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There is a lot of confusion, misinformation and alternate views on marketing. Much of this comes from people looking through the rear view mirror with an inside-out approach ("Hey mister, want to buy a good watch?").

The links below provide a view of the marketing landscape. Pick your poison. Whatever your area of interest, don't forget to manage yourself for the rest of your life.

From The Daily Drucker

Consumerism is the "shame of marketing."

Despite the emphasis on marketing and the marketing approach, marketing is still rhetoric rather than reality in far too many businesses.

"Consumerism" proves this.

For what consumerism demands of business is that it actually market.

It demands that business start out with the needs, the realities, the values of the customer.

It demands that business define its goal as the satisfaction of customer needs.

It demands that business base its reward on its contribution to the customer.

That after years of marketing rhetoric consumerism could become a powerful popular movement proves that not much marketing has been practiced.

Consumerism is the "shame of marketing."

And in marketing one does not begin with the question, "What do we want?" One begins with the question, "What does the other party want? What are its values? What are its goals? What does it consider results?"—Peter Drucker

From a Class with Drucker

"Marketing and selling are not identical."

Then he went on to really wake me up.

"Selling and marketing are neither synonymous nor complementary," he said.

"One could consider them adversarial in some cases.

There is no doubt that if marketing were done perfectly, selling, in the actual sense of the word, would be unnecessary" What was Peter saying?

He had me.

I listened on.

According to Drucker, it was the Japanese who invented real marketing, and not in this century either, but back in the 1600's.

A merchant with a different retailing concept came to Tokyo from out in the boondocks and opened what today we would term a retail outlet.

Moreover, this merchant had a revolutionary concept of selling.

Previously, all selling was done by sellers who made or grew what they sold, whether it was food, clothing, or fighting equipment.

Drucker said that this new merchant was different in two ways.

First, he didn't sell a single class of goods.

He sold all kinds of goods.

Second, he didn't create what he sold.

He bought goods from others who had created them.

Just like Sears, Macy's, or Wal-Mart today, he saw himself as being a buying agent for what his customers wanted.

Consequently, this retailer saw his task not of persuading others to purchase a product which he had already had on hand and therefore must sell, but rather in discovering first what his customers wanted and then getting these desired products from others for resale.

… snip, snip …

Drucker went on to explain that marketing was more than just an important business function.

In fact, he said it wasn't a business function at all, but rather the basis of any business.

It was a mistake to consider marketing on an equal basis with other functionary areas such as manufacturing, because marketing permeated every aspect of the business.

He continued that marketing's importance was at last recognized when companies began to add marketing departments to their organizations.

However, Peter pointed out that, although many corporations agreed with "the marketing concept," which primarily emphasized the customer and paid lip service to it, in practice many, if not most, companies ignored this reality.

Drucker said that companies struggled to adopt the marketing concept organizationally in several ways.

Some companies added a separate department which was responsible for either marketing research or marketing strategy, but they really functioned as staff to top management, production divisions, or a separate sales division.

Others combined marketing and sales into a single department; sometimes with marketing in charge, sometimes with sales in charge.

Few companies gave much thought to the idea of the basic marketing concept as driving the business, which was far more important.

According to Drucker, this concept would drastically challenge the position of marketing in many companies, despite the considerable evidence that this was clearly what should happen.

In Drucker's view, marketing drove the business and needed authority in a business to market correctly.

Four definitions of marketing (by Peter Drucker).

See "The Customer: Joined at the Hip" in The Definitive Drucker

For a practical example see the history segment of the Motorola page at Wikipedia

The following appeared in a November 2003 Internet posting: Motorola spinning off semiconductor business—Baffling. Does anyone but me find Motorola's announcement that it will spin off its semiconductor business a bit peculiar? How does a company manage to create and pioneer early markets, dominate, and then give up on the market? I'm talking about radios, TVs, and microprocessors, including RISC chips. When will the company bail on the cell-phone market it largely created? This is a weird business model. My advice to Motorola is to change the name to Motorola Market Development Company. It would make more sense.

2011 Follow-up: "Motorola Solutions Inc. and Motorola Mobility Holdings Inc., the two companies that split from each other this year, increased the pay of the chief executive officers who oversaw the separation …"

Organization Evolution^©

Realities: Business; Markets; Knowledge; Efforts and Cost; Executive

Marketing and Innovation in a society moving in time

See "Changing Values and Characteristics (creating a customer)" in Innovation and Entrepreneurship by Peter Drucker

See "From mission to performance (effective strategies for marketing, innovation, and fund development)" in Managing the Nonprofit Organization

The Five Most Important Questions You Will Ever Ask About Your Organization

The Marketing Mystique (by Edward McKay)

Marketing Moves (by Phillip Kotler)

Marketing Management (by Phillip Kotler)

Ted Levitt on Marketing

Positioning: The Battle for Your Mind by Al Ries and Jack Trout

Marketing Warfare by Al Ries and Jack Trout

Bottom-Up Marketing by Al Ries and Jack Trout

22 Immutable Laws of Marketing

David Ogilvy: Marketing, Advertising, Competing with Proctor & Gamble

Made to Stick

Seth Godin Books at Amazon.com

Relationship Marketing by Regis McKenna

Reality Check by Guy Kawasaki

Guerrilla marketing series, sales, finance, and Immutable marketing laws

Marketing Insights from A to Z—80 Concepts Every Manager Needs To Know by Philip Kotler.

Chaotics: The Business of Managing and Marketing in the Age of Turbulence

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At the present time this is a prototype site. I add, remove, and redesign content based on my own unfolding comprehension of the time-life navigation ^© (TLN) landscape . This means that you might want to periodically revisit relevant pages.

Site design goals (beta—September 2010): My minimum goal is to provide enough "sign-posts" that serious site users don't find themselves in major negative situations because they didn't get the TLN memo. My desired goal is to provide "sign-posts" to a meaningful life—both for individuals and society. One supreme sign-post is to set your sights on achievements that really matter, that will make a difference in the world. The second half of your life is the major opportunity for full effectiveness and fulfillment.

Many of the books that were available when I first started working on what I now call "time-life navigation" have gone out of print or are hard to find. You can still use the content of the book outline pages to identify topics of interest and to search Amazon Books for topics or phrases.

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