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At some point in its development, every industry can be considered a growth industry, based on the apparent superiority of its product. But in case after case, industries have fallen under the shadow of mismanagement. What usually gets emphasized is selling, not marketing. This is a mistake, because selling focuses on the needs of the seller, whereas marketing concentrates on the needs of the buyer. In this widely quoted and anthologized article, first published in 1960, Theodore Levitt argues that "the history of every dead and dying 'growth' industry shows a self-deceiving cycle of bountiful expansion and undetected decay." But, as he illustrates, memories are short. The railroads serve as an example of an industry whose failure to grow is due to a limited market view. Those behind the railroads are in trouble not because the need for passenger transportation has declined or even because cars, airplanes, and other modes of transport have filled that need. Rather, the industry is failing because those behind it assumed they were in the railroad business rather than the transportation business. They were railroad oriented instead of transportation oriented, product oriented instead of customer oriented. For companies to ensure continued evolution, they must define their industries broadly to take advantage of growth opportunities. They must ascertain and act on their customers' needs and desires, not bank on the presumed longevity of their products. In short, the best way for a firm to be lucky is to make its own luck. An organization must learn to think of itself not as producing goods or services but as doing the things that will make people want to do business with it. And in every case, the chief executive is responsible for creating an environment that reflects this mission.
著者について
Theodore Levitt was the Edward W. Carter Professor of Business Administration Emeritus at the Harvard Business School and former editor of the Harvard Business Review.
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5つ星のうち 4.8
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13 人中、12人の方が、｢このレビューが参考になった｣と投票しています。
5つ星のうち 5.0
What business are you really in?
2003/5/15
By Gerard Kroese
- (Amazon.com)
Theodore Levitt was lecturer in Business Administration at the Harvard Business School when this Harvard Business Review Classic was originally published. He now is Professor of Business Administration Emeritus at Harvard Business School.
This article was groundbreaking when it was published originally in 1960. It questions in a new and challenging way by urging organizations to define their industries broadly to take advantage of growth opportunities. "In truth, there is no such thing as a growth industry, I believe. There are only companies organized and operated to create and capitalize on growth opportunities." He discusses the four conditions which are responsible for a self-deceiving cycle of bountiful expansion and undetected decay: (1) increasing population; (2) production pressures; (3) mass production; and (4) dangers of research & development. Each is discussed in detail. During this process, he describes the difference between sales and marketing: "Selling focuses on the needs of the seller, marketing on the needs of the buyer." Levitt use railroads, oil and corner grocery industries to explain his points. The main point he tries to get across is that "the organization must learn to think of itself not a producing goods or services, but as buying customers, as doing the things that will make people want to do business with it." This e-document is complemented with a retrospective commentary by the author, written in 1975.
Fantastic article by Harvard Business School professor Theodore Levitt. It was an eye-opener for many companies in the 1960s and still is the starting point for marketing-courses at business schools. The author claims that most of the ideas within the article are based on works by others, in particular Peter F. Drucker, but of the simple and understandable language and examples the message comes across even better. Yes, perhaps some of the examples are out of date, but the message still rings true. Highly recommended to all MBA-students and people interested in management/marketing. The author uses simple business US-English.
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5つ星のうち 5.0
Best HBR article ever
2009/12/20
By Dean M. Alms
- (Amazon.com)
Amazon.co.jpで購入済み
This is a timeless piece. With many great examples of how we get caught up in our own thinking. The best story is how the railroad industry leaders were derailed when the failed to recognize they were in the transportation industry, not the railroad industry. I read this article every year or so just to keep me on my toes. Brilliant.
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5つ星のうち 5.0
Small Book but BIG Concept
2009/8/11
By Me from NY
- (Amazon.com)
形式:ペーパーバック|Amazon.co.jpで購入済み
Excellent Book!
Changed the way I though about my business and customers. Helped me realize what my true business is and how to better target my marketing. A must for every small business owner.
Changed the way I though about my business and customers. Helped me realize what my true business is and how to better target my marketing. A must for every small business owner.
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