseitisitspurposetocreateacustomer,anybusinessenterprisehastwo—andonlythesetwo—basicfunctions:

marketingandinnovation.Theyaretheentrepreneurialfunctions.

Marketingisthedistinguishing,theuniquefunctionofthebusiness.

Actually,marketingissobasicthatitisnotjustenoughtohaveastrongsalesdepartmentandtoentrustmarketingtoit.Marketingisnotonlymuchbroaderthanselling;

itisnotaspecializedactivityatall.Itencompassestheentirebusiness.Itisthewholebusinessseenfromthepointofviewofitsfinalresult,thatisfromthecustomer'

spointofview.Concernandresponsibilityformarketingmustthereforepermeateallareasoftheenterprise.

WhilePeterDruckerwasnotamajorcontributortotheacademicmarketingliterature,hiscontributiontothedisciplineisgreat.Bylookingatthefundamentaltenetsofhisthinking,asrevealedbypublicationsduringhalfacentury,primarilyhismorethan50articlesintheHarvardBusinessReviewandover40books,wecanseethathisinfluenceislikelytopersistfordecadestocome—IFweconsidercarefullywhathewassaying.Marketingmightbeastrongerfieldtodayifwehadbeenpayingmoreattentiontowhathewastellingusformorethanhalfacenturyandfollowinghisadvice.

MyattempttotraceDrucker’sinfluenceonmarketingthinkingbeginswithhisassertionofthecentralityofmarketingtothemanagementfunction,andofcustomerorientationasthenecessaryprimaryvalueoforganizationalculture.Thisleadstoargumentsabouttheimportanceofprinciples,values,andtheorytobusinessmanagementasdriversofanalysisandaction.Druckerthoughtmarketinghadthegreatestpotentialtomakemanagementmore“scientific”buthadrealconcernaboutmanagementscienceputtingmoreemphasisontechniquethansolvingthemostimportantproblemsofthebusiness.Hefearedthatattemptstoapplyanalyticaltechniquestomanagementdecision-makingwouldfavorrisk-aversionoverrisk-taking.Wewillnexthighlighthisfocusoninnovation,entrepreneurship,andrisk-takingastheessentialmanagementresponsibilities.Drucker’sassertionthatprofitisnotanendinitselfbutameanstothelong-termgrowthandsurvivalofthebusinesswasexpressedinhisdisdainforshort-termprofitmaximizationandputtingshareholders’interestsaheadofthoseofcustomersandotherstakeholders.Theseconcernsareplacedinthecontextofhisadvocacyforsocialandmoralleadershipaskeydutiesofmanagement,thenecessarydriversforcrucialinvestmentsinhumancapitalintheknowledgeeconomy.Finally,thisoverviewendswithDrucker’sabidingfocusonthefutureandtheimplicationsofhisviewpointsforthefutureofmarketingmanagement.

Marketingastheessenceofmanagement

DruckerbelievedthatmarketingfirstemergedasanidentifiablebusinesspracticewhentheprinciplesofmanagementwereappliedtodistributionandsalesbyahandfulofentrepreneursincludingCyrusMcCormickandthefoundersofSears,Roebuck.HecreditedMcCormick,theinventorofthemechanicalharvesterandadealersystemfordistributingit,aswellasthefirstuseofmarketresearchandanalysis,withdefiningthecreationofacustomerasthefundamentalbusinessgoalandaspecificjobofmanagement.Bystressingtheimportanceofcustomerorientation,Druckerestablishedtheraisond'

etreformarketingasthemostvitalpartofmanagement,asafundamentalvaluefortheorganization,butnot,itmustbenoted,asadistinctbusinessfunction.CustomerorientationandtherelateddisciplineofmarketsegmentationwerethehallmarksofwhathassincethenbeenreferredtosimplyasTheMarketingConcept.DruckerwasparticularlyimpressedwithdevelopmentsattheGeneralElectricCompanywhereformalmarketresearchactivitywasprovidinginputthroughoutallstagesofnewproductdevelopmentandproduction.

Customerorientationasorganizationalculture

Earlyproponentsofthemarketingconceptrecognizedthatitwasamanagementphilosophy,notjustabundleofmarketinformationandanalyticaltools.J.B.McKitterick,ManageroftheMarketingServicesResearchServiceattheGeneralElectricCompany,oneofthefirstfirmstoadoptcustomerorientationasafundamentalbusinessfocus,notedthatthemarketingconceptwas:

…aphilosophyofbusinessmanagement,basedonacompany-wideacceptanceoftheneedforcustomerorientation,profitorientation,andrecognitionoftheimportantroleofmarketingincommunicatingtheneedsofthemarkettoallmajorcorporatedepartments.

LikeDrucker,McKittericksawmarketingasacomponentoforganizationalculture—asharedsetofvaluesandbeliefsaboutputtingthecustomerfirst,always.ButunlikeDrucker,hesawitasadistinctfunctionwithintheorganizationhierarchyprovidingdirectionandleadershiptotheotherfunctions.Thisisnotsurprising,giventhatGEwastheclassicmultidivisional,functional,bureaucratic,hierarchicalmanufacturingfirm,theprototypeorganizationformanagementandorganizationtheoryinthe1950s.Asubstantialbodyofresearchnowexistsconfirmingthepositiverelationshipofcustomer-andmarket-orientation,embeddedinasupportiveorganizationalculture,withmultiplemeasuresofbusinessperformanceincludingrevenuegrowthandreturn-on-investment.

Theimportanceofmanagementprinciples,values,andtheory

Asalife-longstudentofmanagement,Druckerwasfrequentlycriticalofmanagers’generallackofinterestintheorytoguidepractice.Atthesametime,hewasoptimisticaboutthepotentialandthevalueofthedevelopmentofmanagementtheorybasedonempiricalobservationandcarefulanalysis.Perhapssurprisinglytothecontemporaryobserver,Druckerthoughtmarketingwasthemostdevelopedofthemanagementdisciplinesand,therefore,themostteachable.Inhis1957speechandsubsequentarticleonMarketingandEconomicDevelopment,hearguedthat,inadevelopingeconomy:

[Marketing]maybetheeasiestareaofmanagerialworktogetgoing….itisthemostsystematizedand,therefore,themostlearnableandthemostteachableofallareasofbusinessmanagementandentrepreneurship.

Hewentontostressthatdevelopmentofamarketingsystem,includingphysicaldistribution,afinancialsystemtofacilitatedistribution,and“actualmarketing”tointegrateconsumerneeds,wants,andpurchasingpowerwithresourcesandproductioncapabilities,wasthenecessaryfirststepineconomicdevelopment,converting“latentdemand”into“effectivedemand.”Thenmarketing“cancreatethestimulusforthedevelopmentofmodern,responsible,professionalmanagementbycreatingopportunityfortheproducerwhoknowshowtoplan,howtoorganize,howtoleadpeople,howtoinnovate.”Marketingis“themosteasilyaccessible‘multiplier’ofmanagersandentrepreneursinan‘under-developed’growtharea.”Noonehaseverstatedmoresuccinctlytheleadershippotentialofmarketingcompetenceandinitiative.Herepeatedhisbeliefthatmarketingis“…thedisciplineamongallourbusinessdisciplinesthathasadvancedthefurthest.”Noticethathereferredtomarketingasabusinessdiscipline,amanagementcompetence,butnotaseparatefunctionordepartment.

Fiftyyearslater,itseemsalmosttragicthatmarketingasacademicdisciplineandbusinesspracticehasnotadvocatedmorestronglyitsleadershiproleineconomicdevelopment.Moregenerally,asthemarketingdisciplinemovedawayfromitscentralfocusonmanagementandtowardanalyticaltechniqueswiththehopeofbecomingmore“scientific,”ittendedtolosesightofPeterDrucker’swisdomandwarningsaboutitsfuture.

WhileDruckerwasconvincedofmarketing'

spotentialtoleadthedevelopmentofabusinessandaneconomybyapplyinganalyticaltechniques