DECLARATION

I “ZABIHULLAH “ASADI” hereby declares that the dissertation entitled (THE ROLE OF
MARKETING MANAGEMENT IN ORGANIZATION DEVELOPMENT IN
AFGHANISTAN ) is the original work done by me for the partial fulfillment of the degree of
Ph.D in Management Science and it has not been previously submitted anywhere. The views
and opinions expressed in the Thesis are of mine and are derived out of my consultation
with my research supervisor.

Zabihullah Asadi
Signature

ii
 CERTIFICATE

This is to certify that Mr.ZABIHULLAH “Asadi” is a bona fide student pursuing doctoral
Programme in the Faculty of Management Science of CMJ UNIVERSITY Shillong, Megalaya. The
dissertation entitled (THE ROLE OF MARKETING MANAGEMENT IN ORGANIZATION
DEVELOPMENT IN AFGHANISTAN ) is conducted under my guidance, and submitted by
him in partial fulfillment for the completion of Ph.D of Management Science. Degree offered
by the Faculty of Management Science of CMJ UNIVERSITY

Dr. Ravindranath Badi

Guideship No. CMJU/G/APP/SHG/3004279

Signature

iii
 ACKNOWLGMENTS
I am first indebted to Dr. Sayed Hassan “Alavi” and my Guide. Dr. Ravindranath
Badi who guided me in this study from the proposal to the final stage. Their guidance,
suggestions, precious ideas, advice, support, and constructive comments have been
invaluable. I wish to thank from the entire selected private bank Manager and all
marketing employees at Kabul province. Who allowed me to interview them and all those
who responded to questionnaires.
In deed I owe appreciation to everyone, I met during the interviews for their interest,
commitment, and time. This study would not have been possible without their willingness
to participate in this study. I am also thankful to all member of private bank in Kabul.
I thank also the CMJ University for granting me a gracious opportunity to study at the
university. Indeed, the programmed has been very useful and valuable to me.
I also thankful to the Dr. D. NOORODDIN ALAVI and all officials of the Ph.D
Program for Development Management particularly Academic director “HAMID
NAZARI”, the Administrative and all of my Ph.D. class mates for the Program for
providing me with a scholarly and friendly environment for the all period I was involved
in the programmed. I would further wish to express my sincere appreciation and gratitude
to my course tutors and professors for providing me with the basic knowledge, guidance,
and information needed during the program.
I owe my heartfelt thanks to Dr. S. Chandrappa professor CIRD Business school
Bangalore, for his valuable guidance and suggestion and support during my research and
stay at India
Finally yet importantly, I extend my deep and sincere appreciation to my family in
general and my Father and Mother in particular for the love, encouragement and support
for the all period I was engaged in the programmed. For all these I say Thank you!

iv
 Dedication

TO

My love family

Dedicated To my adorable parents

They fed me when I was hungry,

Gave me strength when weak,

Protected me in danger,

Taught me to walk on feet,

Nursed me when hurt,

Encouraged me when dejected

And

Helped me to live honorable

In this world
v
 TABLE OF CONTENTS

DECLARATION……………………………………………………………………………….ii
CERTIFICATE…………………………………………………………………………………iii
ACKNOWLGMENTS…………………………………………………………………………iv
DEDICATION…………………………………………………………………………………v
TABLE OF CONTENTS………………………………………………………………………vi
CHAPTER I
ABSTRACT ……………………………………………………………………………..……..1
INTRODUCTION ……………………………………………………………………………..…2
PROBLEM STATEMENT……………………………………………………………………..…3
OBJECTIVE OF THE STUDY………………………………………………………………...…4
RESERCH QUESTION……………………………………………………………………...…...4
HYPOTHESIS………………………………………………………………………………….....4
NEED AND IMPORTANT OF RESERCH……………………………………………..………. 5
MARKETING……………………………………………………………………………………..6
ORIGIN OF MARKETING………………………………………………………………...…….6
NATURE OF MARKETING……………………………………………………………………..8
DEFINITIONS OF MARKETING………………………………………………………………..8
WHAT IS MARKETING………………………………………………………………………....9
FUNCTIONS OF MARKETING ...…………………………………………………………......12
ROLE OF MARKETING MANAGEMENT……………………………………………………13
MARKETING CONCEPT………………………………………………………………………13
NEW CONCEPT OF MARKETING ………………………………………………………...…16
OGRANIZATION THEORTY……………………………………………………………….…19
ORGANIZATION DEVELOPMENT CONCEPT……………………………………………...20
CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT………………………..…22

vi
 CHAPTER II
LITERATURE REVIEW………………………………………………………………………..24
INTRODUCTION……………………………………………………………………………..25
THE ECONOMIC INFLUENCE………………………………………………………………..30
AFTERMATH OF THE "MARKETING MYOPIA"…………………………………………..34
APPROACHES TO THE THEORY OF MARKETING……………………………………..…36
MARKETING MIX……………………………………………………………………………...50
THE BROADENING CONCEPT ………………………………………………………………51
OTHER CONCEFTUAL APPROACHES………………………………………………………55
MARKETING'S LINK WITH PRACTICE…………………………………………………..…59
SUMMARY……………………………………………………………………………………...60
ANALYTICAL MODULE …………………..…...…………………………………………….62

CHAPTER III
RESEARCH METHODOLOGY…………………………………………………………...…67
TYPE OF RESEARCH ……………………………………………………………………….68
RESEARCH DESIGN PLAN…………………………………………………………………68
SMAPLE DESIGN PLAN……………………………………………………………………..68
DATA COLLECTION METHOD & DATA SOURCE PLAN …………………………...… 68
PRIMARY DATA ……………………………………………………………………………..69
DATA ANALYZING METHODS…………………………………………………………......69
TIME TABLE OF ACTIVITIES……………………………………………………………….69

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION …………………………………………….70-98

vii
 CHAPTER V
DISCUSSION ……………………………………………………………………………...……99

CHAPTER VI
RESULT vs DISCUSSION…………………………………………………………………….102
CHPTER VII
RESEARCH CONCLUSION ………………………………………………………………….105
CHAPTER VIII
RECOMMENDATION …………………………………………………...…………………...111

CHPTER IX
LIMITATION ………………………………………………………………………………….116
REFERENCE …………………………………………………………………………..…...….118
APPENDIX……………………………………………………..……………………..………..123

viii
ABSTRACT

The role and applicability of marketing theories and concepts are explored at three levels of
analysis for the organization development. Developments of the theoretical constructs are traced
as marketing evolves to encompass. At international perspective the relevance and need for
marketing in the organization development was examined. Four schools of thought were
identified before the strategic significance of marketing in the market place was reviewed and
argued. The marketing implications of financing, countertrade, technology transfer and joint
venture were considered.

At the global level, the theoretical issues and applications of Marketing Information Systems
are extended for the international organization development. An analysis of global construction
markets in value added terms was conducted, disaggregated according to types of economies,
regions and political groupings.

The influence of marketing and construction on economic development was explored at the
national level. A coalescing model was adopted to provide a proposed synthesis of the tripartite
relationship between marketing, organization and economic development. The cumulative
events leading to the evolution of the organization exports industry in Afghanistan was studied
to highlight the governmental role in nurturing and promoting a national marketing drive
overseas for construction services.

At the corporate level, the theoretical foundations for organising marketing activities in
international development firms were examined. Empirical evidence from a field study in the
Afghanistan shows that the Contingency Approach appears to be valid for structuring marketing
organisations in Afghanistan. Nonetheless, at a more detailed level of analysis, the geographical
structure seems to be well-placed for organising foreign marketing activities.

ix
The three-pronged approach adopted in this thesis shows how marketing theories and concepts
may be appropriately applied within the global, national and corporate contexts of the
construction industry.

x
 CHAPTER I

INTRODUCTION

xi
 More than twenty 20 years of imposed war and military conflicts had devastated
much of Afghanistan prior to September, 11, 2001. The country experienced the collapse of
basic social services, government infrastructures, widespread food shortages, displacement of
millions of Afghan people, factories, banks and production sector destroyed and closed
completely and obviously marketing for their product ended. Eventually. The fall of Taliban in
2001 created opportunities for development which reconstruction, rebuilding and creating new
systems, method and approach of developments were introduced and imported to Afghanistan,
which prepared the ground for rebuilding Afghanistan which has boosted the economy and thus
businesses started and expanded which also resulted in embellishment Market for the product
after decades of wars. The international community also granted significant and huge volumes of
funds for the post- war reconstruction. Afghanistan became the largest recipient of foreign
development aids and supports in the world. And thus these opportunities created for the
investors to invest in different sectors specially in industrial sector which many factories and
production sector has started to produce goods and services and for selling the product and
building long term customer relationship the marketing is the main thing which plays significant
role in organization, Therefor I would like to elaborate the concept of marketing, marketing
management and its effect on organization development.

12
 1.1. PROBLEM STATEMENT
Marketing as a process as a tool which entrepreneurs and producers are seeking for selling
their product and service through it, The factors and impact of marketing in organization
development differs from period to period in different countries. three decade imposed wars
made Afghanistan to face hardship that this country has ever face as less population, lack of
urbanization process, lack of infrastructure, facilities, power and energy, security and lack of
proper development strategies and plans, lacks of economic stability in three economic sectors,
(industry, agriculture and service) to absorb the seekers of market were the main factors of
marketing locate. Some scholars have divided the main problem of organization development
and marketing in Afghanistan.
1. Marketing due to the lack of physical market situation.
2. Marketing due to the lack of economic and purchasing power of people.
3. Organization development due to the lack of marketing management knowledge and marketing
capacity for distribution of product and service in society.
4. Marketing due to the weak operation of organization in society and un-awareness of the
customers regarding the existence of products and services
But it should be added that in the context of Afghanistan the causes of non-development of
organization are in close to relation to week government policy for the marketing, lack of proper
system of distribution of good and service, destruction and lack of physical of market or place,
lack of professional marketing staff, low literacy levels of customer to understand the quality of
product, unspecified political and economic policy, inefficient import and exports systems and
e.t.c. therefore problem of organization development would not be solved unless various
national development strategies come into practice.
Marketing is new societies has many negative impact in organization
development that of them include lack of information from competitor, Cultural , customer need
, want and purchasing power, environmental analysis graphically and demographically,
instability of country , lack of proper investment system for the investor; Hence, all these factor
is main problem for the organization development .

13
1.2. OBJECTIVE OF THE STUDY
The core emphasis of the research is to discuss the role of marketing management in
development of organization.
 The general information about role of marketing management in development of
organization.
 The role of marketing management in providing employment opportunity for Afghan
citizens.
 The failure and success role of marketing management in organization development
in Afghanistan .
1.3. RESERCH QUESTION
 Main Question:
 Whether Marketing management has role in organization development in
Afghanistan?
 Secondary question:
 To what extent the marketing management has role in rise of customer satisfaction ?

1.4 HYPOTHESIS
1. It assumes that marketing management is the important factor in organization
development.
2. It seen that marketing management has important role in the rise of customer satisfaction.

14
1.5 NEED AND IMPORTANT OF THE RESEARCH
The important of the research topic selection is based on my interest to know that why
most enrapture de-motivate in investment process and fail in achieving its target and close
their industry during the manufacture in Afghanistan and also fail in competition with the
forging competitors.
As I have researched and collected the data the causes of above factor because of lack
of proper unique investment system, instability of government trade policy, lack of
physical market situation for the distribution of goods and services, etc. in addition’ to know
that whether marketing management has a significant role in organization development or
other important factor impact on organization development like management function,
finance and so on. But for those organizations which are profit orientation and customer
orientation they need for marketing because of maintaining and building long term customer
relationship for the purpose to selling its product and service. Therefore, marketing
management facilitates the activities and functions of distribution of good and service. And
also marketing management has gained importance to meet increasing competition and need
for improved methods of distribution to reduce cost and to increase profits.
Marketing management today is the most important function in a commercial and
business enterprise for its development and the factors of marketing management is the
introduction of new products in market based on customer need and demand, increase the
production of exiting products, reducing cost of sales and distribution for attracted of
customer and being for long term in society.

15
1.6. MARKETING

The term “market” 1originates from the Latin noun ‘Marcatus’ which means “a
place where business is conducted”. A layman has somewhat similar connotation of the
word ‘market’ which brings his mind the vista of a place where the buyers and seller
personally interact and finalise deals .However, it is not merely a place of exchange but
an arrangement that provides an opportunity of exchanging goods and services for
money. In this context, Philip Kotler has defined the term market as “an arena for
potential exchanges”.

William J. Stanton (2005,p4)has defined marketing as “a total system of

interacting business activities designed to plan , price .promote and distribute want –
satisfying products and services to present and potential customers. “Not only does
marketing deal with goods and service but it also focuses on ideas, issues, concepts and
principles.

1.7. ORIGIN OF MARKETING

Hundred years ago, most firms were production – oriented, i.e., the manufactures
focused on production of quality products and then looked for people to purchase them.
With technological transformation, the emphasis shifted to and effective sales force to
find customer for their growing output. After 1950, the shift to marketing was so
emphatic that the manufactures first took into consideration the customers wants and then
manufactured their goods accordingly.

Marketing has come a long way from being recognized as a function of an organization
in India. Marketing is such a type of function which is used by all types of vital role in

1
.R.L.CARSHENY and .S.L.GUPTA, marketing management , India press, 2009 p5 .

16
the economy. The following persons contributed to the development of marketing
though:

1920 - Cherington 2

1951 - Alderson

1954 - Drucker
1956 - Hensen
1960 - Levitt
1960 - McCarthy
1969 - Kotler and Levy
1980 - Porter
1982 - Peters and Waterman
A perusal of literature shows various marketing theories which were used in various
organizations: Ford (Model on Distribution System) General Motors (Marketing
segmentation.

2 2
.CARSHENY and .GUPTA,” marketing management “, India press, 2009 p4

17
1.8. NATURE OF MARKETING

Marketing is both consumer- oriented and competitors –oriented.

It starts with consumers and ends at consumers by satisfying their needs.

CUSTOMER AND COMPETITOR ORIENTATIONS3

Self- centred Competitor- oriented

Customer- oriented Market- driven

Competitor emphasis

Minor Major
Customer Minor
Emphasis
Major
1. Marketing is the most important function of management.
2. The long term objective of marketing is based on strategies and models.
3. Marketing must deliver goods and service in exchange of money.

1.9. DEFINITIONS OF MARKETING

1. “Marketing is the process of discovering and translating consumers’ needs and wants
into products and service, specifications, creating demand for these products and
services and then in turn expanding this demand.” ---- H.L.Hansen
2. “Marketing is the business process by which products are matched with markets
and through which transfers of ownership are effected” ------E.W.Cundiff

3
Adapted from Day (book of Marketing management reprinted in India 1990, p.126).

18
3. “Marketing consists of the performance of business activities that direct the flow of
goods and services from producers or suppliers to consumers or end users.” ---
American Marketing Association
4. “Marketing management is the analysis, planning, Implementation and control of
programmes designed to bring about desired exchanges with target audiences for
the purpose of mutual or personal gain. It relies heavily on the adaptation and
coordination of product, price, promotion and place for achieving effective
response.” --- Philip Kotler

1.10. WHAT IS MARKETING

Marketing is the basic reason for the existence of a business organization. In

the age of fast changes, marketing is the springboard of all business activities. It works as
the guide for all business / non- business organization. it is a powerful mechanism which
alone can satisfy the need and wants of consumers at the place and price they desire.

The success of a business depends largely on the effectiveness with which its marketing
strategies are formulated and implemented. Marketing is said to be the eyes and ears of a
business organization because it keep the business in close contact with its economic ,
political, social and technological environment and informs it of events that can influence
its activities as per requirements of the market.

Marketing helps in having a good range of products in constant demand and suggests to
the management the scope for improving and developing new products to satisfy the
changing customer need. Customer is the king of the market. Customers decide what
products suit their needs. Therefore, we can say marketing satisfies our need by providing
form utility, person utility, exchange utility, place utility and time utility.

19
Form Utility4
Raw Materials Converting into Finished goods

Understanding customer’s requirements

Person Utility
Marketer Establishing contact Customers

Understanding customer’s requirements

Exchange Utility
Seller Transfers good in to Buyers

As per the requirements of customers

Place Utility
Channels of Physical distribution Customers
distribution
And logistics

As per convenience of customers

Place Utility
Making available goods
Warehousing Customers
when needed creating time
utility
As per customers’ requirements

4
.CARSHENY and S.L.GUPTA,” marketing management” , India press, 2009 p7

20
 Marketing can be summed up as consisting of:

- Sales in a planned way;

- Creation of customers;
- Creation of demand and satisfying it.

Selling a product without appropriate pricing, proper packing, need –based

promotional inputs and choosing a right market place, would be like firing an unguided
missile. Until and unless a product is ‘tuned’ for a given product market situation, it will
meet its own death.

With the changing business scenario. Marketing has taken the shape of value-add
marketing activity, wherein the basic pressure of any marketing for sales in a planned
way is tuning the four Ps, i.e. product, price, promotion and place. The customer should
realize that he needs a given product, and at the same time the seller’s product it should
speak of its attributes and should be positioned accordingly to have a user friendly image
for itself.

For a business enterprise to realize the full benefits of the marketing concept, the
philosophy must be translated into action, i.e. (i) the marketing activity should be fully
coordinated and well managed; and (ii) important role must be accorded to the chief
marketing executive in company planning

21
1.11. FUNCTIONS OF MARKETING
The scope of marketing is very wide; it may be analyzed in terms of marketing
performance through various functions. A number of functions are inherent in every
marketing process and these functions are to be performed on the basis of various
utilities.
5

Function of 1. Buying Function

(1) 2. Assembling Function
Exchange
3. Selling Function

1. Transportation
Marketing Function of 2. Inventory Management
physical 3. Warehousing
Functions (2) Distribution 4. Material Handing

5. Financing
(3) Function of
6. Risk- taking
Facilitates 7. Standardization
8. After- sales service

1.12. ROLE OF MARKETING MANAGEMENT

5
*ibat

22
 Most people consider marketing management as very simple, i.e. just stimulating
the demand for a company’s product. This however, is not true, for marketing
management influences the level, timing and composition of demand in way that helps
the company achieve its objective. Suppose the demand level of a product is x units. In
reality however the demand level may be lower or higher than the assumed demand
level x. then the task of marketing management will be to deal with this different
demand level. Marketing management can easily maintain the desired demand level by
carrying out marketing research , planning , controlling and implementation.

In a business firm, marketing generates revenues that are managed by the finance
people and used by the production people to create products and service. Marketing is a
very broad activity so it needs a broad definition. We give below a commonly accepted
definition.

Marketing consists of all activities designed to generate and facilitate and Y

exchange intended to satisfy human needs and wants.

1.13. MARKETING CONCEPTS

Philp Kotler(2005 p9) 6has shown five competing concepts for carrying out
marketing activities in a organization: (1) production Concept, (2) Product Concept, (3)
Selling Concept, (4) integrated marketing Concept and (5) Societal Marketing Concept.

We need to discuss these concepts in detail as follows:

Production Concept. In case of production concept, emphasis is mainly laid on

achieving high production efficiency and wide distribution coverage. High production
efficiency means that input- output ration is favorable. It means that the customer favors.
Products offered at a lower price and also easily available. The concept was based on

6
.R.L.CARSHENY and .S.L.GUPTA, marketing management , India press, 2009 p9

23
high demand and low supply and never recognized the importance of customers many
service organizations also operate on the production concept, many medical and dental
practices are organised on assembly line principles as are some government agencies
such as unemployment offices and license bureaus.

Product Concept. It is a management orientation which assumes that consumer will

respond favourably to the product which is reasonably price, requiring very less effort
by company to achieve satisfactory targets, i.e. profits. It means if products are of good
quality and reasonably price then consumer does not have much say, only the product
matters.

In this concept the marketers believe that by making superior products and
improving their quality overtime, they create customers by quality. It means they
produce such type of products as are liked by customers. In this concept marketer gives
importance to one aspect of marketing mix only. It has been observe through various
studies that new product development or improvement of the product is desirable if the
customer is receptive.

Selling Concept. The selling concept holds that customers, if left alone, will not
by enough of the products of organization. the organization must undertake, therefor an
aggressive selling and promotion effort . under selling , a company uses various selling

Methods to persuade customers to buy its products. In effect, it leads consumer demand
to match its own supply.

The selling concepts are the selling concept when they have over capacity. Their
aim is to sell what they make rather than make what the market wants.

Despite the beginning of E- commerce , selling is here to stay and continues to have
bright future. It is on just confined to promoting sales but also to personal service.

Some important aspects of selling are:

It enhances the customer’s confidence in the seller.

24
 It provides prospective customers with sales persons.

It provides a human touch to business transactions

The marketing concept is a business philosophy that challenges marketers for satisfying
needs and wants through exchange process. Peter Drucker stresses this by saying that
marketing is important that it is not enough to have a strong sales department entrusted
with marketing, in his view “concern and responsibility for marketing must permeate all
areas of the enterprise.

Marketing 7– a bird’s eye view

Pricing

1. Profit Margins
2. Sales at Different prices
3. The right price

Promotion
Product planning TARGET CONSUMERS
1. Advertising
1. Introduction of New (Marketing Segment 2. Personal Selling
product 3. Sales Promotion
Marketing Research
2. Improvement of Existing
products
3. Elimination of Marginal or Physical Distribution
Non profitable products
1. Section of Distribution Channels
4. Packaging
2. Logistic of Distribution
5. Branding
(Warehousing, Insurance, Transportation

25
Kotler points out that the key to achieving organizational goals consist of being more
effective than competitors in integrating marketing activates towards determining and
satisfying the needs and wants of target markets. The practice of the marketing concept
has many advantages. For it provides an indication of the

Competitive edge8.

Integrated Marketing Concept. Since marketers have now come to recognize the
vital importance of marketing to the success of a firm, an entirely new way of business
thinking and a new philosophy called the marketing concept has evolved. This marketing
concept is based on the following four fundamental premises:

All company planning and operations should be customer- oriented

The goal of a firm should be profitable sales and not just the volume of sales.

All marketing activities in a firm should be organizationally coordinated.

A company must define its target markets carefully.

Societal Marketing Concept. It is aimed at generating customer’s satisfaction and

long term consumer and public welfare as a key to satisfying organizational goals and
responsibilities.

8
* A&M, ‘ Most Admired Marketing companies; Oct,16-31,1997,pp 41-80; Sept , 30,1998; and
Nov,30,1999,pp,29-62

26
1.14. NEW CONCEPTS OF MARKETING

Relationship concept

The basic purpose of an organization, to quote peter Drucker, is to “Create

customers and retain them”. Marketing is the functional discipline which is primarily
entrusted to accomplish this strategic goal. that is way marketers now emphasize on total
customer satisfaction which indicates that the customers is satisfied and delighted whit
respect to the purchase and use of the product or service concerned9 . In recent Times,
various developments particularly in the developed and affluent economies have
combined to underline the strategic importance of retaining customers. As Philip Kotler
defines: “Relationship marketing is the process of building long – term, trusting, WIN-
WIN relationship with customer, distributors, dealers and suppliers. Relationship
marketing promises and delivers high quality, efficient services and fair prices to the
other party over time. It is accomplished by strengthening the economic, technical and
social ties between members of the two organizations or between the markets and the
individual customer.

In the context of today’s world, relationship marketing would require building a

new perspective away from the mass marketing orientation. This perspective would call
for dealing with one customer at a time. It would imply selling to a single customer as
many products as possible over a long period of time and across different product l

1. For first time purchasers of TV, superior after sales service, minimum teething problems and
quick response time will go a long way in reducing cognitive dissonance. The frequent flyer
programme of airlines is an example of how attempts are made to retain old customers.

27
 10
RELATIONSHIP / TRUST PARADIGM

Situation Context Organization

Culture Past and current Culture Identity

experience
 Values
 Purpose
Customers’
Needs  Competence
Perception &
images

Exception &
perceived utility

Relationship with each segment depends on

Continuously
delivering
Situation context
& meaningful
benefits

Better understanding leading to Strategies and

Circle of operation
relevance Creation Trust
more effective evaluation practices

Trust builds better

10 Understanding
.R.L.CARSHENY and S.L.GUPTA, marketingof needs , India press, 2009 p9
management

Jjjj 28
1.15. ORGANIZATION THEORY
In the social sciences, organizations are the object of analysis for a number of
disciplines, such as sociology, economics, political science, psychology, management and
organizational communication. The broader analysis of organizations is commonly
referred to as organizational structure, organizational studies, organizational behavior or
organization analysis. A number of different perspectives exist, some of which are
compatible:

From a functional perspective, the focus is on how entities like businesses or state
authorities are used.

From an institutional perspective, an organization is viewed as a purposeful structure

within a social context.

From a process-related perspective, an organization is viewed as an entity is being

(re-)organized, and the focus is on the organization as a set of tasks or actions.

Sociology can be defined as the science of the institutions of modernity specific

institutions serve a function, akin to the individual organs of a coherent body. In the
social and political sciences in general, an "organization" may be more loosely
understood as the planned, coordinated and purposeful action of human beings working
through collective action to reach a common goal or construct a tangible product t. This
action is usually framed by formal membership and form (institutional rules). Sociology
distinguishes the term organization into planned formal and unplanned informal (i.e.
spontaneously formed) organizations. Sociology analyzes organizations in the first line
from an institutional perspective. In this sense, organization is an enduring arrangement
of elements. These elements and their actions are determined by rules so that a certain
task can be fulfilled through a system of coordinated division of labor.

Economic approaches to organizations also take the division of labor as a starting

point. The division of labor allows for (economies of) specialization. Increasing

29
 specialization necessitates coordination. From an economic point of view, markets and
organizations are alternative coordination mechanisms for the execution of transactions.

An organization is defined by the elements that are part of it (who belongs to the
organization and who does not?), its communication (which elements communicate and
how do they communicate?), its autonomy (which changes are executed autonomously by
the organization or its elements?), and its rules of action compared to outside events
(what causes an organization to act as a collective actor?).

By coordinated and planned cooperation of the elements, the organization is able

to solve tasks that lie beyond the abilities of the single elements. The price paid by the
elements is the limitation of the degrees of freedom of the elements. Advantages of
organizations are enhancement (more of the same), addition (combination of different
features) and extension. Disadvantages can be inertness (through co-ordination) and loss
of interaction.

1.16. ORGANIZATION DEVELOPMENT CONCEPT

"Organization Development: is a planned process of developing an organization to be

more effective in accomplishing its desired goals." Human Resources Management &
Development Handbook.

"Organization Development is a planned intervention aimed at improving individual and

organizational health and effectiveness." Jac Fitz-Enz

Organization development practitioners help companies manage change and align people,
process and practices or success. In its simplest form, organization development work
aims to be a catalyst that helps the organization get from where it is today to its desired
state .ASTD American Society for Training and Development.

30
Our purpose as professionals is to facilitate processes by which human beings and human
systems live and work together for their mutual benefit and mutual well-being. The OD
Network.

"Organizational development is a long-term effort led and supported by top management,

to improve an organization's visioning, empowerment, learning, and problem-solving
processes, through an ongoing, collaborative management of organizational culture-with
special emphasis on the consultant-facilitator role and the theory and technology of
applied behavioral science, including participant action research." Organization
Development ,[French & Bell, 1999.

"Organizational development is an effort, planned, organization-wide, and managed from

the top, to increase organization effectiveness and health through planned interventions in
the organization's processes, using behavioral-science knowledge" Richard F. Beekert
view the book.

Organizational Development is the field of study and practice that focuses on various
aspects of organizational life, aspects that include culture, values, systems and behavior.
The goal of organization development . is to increase organizational effectiveness and
organizational health, through planned interventions in the organization’s processes or
operations. Most often, organziationdevelopment Services are requested when an
organization (or a unit within an organization) is undergoing a process of
change. University of California

31
1.17. CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT

The ability to interact effectively with others can make the difference between
success or failure in our work and personal life.

A social system is a complex set of human relationships interacting in many ways.

Within an organization, the social system includes all the people in it and their
relationships to each other and to the outside world. The behavior of one member can
have an impact, either directly or indirectly, on the behavior of others. Also, the social
system does not have boundaries it exchanges goods, ideas, culture, etc. with the
environment around it (Schein, 1968).

Culture is the conventional behavior of a society that encompasses beliefs, customs,

knowledge, and practices. It influences human behavior, even though it seldom enters
into their conscious thought. People depend on culture as it gives them stability, security,
understanding, and the ability to respond to a given situation. This is why people fear
change. They fear the system will become unstable, their security will be lost, they will
not understand the new process, and they will not know how to respond to the new
situations.

Individualization is when employees successfully exert influence on the social

system by challenging the culture.

Organization Development (OD) is the systematic application of behavioral

science knowledge at various levels, such as group, inter-group, organization, etc., to
bring about planned change. Its objectives are a higher quality of work-life, productivity,
adaptability, and effectiveness. It accomplishes this by changing attitudes, behaviors,
values, strategies, procedures, and structures so that the organization can adapt to
competitive actions, technological advances, and the fast pace of change within the
environment (Cunningham, 1990).

There are seven characteristics of OD:

32
1. Humanistic Values: Positive beliefs about the potential of employees (McGregor's
Theory Y).
2. Systems Orientation: All parts of the organization, to include structure, technology,
and people, must work together.

3. Experiential Learning: The learners' experiences in the training environment should be

the kind of human problems they encounter at work. The training should NOT be all
theory and lecture.

4. Problem Solving: Problems are identified, data is gathered, corrective action is taken,
progress is assessed, and adjustments in the problem solving process are made as needed.
This process is known as Action Research.

5. Contingency Orientation: Actions are selected and adapted to fit the need.

6. Change Agent: Stimulate, facilitate, and coordinate change.

7. Levels of Interventions: Problems can occur at one or more level in the organization so
the strategy will require one or more interventions.

33
 CHAPTER II

LITERATURE REVIEW

34
2.1.Introduction
The attractiveness of a marketing theory, per se, has caught the attention of many
marketing academics and practitioners. The theoretical constructs have, however, proved
to be elusive as conceptual propositions put forth raised yet further questions and debates.
Close to a century of interests in this subject has failed to provide a coherent theory of
marketing acceptable to all. There is, nonetheless, a consensus that marketing concepts
have drawn upon other related social science disciplines such as economics, psychology,
sociology, management and, to a lesser extent, law, accounting and social anthropology.
Marketing, in fact, has been viewed primarily as a field of "applied economics".
Consequently, there appears to be a lack of a theoretical foundation which marketing can
call its own. As a result, most of the abundant literature which deal with this subject-
matter has been hesitant in adopting the notion of a "marketing theory" in their respective
expositions. The use of marketing principles and concepts, as basic generalizations, is
however prevalent. The treatise of marketing from both a conceptual and theoretical
approach has been and still is a source of much contentious disagreements between
practitioners and academicians alike. The debatable and unresolved issues of what have
been disputed thus far seem to rest fundamentally with the background training and
experiences of contributors who partake in these exchanges. In an exhortation of the so-
called marketing relativism,
Cateora (1983) notes that" marketing strategies and judgments are based on
experience, and experience is interpreted by each marketer in terms of his or her own
culture (Cateora1983:12)".11

4. Anderson D.A., "Marketing and Development. The Thailand Experience",for International

Business, Michigan State University, 1970.
4. Bagozzi R.P., "Marketing as Exchange", Journal of Marketing, Vol. 39,1975, pp. 32-39.

35
 Along similar lines, Piercy (1986) has seemingly gone as far as to suggest that the
difficulties faced in defining what marketing is have been influenced somewhat by the
implications from organizational power and political conflicts within which the dominant
coalition perceives the importance of marketing and accordingly allocates its share of the
corporate budget. Essentially, discordance arises when one's experiences within a
particular discipline, and hence the attendant beliefs and propositions, fail to match up
with those of others' in yet another discipline. The difficulty in relating commonalities,
apart from experiences which may be generalizable, appears to give rise to a wide array
of potential areas for dissatisfaction. For a start, the marketing concept itself can be
looked at from two angles.
Firstly, it can be approached as a philosophy, an orientation of both the
organizations and individuals inculcated to fulfilling the clients' needs as the only major
objective. An attitude of this nature would, therefore, inspires operating units to produce
only goods and services which are saleable. Manufacturing convenience parse or rather
what can be produced economically is no longer the sole governing consideration.
Secondly, the marketing concept can also be transformed into organizational terms,
utilizing various business functions such as advertising, promotion, selling, pricing,
distributing, etc. Both approaches for most commercial ventures, nevertheless, seek to
optimize profitability and market share. As a result of much of these issues remaining
unresolved, along with a wide coverage of the marketing discipline, it becomes difficult
to delineate each and every aspect in an-absolute
Manner. There will therefore be inevitable overlaps between certain parts of the sections
which follow.
The requirements of a good marketing theory must be able to withstand the tests
of time and practice. In the endeavor to help marketing practitioners optimize their day-
to-day managerial activities, the development of a set of principles or guidelines is
undoubtedly an aim of marketing theory. Although this can never progress beyond a

36
stage where both the risks and uncertainties may be eliminated altogether, it at least seeks
to reduce the undesirable effects of judgmental errors in decision-making.
12
Rodger (1965), in his expositions on the development of marketing theory, prescribes
five requirements of good marketing theory which should:
1. Provide the means of classifying, organizing and integrating information relevant to
the factual world of business.
2. Provide a technique of thinking about marketing problems as well as a perspective for
practical action.
3. Make available an appropriate analytical tool-kit for the solution of marketing
problems.
4. Provide a basis for the explanation, prediction and, possibly, control of marketing
processes and events, and
5. Lastly, permit the derivation of general principles, and possibly even laws, relating to
marketing behavior.
Rodger (1965) went on to suggest that the few existing principles enunciated in
marketing are, in effect, derived and adopted from economics, the only other discipline
which deals with market phenomena.
Zaltman, et. al. (1982), similarly offered some thoughts in the direction of theory
construction for marketing by maintaining a closely linked relationship between concepts
and propositions which, in totality, offers the foundations for theoretical constructs to be
built. While concepts seek to explain why certain things occur, propositions, in turn, seek
to extrapolate functional relationships among concepts. Zaltman, et. al. (1982) also
canvassed the value of empiricism through both the inductive and deductive approaches.
While the former approach stresses the formal or informal collection of data which may

5. Bartels R., "The Development of Marketing Thought", Richard D. Irwin Inc., 1962.

37
eventually lead to a potential theory, the latter starts with a set of concepts and
propositions before attempting to test their validity through social empirical.
The role of marketing within the U.K. has been documented exhaustively by
13
Walker (1976) who adopted a socio-economic approach to study its professional
acceptability within the institutional context of the then Institute of Marketing and its
predecessors.
Walker's (1976) treatise is somewhat different from the development in the US
where the marketing discipline first flowered and flourished before making its inroads
into Europe. The American foundation was widely acknowledged to have its roots in the
agricultural sector of the economy at the turn of this century and which evolved
essentially from the distributive trades responsible for the dissemination of agricultural
products. Since then, the basic fundamentals of. Marketing have been subjected to both
interrogative questioning and progressive counter-argument
As early proponents and critics alike strive to understand and accommodate the
fledgling discipline. Those who were pessimistic went as far as to query the justification
for a theory of marketing, preferring to accept this only as a collection of diverse
connotations drawn from various other established disciplines. This would naturally
undermine its validity as marketing is now perceived as merely a methodology which
borrows from other scientific disciplines such as operational research, statistics,
sociology and the behavioral sciences. In order to qualify as a distinct science in its own
right.
Buzzell (1963) acknowledges that marketing should then correspondingly possess
a classifiable and systematic body of knowledge organized around one or more central
theories with a number of general principles, expressed usually in quantifiable terms,

6. Bartels R., "The Development of Marketing Thought", Richard D. Irwin Inc., 1962.

38
which allows the prediction and control of future events. Accordingly, Buzzell (1963)
seems to accept marketing as a science even though numerous contentious issues
remained unresolved. Rodger (1965), on the other hand, adopts another approach to trace
the developments in marketing theory by explaining the marketing concept in terms of
both form and content.
While form would reflect a more objective mode postulated through functions and
organizations, content tends to be abstract in its expositions of philosophy and purpose. A
treatise of this nature clearly indicates the wide coverage marketing has over its
14
interpretation, a dilemma which Kurzbard and Soldow (1987) seek to curb in their
parametric attempt to define marketing. In their pleadings.
Kurzbard and Soldow (1987) lament at the manner marketing has traditionally
been defined to include much and exclude little, and that everyone is marketing if one
were to accept the broadening concept to include all things unintentional. Furthermore,
exchanges
Alone, Kurzbard and Soldow (1987) argue, are not the only unique basis which
underpins the marketing foundation because these apply equally to other disciplines such
as economics, psychology, sociology and linguistics, among others.
The debates among marketing scholars and practitioners appear to draw attention to both
the fragmented and systemic approaches to marketing. While a fragmented approach is
laudable in evaluating each situation on the merit of its circumstances, this does not seem
to be complete without the holistic contributions of a systemic approach. The disparity
between individualism as opposed to collectivism has apparently been accounted for
through the taxonomy of marketing dichotomies which developed in due course, giving
rise to three distinctive paradigms, each in its own right, namely
1. Consumer versus Industrial.

7. Baker M.J. (Ed.), "The Marketing Book", Heinemann (London), 1987.

39
2. Products versus Services, and
3. Tangibles versus Intangibles. The latter issues relating to tangibility, as Levitt (1981)
recognizes, pose considerable difficulties in relation to the other paradigms because
sellers of services face special problems in convincing customers of the benefits they are
receiving. This is.Compounded yet further when one considers that all product offerings,
whether services or goods, possess a certain amount of intangibility.

2.2. THE ECONOMIC INFLUENCE

Risley (1972) notes that economics, as a philosophical thinking, follow closely
the pervasive development of mercantilism during the colonial era between the 15th and
17th centuries as well as the doctrines of free trade in the 18th century. When competition
began to be regarded as a wasteful phenomenon towards the end of the 19th century,
economics consequently played an influential role in determining the allocation and use
of scarce economic resources. Although both economics and marketing were
predominately concerned with activities within the market place through the medium of
exchange, economists have frequently failed to appreciate the interrelationship between
economics and marketing. The classical focus on productivity, costs and economies of
large scale production seems to account for this continuous lack of marketing interest by
economists.
15
Baker (1987) has addressed this developmental process very well when he
succinctly describes the historical evolution from both the economic and marketing
perspectives. The desire to optimize the use of scarce economic resources has long been
an economic problem and preoccupation in community living. The division of Labour,
first propounded by Adam Smith, stems essentially from the manufacturing concern
where improved output rates in production were sought as the mainstay to both create the

8. Baker M.J. (Ed.), "The Marketing Book", Heinemann (London), 1987.

40
need for exchange and to enhance the standard of living. This leads initially to simple
mechanization and further enhancement of Labour potential through task specialization,
culminating progressively to more sophisticated and efficient mechanical devices which
heralded in the Industrial Revolution. The population growth which came to be identified
with the increased standard of living during this period, prompted increased demand
which, in turn, lent impetus to further betterment in output and productivity.
Concentration and specialization, being consequential offshoots of the division of
Labour, also gave rise to the. Rapid development of both distribution and communication
channels to bridge the growing gap between producers and consumers. This scenario
characterizes the era of mass Production and mass consumption evident in most advanced
industrialized countries of the world today.
The massive possession of wealth and power by conglomerates which have
benefited timely from the production orientation of a consumer society sets into motion
legislative provisions to curb their influence through cartels and monopolies. The
eventual effects of these regulatory tendencies seem to encourage diversifications as
conglomerates seek to evade foreseeable repercussions of non-compliance. The
quickened pace of organizational and technological innovations, coupled with a slow-
down in population growth in most parts of the developed world, also gave way to
stagnant markets as demand fails to match up with supply for a variety of reasons.
Competition through both pricing and product differentiation quickly escalates as.
Producers adopt a selling orientation in attempts to stimulate demand through various
means, but usually to no avail.
AS Baker (1987) 16notes, signals the beginning of a marketing orientation where
only goods which are saleable, rather than goods which can be produced readily, are
manufactured. Identification and satisfaction of clients' needs, hitherto, become an

9. Bennett R.C. and Cooper R.G., "Beyond the Marketing Concept", Business Horizons,June
1979,pp.76 -83
41
activity of paramount importance. The role and function of marketing within firms have
therefore become significant
Accordingly. As has been noticeable in recent times, there has been a
corresponding shift from macroeconomics to microeconomics and theory of the firm,
evidence of the economist's willingness to acknowledge the marketing discipline within
the narrower context of a firm, albeit passively. The economist's perspective of the firm,
has, at best, remained production-oriented, as the works of Penrose ( 1980), for instance,
have indicated. In any case, this appears justifiable in times of scarcity where demand far
exceeds available supply and where a firm is in a monopolistic situation. The latter
perhaps explains some of the enthusiastic investments undertaken by firms towards
research and development in the hope of achieving innovative breakthroughs which will
eventually place them in an advantageous position over competitors where product
differentiation is concerned.
As noted earlier, the notion of exchange also came into being following the
acceptance of the economic theory of the division of Labour. Exchange, in essence,
improves the assortments of goods and services held by different parties through the
transfer of ownership or title. In addressing the general exchange paradigm.
17
Bagozzi(1975) has identified the role of exchange from both the economic and
utility perspectives. While the former mobilizes profitability constructs, the latter tends to
be more personalized towards individual satisfaction. Similarly, marketing exchanges
may specifically invoke either one of the utilitarian, symbolic or mixed classes.
Utilitarian exchange theory, as Bagozzi (1975) notes, is built on the foundation of the
economic man which assumes that men are rational in their behavior and that they have
complete information regarding alternative options opened to them in. their attempts to

10. Bennett R.C. and Cooper R.G., "Beyond the Marketing Concept", Business Horizons,June
1979,pp.76 -83
42
maximize their satisfaction in exchanges which are, at the same time, relatively free from
external encumbrances. The combinations of both the
Utilitarian exchanges (where goods are exchanged in return for money or other goods)
and the symbolic exchanges (involving the mutual transfer of psychological, social and
other subjective benefits) give rise to the complex world of mixed exchanges where the
marketing man emerges and which assumes that
1. Man is sometimes both rational and irrational.
2. Motivation is derived from both tangible and intangible entities as well as both internal
and external forces.
3. Engagements in both utilitarian and symbolic exchanges involve considerations of both
social and psychological aspects.
4. Despite the lack of information, man proceeds in a rudimentary and often unconscious
evaluation of both costs and benefits in the best manner possible. Through the socio-
economic process.
5. As a result, although man continually desires to strive for profit maximization, he often
settles for less than the optimal in his exchange, and
6. The marketing man operates in an environment which is subject to a wide array of
legal, ethical, normative and coercive constraints. The closely linked interrelationship
between economics and marketing can therefore be propagated further in view of the
commonalities which prevail between them. Rodger (1965), for instance, considers the
principles of the division of Labour and the exchange phenomenon to be equally
applicable in both economics and marketing even though the original propositions have
first been propounded by Adam Smith from a purely economic background in the 18th
century. Similarly, the principle of diminishing returns, originally evolved from
production, has a significant role to play in marketing activities. Rodger (1965)
categorically explains, marketing effort is normally intensified in the belief that more
output can be sold. To a certain extent, increased marketing expenditure does seem to

43
lead to rising sales but at a reducing rate. Beyond that point, increased inputs to
marketing effort will not improve sales any further.

2.3. AFTERMATH OF THE "MARKETING MYOPIA"

The much acclaimed and widely quoted work of Professor Theodore Levitt of the
Harvard Business School in his 1960's "Marketing Myopia" appears to lay the
cornerstone where organizations are first urged to define their industries broadly in order
to take advantage of growth opportunities.
18
Levitt (1960) argues that in the context of continuous growth, companies must
consistently identify and act upon the needs and desires of their customers and not to rest
their laurels on the presumptive longevity of their products. The decline of the railroads
in the early days, Levitt (1960) maintains, came about because operators failed to
recognize themselves to be in the transportation business. Rather, holding on to the
assumption that they are simply in the railroads business have resulted into the
transportation needs of customers to be filled in by other options such as cars, trucks,
airplanes and even telephones. Similarly, Hollywood was nearly ravaged by television
when movie moguls defined their business incorrectly. By associating themselves with
the business of cinemas rather than with entertainment, they ignored the risks of being
overrun by the infiltration of televisions into the entertainment world. The four fallacies
proposed by Levitt (1960) which explained the downfall of many businesses have been
followed up by Baker (1987) who notes that the inevitable cycle happened because there
is
1. Firstly, a belief in growth as a natural phenomenon of an expanding and increasingly
affluent population.
2. Secondly, a belief that there is no competitive substitute for the, industry's major
product.

11. Levitt T., "Marketing Myopia", Harvard Business Review, Vol. 38, July – August 1960,
pp.45-56.
44
3. Thirdly, a pursuit of the economies of scale through mass production in the belief. that
lower unit cost will automatically lead to higher consumption and bigger overall profit,
and
4. Fourthly, a preoccupation with the potential of research and development to the neglect
of market needs.
19
As Genvick, Jr. and Woolery (1983) have noted in the context of construction,
there should exist a dynamic response to the client's needs. Construction firms, they
urged, should therefore emphasize the "marketing of foundations", not the "selling of
piles"; the "marketing of techniques for the mass movement of soils", not "dredging"; and
the marketing of "bridges", not merely to "sell factory-made prestressed concrete
girders".
20
Baker (1987), among others, as a result, has acknowledged the "Marketing
Myopia" as a single event which marked the watershed between the production / sales
approach to business and the emergence of a marketing orientation. In another Harvard
Business Review paper almost a decade later, Levitt (1969) deals with the problems of
operating or contemplating operations in new ventures where the dangers now lie in
having a need, but no market; or a market, but no customer. Layton (1977), 21on the other
hand, sees the myopic relevance as constituting
Essentially the need for lateral thinking but nonetheless accepts the view that
people do not simply buy products or services. Rather, the benefits which they can derive
from these products or services yield the circumstantial impetus towards purchasing

12. Bartels R., "Development of Marketing Thought : A Brief History", in Schwartz G.(Ed),
"Science in Marketing", John Wiley and Sons Inc., 1965, pp. 47-69.
13. Bands R., "The General Theory of Marketing", Journal of Marketing, Vol. 32,January 1968,
pp. 29-33.
14. Enis B.M., "Deepening the Concept of Marketing", Journal of Marketing, Vol.37, October
1973, pp. 57-62.
45
decisions. On the other hand, the influential principles expounded in "Marketing Myopia"
do not appear to be absolute in every situation.
Bennett and Cooper (1979) have pointed out, the marketing concept is not the
only one concept for all firms. There are more to be uncovered beyond the marketing
concept, particularly for industrial products firms where technological and production
orientation may be more important than a market oriented philosophy. In quoting the
cases of both Xerox and Polariod which have depended extensively on inventions and
new technologies for their initial successes, Bennett and Cooper (1979) went on to argue
that under these circumstances, the practice of market research would only result into
"modifications" for existing products and, in most probability, "non-response" pertaining
to innovations. This perhaps accounts for the Product Life Cycle concept
and the strategic importance of quality and research and development in both gaining and
sustaining marketing advantages.

2.4. APPROACHES TO THE THEORY OF MARKETING

The following subsections will attempt to provide an integration of the various major
works on the theoretical aspects of marketing.

2.4.1. BARTELS' (1962. 1965. 1968) CONTRIBUTIONS

22
"The General Theory of Marketing" by Bartels (1968) represents the classical
attempt to integrate all other micro theories into marketing. In his outline of the General
Theory, Bartels (1968) proposes seven component sub-theories which - go to make up an
integrated general theory of marketing. These include
1. Theory of Social Initiative - where consumption needs dictate production and
distribution.

15. Carson D., "Comparative Marketing - A New-Old Aid", Harvard Business Review,May-June
1967, (beginning from p. 2).

46
2 Theory of Economic (Market) Separations - where the separation of both consumers
and producers in all aspects brings about conditions which affect marketing.
3. Theory of Market Roles, Expectations and Interactions - where market innovations,
demand and competition reflect the functional relationships between market role
behaviors and their associated discrepancies.
4. Theory of Flows and Systems - where complex marketing movements between
separate markets are classifiable as series, parallel, reciprocal and duplicator.
5. Theory of Behavior Constraints - where marketing activity is affected by the
constraints posed by political, economic, social and technical factors.
6. Theory of Social Change and Marketing Evolution - where the growth and evolution of
marketing depend on the successful adaptation, both internally and externally, by the
organization.
7. Theory of Social Control of Marketing - where the emergence of a marketing
mechanism is appraised and sanctioned according to both individual and collective social
objectives.
23
Bartels' (1962, 1965) earlier work on the marketing timetable has remained
unchallenged to-date and represents an authoritative documentation of how marketing
thoughts have developed since the turn of the century in the US. Therein, six periods
were identified between 1900 and 1960

1. Period of Discovery (1900 - 1910)

Before 1900, macroeconomics theory was the principal source for explaining
market behaviour and trade practices. With the infusion of scientific management
theories, attention was subsequently turned away from public to private economic
problems. This, however, does not provide for the applications of management science to
the distributive concerns of the then predominately agricultural economy, but nonetheless

16. Borden N., "concept of the Marketing Mix", Journal of Advertising Research,June 1964,pp.2-7
47
supplied the necessary setting where the eventual discovery of marketing was nurtured.
The activities then were only known as "trade", "distribution" or "exchange". It was only
after the turn of this century that the connotation "marketing" was used and subsequently
adopted in university course titles at the Universities of Pennsylvania (in 1905),
Pittsburgh (in 1909) and Wisconsin (in 1910). The focus on problems of the market
place, nevertheless, remained from the standpoints of the agriculturists, psychologists and
financiers.

2. Period of Conceptualization (1910- 1920)

This period witnessed the initial development, classification and definition of
many marketing concepts which provide the structure of marketing thoughts for the next
forty to fifty years. Three perspectives to the analysis of marketing activities were also
identified, namely, the institutional, functional and commodity approaches; as well as
repetitive elemental activities which came to be known now as advertising, selling,
24
buying, transporting and storing. The advent of Frederick W. Taylor's classical
management theories also brought forth the prerequisite management of the selling
function through to the supervisory organization of salesmen's activities and credit
administration. The focus of this period remained predominately with the distribution of
agricultural products.

3. Period of Integration (1920 - 1930)

This constituted the period where marketing principles were first developed and
integrated into a general body of thought. The period also marked the coming of age of
the marketing discipline with the appearance of two other areas of specialisation in
wholesaling and marketing research. The institutional, functional and commodity studies
of the previous decade were now complemented by appropriate research techniques to

17. Penrose T.E., "The Theory of the Growth of the Firm", 2nd Edition, Basil Blackwell,1980.
48
constitute the main body of marketing thought. The classical statement emerged,
indicating marketing as an economic activity affected by the socio-economic conditions
of the market. This involved the performance of basic functions by marketing
establishments in the distribution of goods, and where managers operated within a social
framework of governmental control and assistance.

4. Period of Development (1930- 1940)

The molding of marketing thought and practice during this period of time was
influenced tremendously by the economic depression, urban-rural migration, the
emphasis on savings and low prices, the consumer movement, governmental participation
and regulation of business activities, as well as the competition faced in distribution as a
result of the adoption of new marketing concepts and techniques. Although the marketing
discipline started to differentiate into sub-specialties, it continued to be viewed both as a
functional management area as well as a mode of economic production. Ideas which
differed from the usual expositions of marketing continued to be evolved. The qualitative
reliance became more quantitative gradually as scientific research methodology
continued to develop and contribute to the body of knowledge.

5. Period of Reappraisal (1940 - 1950)

The disruption caused by the Second World War in between this period slowed
down the development and expression of marketing thought. Nonetheless, during this
period, explanations of marketing from the traditional perspective were reappraised in the
light of new marketing knowledge. The question of whether marketing thought had or
should attain the status of a science started to develop. A preference for a managerial
approach to the practice of marketing and its holistic interpretation within the context of
the economy started to emerge. Interests were
cultivated in visualizing the entire operations of marketing as a single whole rather than
fragmented parts.

49
6. Period of Reconceptualization (1950 - 1960)
This period experienced the increased use of managerial decision-making,
interests in quantitative methods, consumer behavior as well as a realization of the
marketing impact on society. The important concept of the "marketing mix" crystallized
as a reflection of marketing management's attempt to consciously manipulate variables in
order to consolidate the achievement of stated sales objectives. The holistic interpretation
of marketing as a broad and interrelated process with sweeping coverage continued
unabated to generate many interests.
The social influences graduated at the same time to comprehend comparative
marketing for the assessment of marketing conditions in different environments.
In summary, Bartels' (1962, 1965) historical review indicated clearly the thinking’s of
men in successive periods in their respective efforts to solve the marketing problems of
their days. The traditional approach throughout tended to be mechanistic, with
management operating within the commodity, functional and institutional frameworks.
The manipulation of variables alone ultimately became a feature of the marketing process
but failed to provide an all-embracing effect. Dissatisfactions gave rise to other schools of
thought, culminating eventually into the systemic approach which seeks to provide an
overview of the whole marketing process. This, in turn, led to the exploration of logical
structures within which any systems may be placed, invoking again, in the process, the
possibility of elevating marketing to the proportion of a science. The pervasive display of
marketing influences within the boundaries of practice also gave rise consequently to a
wariness of their adverse effects on society and between environments if misguided.
25
Bartels' (1962, 1965) review, however, covered only developments within the first six
decades of this century.

18. Bartels R., "The Development of Marketing Thought", Richard D. Irwin Inc., 1962.
19.Bartels R. and Jenkins R.L., "Macromarketing", Journal of Marketing, October1977, pp. 17-20.

50
2.4.2. AXIOMS OF SHETH AND GARDNER (1982)
Sheth and Gardner (1982) attempted to follow up Bartels' contributions by
updating the history of marketing thought since the 1960s. In their short treatise, and
despite the prevalent divergence of opinions, two axioms were identified. While the first
axiom stemmed essentially from economic activity, the second axiom of consensus was
derived in the main from a belief that the initiator of marketing programmers and
activities was the marketer and not the consumer in the market place. Each, in turn,
constitutes three related schools of thought, with the first axiom of value exchange
providing for macro marketing, consumerism and the systems approach.
second axiom of power balance, on the other hand, focuses on buyer behavior,
behavioral organizations and strategic planning. Their contributions to marketing theory
are dealt with briefly as follows
1. Macro marketing
This school of thought will be expounded again in detail later in this chapter,
suffice to say here that this represents a broadening of marketing horizons to non-
economic areas of behavior. In the attendant redefinition of marketing objectives, it
indicated clearly why the unit-dimensional objective of profit maximization may no
longer be relevant for an organization. A multi-objective function for marketing effort
was instead adopted.

2. Consumerism
The consumerism school of thought has had a greater impact on marketing
practice rather than on marketing theory. Market satisfaction is now brought out as a far
more important measure of marketing success than both market share and profitability.
Involvement with marketing practices alone seems to generate distractive obstacles for
the eventual development of a marketing theory.
51
Sheth and Gardner (1982), nonetheless, believed that the concept of market satisfaction
qualifies as one among other major constructs in the development of marketing theory.

3. Systems Approach
The adoption of a systemic perspective has enabled the gap between marketing
and science to be bridged as both quantitative and methodical procedures became
popularized for simulation and optimization purposes. The rigor involved spontaneously
served to maintain a balance between the links of both the supply and demand functions.
A more sophisticated portrayal of the marketing processes was achieved, yet retaining, at
the same time, the marketing identity in full view of the inherent complexities.

4. Buyer Behavior
An understanding of buyer behavior has proved to be pertinent for marketing
purposes. However, the impact of this school of thought tends to be divisive as a result of
its alienation from the marketing processes. This arises because buyer behavior theory
leans heavily towards scientific studies, drawing substantially from both psychology and
social psychology. Buyer behaviorists, therefore, have a tendency to disassociate
themselves from the rudiments of marketing practice, except perhaps in the case of
industrial marketing where buyer behavior is
Perceived to be more rational.
Nonetheless Sheth and Gardner (1982) argued that the contribution of buyer behavior
theory for the development of theoretical marketing constructs has remained significant.

5. Behavioral Organization
The school of behavioral organization thought has produced a noticeable amount
of work on the interdependence among organizations but has failed to make any plausible
inroads into marketing. The resultant descriptive research generated, although abundant,
has not shown how the findings therein can be utilized gainfully in the marketing
52
discipline. The emphasis of marketing objectives on both profitability and market share
have led to its disassociation with the
behavioral organization school of thought which have traditionally concentrated on the
institutional and functional frameworks. Nevertheless, the potential for contributions
appears to remain attractive.

6. Strategic Planning
The gradual shift of attention from marketing tactics and technicalities towards
strategic issues is indicative of the growing realization and acceptability of this school of
thought. The strategic approach brought forth a greater awareness of relativity in place of
the more controversial view of marketing resources in absolute terms. Adaptability then
became indispensable.
However, as Sheth and Gardner (1982) have suggested, the integration of market
research into marketing practices appears, by far, to provide the most domineering impact
of the strategic
Planning school on marketing theory.
Sheth's and Gardner's (1982) 26axioms have generated six new schools of thought
since Bartels' (1962, 1965) 27classical review of marketing history and development up to
the early 1960s. 28
These, considered in totality, effectively summed up the thinking’s of
marketing scholars and practitioners up till the early 1980s.

19. Cateora P.R., "International Marketing", 5th Edition, Richard D. Irwin Inc., 1983.
20. Carson D., "Comparative Marketing - A New-Old Aid", Harvard Business Review,May-June
1967, (beginning from p. 2).
21.Buzzell R.D., "Is Marketing a Science 7", Harvard Business Review, Vol. 41,January -
February 1963, pp. 32-48.
53
2.4.3. HUNTS (1976) CATEGORICAL DICHOTOMIES
The nature and scope of marketing was also dealt with by Hunt (1976) in the later part of
the 1970s following raging debates on marketing as a science and its broadening concept.
In an influential paper, Hunt (1976) attempted to curb the controversies through an
ambitious schema which proposed to classify all marketing phenomena, issues, problems,
models, theories categorical dichotomies, namely
1. Profit sector / Non-profit sector,
2. Micro / Macro, and
3. Positive / Normative.
Under the first category, the proposal seeks to deal and research, etc., into three with the
study and activities of all profit oriented organizations as well as other entities whose
stated objective is the realization of profit in the process of economic exchange. On the
other hand, the non-profit sector, as its name implies, covers the study of organizations
and entities which do not have profit realization as their stated objectives. The micro /
macro dichotomy encompasses a treatise classified according to the level of aggregation.
A focus on individual organizations, firms, consumers or households is indicative of the
micro approach at the lower level of aggregation while the macro approach suggests
marketing systems or groups of customers at the upper level. The positive / normative
dichotomy deals specifically with the questions of "what marketing is ?" and "what it
should be 7" respectively. Hence, positive marketing attempts to describe, explain and
forecast the phenomena, activities and processes - of marketing with a view of attaining a
better understanding of what actually exists. In contrast to the descriptive mode of
positive marketing, the normative marketing approach adopts a prescriptive perspective
which sought to advocate what marketing organizations and practitioners ought to do and
what marketing systems ought to be implemented for society good.

54
 29
Hunt's (1976) schema, described above, in effect provides for eight possible cells
permuted from these three dichotomies. The categorization therein, Hunt (1976) argued,
at least provides the fundamental framework within which the nature and' scope of
marketing can be explained. The debatable issue of marketing as a science as well as the
contentious broadening of the marketing concept can now be organised around this
framework. Nonetheless, as Hunt (1976) has concluded, this can only, at best, serve as
channels for the explanation and propagation of marketing ideas. The restriction of
marketing to within the profit / micro / normative dimension may altogether be
unrealistic and unreliable in practice. Recourse has to remain open with the non-profit /
macro / positive paradigm.

2.4.4. RISLEY'S (1972) APPROACHES

Risley's (1972) approaches within the context of modern industrial marketing are time-
linked and have been stratified simplistically into
1. The traditional perspective
2. More recent perspectives
3. Most recent perspectives.
These will be dealt with in turn as follows
1. The traditional perspective
30
Risley (1972) reported that the study of marketing development has occurred rapidly
during the first half of this century from several angles, encompassing the historical,
institutional and functional frameworks in the process.

22. Enis B.M., "Deepening the Concept of Marketing", Journal of Marketing, Vol.37, October
1973, pp. 57-62.
23.Gerwick Jr., B.C. and Woolery J.C., "Construction and Engineering Marketing for Major
Project Services", John Wiley & Sons, 1983.

55
 Risley(1972) considered the historical approach as culture inspired rather than
contributing to marketing improvements because of the quick pace of both environmental
and technological changes. The institutional approach, on the other hand, has been more
pragmatic in considering the marketing problems of buyers and sellers in relation to their
respective operations. Nonetheless, in the in-depth study of each individual institution, it
fails to recognize their Relationship as a whole. The functional approach sought to rectify
this deficiency by the functional listing of marketing activities which typically includes
buying, selling, pricing, storing, transportation, market information, packaging,
advertising, promotion and finance, etc. Its corrective effect lies in the underlying
assumption that the sum of all parts is greater than the whole and that a concentrated
improvement of each individual function will lead to an automatic improvement of the
whole. Because of its divisible appeal, the functional approach has gained momentum in
the teaching syllabus as a result of its attractiveness to the analytical mind.

2. More recent perspectives

These perspectives highlight the alternatives adopted by others which, although
dissimilar in their tone with the traditional approach, are not in any way radically
different. The ecological, systemic and managerial routes are typical of the pursuits
derived from these perspectives. The ecological approach emphasizes survival, security,
stability, success and satisfaction as one moves -up the "passive" ladder of goals
attainment by customers, operation able only in the context of organised group behavior.
Nevertheless, this approach does not seem to have gained any significant limelight in the
marketing literature despite its perceived contributions to the advancement of marketing
knowledge.
The systemic approach sought to relate every relevant components into a
recognizable marketing system wherein their structure and interrelationships can be
identified readily. Both the external and internal factors are integrated within a
hierarchical framework and in the process, broaden the marketing concept which

56
represents a spin-off from the functionalist's approach. Theinherent complexities
generated as a result of one's effort to encapsulate every possible components, however,
seem to leave much to be desired. The recent shift of marketing literature to a managerial
approach is indicative of its growing evidence as a high level management activity. This
appears to be a natural outcome as responsibilities for planning, decision-making and
controlling gradually come under the purview of managers. Quantitative techniques
parallel this infusion but, as Risley (1972) notes, have apparently stopped short of a truly
managerial approach in contributing to decision-making. Again, the emphasis seems to
rest predominately with descriptive examinations of institutional operations and
circumstances of the market place.

3. Most recent perspectives

Each of the approaches above have their own merits and contributions to make in
modern marketing thinking. As Risley (1972) had recognized, "The historical approach
starts us with culture; the institutional provides a start toward segmentation; the
functional furthers this analysis; the ecological contributes the start of customer
recognition - the 'why' of needs, wants, and desires; systems adds integration; the
managerial adds perspective – all evolutionary steps blended in today's decision-making
concept (Risley,1972:16-17)".
Risley (1972) subsequently attempted a decision-making approach, a multifaceted
pursuit which seeks to borrow from the strengths of each of these approaches to solve the
marketing problems of the day. This constitutes a broadening effect, leaving the act of
decision-making to the manager who then develops the solution within the unlimited
scope thus generated, but within the test of relevancy. In considering the overall
31
developmental process of marketing, Risley's (1972) detailed expositions subsequently

24. Luck D.J., "Social Marketing : Confusion Compounded", Journal of Marketing, October 1974,
pp. 70-72.
57
led him to acknowledge that "Marketing, today, is no longer viewed as a set of functions,
principles, or 'laws' to dictate solutions; rather, it is a point of view, a perspective, a
philosophy to aid in the identification of problems, the assembly of relevant information,
both quantitative and qualitative, and an aid in the attainment of the objective, improved
decision making (Risley, 1972:17)".

2.4.5. KEITH'S (1960) REVOLUTIONARY ERAS

Keith's (1960) narrative approach to the marketing revolution within The
Pillsbury Company had gained much approval from many afield in his description of how
marketing has progressively been put into practice. As President of Pillsbury, Keith
(1960) vividly painted the painstakingly slow process of adopting the marketing concept
in his company. In so doing, this confirmed the practical relevance of marketing and
subsequently enhanced its stance further among both its supporters and critics. Keith
32
(1960) divided Pillsbury's progress in the marketing revolution into four separate eras;
these are chiefly the Production era, the Sales era, the Marketing era and the Marketing
Control era. This represents a paradigm which parallels closely with the classical pattern
of development in the marketing revolution. The Production-oriented era, Keith (1960)
notes, started with the formation of the milling company in 1869 and which continued
into the 1930s. The basic emphasis then was on the excellent production resources which
were made Available to Pillsbury by virtue of their privileged locational position. The
Sales era subsequently commenced in the 1930s with a realization of the need to
accommodate consumers' demands. For the first time, an acute attempt was made to
consciously include the wants and prejudices of consumers into the business equation.
The importance of dealers, wholesalers, retailers and distribution channels was

25. Hunt S.D., "The Nature and Scope of Marketing", Journal of Marketing, Vol. 40,July 1976,
pp. 17-28.

58
heightened. It was not however until the beginning of the 1950s that the marketing era
materialized; encouraged further by the groundwork’s laid by the sales concepts of the
previous era. Marketing then permeated throughout the entire organization. The late
1950s witnessed the impetus of a marketing control era with Pillsbury moving from a
company which has adopted the marketing concept to a fully-fledged marketing
company. Marketing influences came to be felt in both short term and long range
company policies.
33
Keith's (1960) expositions represented very well the traditional notion of
development and of the evolution of a one-man entrepreneurship to a multinational
conglomerate. For a skilled tradesman who decides to venture on his own with limited
resources, the initial concentration would undoubtedly be focused upon production as the
only channel within which there is some familiarity. Assuming that the business
flourishes, this would graduate progressively to a sales orientation with production taken
care of by his employees. The venturer's immediate task then lies in procuring enough
orders to sustain his workforce and to keep production going.
With growing prosperity, competitors correspondingly began to surface. The impending
threat to his market share and profitability forces him to re-think his approach and
counter-measures for repulsion. This, it would seem, marks the beginning of the
marketing era.
On the other hand, this does not mean that all the firms have evolved along the
dimensions proposed above. There are examples of firms which started off without any
serious resource constraints unlike the case of the tradesman-turned-entrepreneur just

26. Luck D.J., "Broadening the Concept of Marketing - Too Far", Journal of Marketing,July 1969,

pp. 53-55.

59
described. The success or failure of these firms in the context of a competitive and
changing market place, it would appear, depend very much on whether management
decides to adopt a production, sales or marketing
Orientation at the onset. A timely shift of emphasis, as Keith (1960) has
illustrated clearly in the Pillsbury's case, can help to turn the tide in one's favour. Since
Keith's (1960) notable contribution to the marketing discipline as seen in practice, there
have been other developments along similar lines.
Kotler (1980) and Oliver (1986), for instance, have expanded on this to include
not only the production, sales and marketing eras, but also a societal orientation which
seeks to assess the impact of marketing on both the environment and the consumer's
long-term interests. Keegan (1984), on the other hand, has traced the development of the
"old" marketing concept which focused on product to the "new" concept which shifted
attention from product to customer. This has, in turn, evolved to the present day
contemporary concept which stresses on strategic marketing issues.

2.5. MARKETING MIX

Most marketing texts would not fail to include the marketing mix concept in their
observance of marketing planning and programs. Ever since Borden (1964) originated the
concept of the marketing mix and McCarthy (1964) 34popularized the use of the 4 P's (i.e.
Product, Place, Price and Promotion) in the 1960s, many business plans have been built
to achieve desired profitability and market share objectives through manipulations of
each or a combination of the four key marketing mix components. This represents a
useful functional stereotype of market behavior as marketers strive to adopt a strategic
approach in either sustaining or maintaining their competitive advantages. Despite the
fact that the marketing community has already accepted the marketing mix concept,

27. Levitt T., "The new markets - think before you leap", Harvard Business Review, May-June
1969, pp. 53-67.
60
Magrath (1986) has sought to expand this further by differentiating its applications
between services and the normal product elements. In a well-structured argument, using
examples drawn from the fast-food industry, air cargo services and nursing home
operations, Magrath (1986) maintains that in considering the marketing of services, three
more P's (i.e. Personnel, Physical facilities and Process management) must be added to
the existing mix. While personnel and physical assets serve as marketing surrogates for
conveying the subtle services experience, process management endorses a shift towards
optimization in handling complex and peak loads through gradual industrialization. The
efforts taken to tangibilize the intangible and the avoidance of unpleasant bottlenecks by
industrializing the processes, appear in many ways to be similar to those views driven
home by Levitt (1981).
35
Kotler (1986), on the other hand, went a step further to include the politicization factor.
In the so-called mega marketing issues, Kotler (1986) urged executives to add two more
P's to the four P's of marketing strategy to include both power and public relations.
A derivative of the marketing mix seems to be the product life cycle (PLC) concept, one
in which Baker (1987) has maintained to be a popular and yet the most widely
misunderstood theoretical construct in marketing. The PLC concept draws on the analogy
between the sales growths patterns of successive products and biological life cycles. In
considering the effects of new products, technological advancement. Through research
and development becomes indispensable as innovators continue to displace, and bring to
an end, existing PLCs with their new offerings. Figure 2.1 shows the four stages in the
life of a typical product - introduction, growth, maturity and decline. When a product or
service is first introduced, it has to, firstly, overcome the resistance put up by consumers
regarding the use of new products or services and, secondly, convince consumers of their
superiority over established products or services. This inherently takes time and leads to

28. Zaltman G., LeMasters K. and Heffring M., "Theory Construction in Marketing • Some
thoughts on thinking", John Wiley & Sons Inc., 1982.

61
slow progress. However, once these obstacles are overcome, there is a tendency for
exponential growth as the products become more visibly acceptable to consumers, often
creating in the process, a spill-over effect to other markets. Again, once this effect has
worn off or when long-term interest cannot be instilled, cultivated and sustained within
the consuming body, the market becomes saturated as sales leveled off. It is this phase
which has brought about the downfall of neither companies who have not recognized nor
timely implemented corrective actions to boost sales through further innovations or
diversifications. Products which are beyond redemption will naturally, in due course of
time, commence on the downward slide of decline as shown in the fourth stage of Figure
2.1. In extending this further, the International Product Life Cycle within the framework
of the theory of comparative advantage, has similarly been dealt with by both Gilligan
36
and Hird (1986). The PLC concept, in its contribution to marketing theory, it would
seem, should not be assumed to remain absolute and immune from the changing tides of
time.

2.6. THE BROADENING CONCEPT

Kotler and Levy (1969) created quite a stir in the late 1960s with their paper which
pleaded for a broadening of the marketing concept. Following their controversial
espousal, there were consequential debates which questioned the usefulness of
broadening the concept of marketing to include, among others, non-commercial, religious
and social activities such as
1. A businessman applying for a loan from the bank.
2. A trader bribing government officials.
3. The effort of a student in impressing his mentors.
4. A suitor wooing the heart of a girl.
5. An evangelist spreading the good words of the gospel, and

29. W.J., "Multinational Marketing Management", 3rd Edition, Prentice-Hall, -1984.

62
6. The active service of an employee in his company's in-house club. Introduction
Growth Maturity Decline These activities, undeniably, reflect some of the more
fundamental issues of the marketing discipline. The reasons offered by both Kotler and
Levy (1969) argued for the application of marketing to both business as well as non-
business organizations so long as it seems relevant to do so. In yet another influential
37
paper, Kotler (1972) led the movement to broaden the generic concept of marketing
further from

30. Rodger L.W., "Marketing in a Competitive Economy", Cassell / Associated Business -

Programmes (London), 1965.

63
FIGURE 2.1: THE PRODUCT LIFE CYCLE CONCEPT
Business firm / customer exchange relationships, to organization / customer
exchange relationships, to organization / client exchange relationships. This, in effect,
appears to suggest the notion of societal marketing which encompasses activities of
different organization’s such as museums, churches, universities and political parties in a
wide range of contexts as they affect society in general.
38
Kotler (1972) believes that marketing concepts and techniques can be equally
applied to better understand and manage the relationships between these organization’s
and their clients. This, Kotler (1972) maintains, can be explained through the evolution of
the three levels of marketing consciousness. Consciousness One essentially
conceptualizes marketing as a business activity concerned only with buyers, sellers,
economic products and services. Consciousness Two, representing the original thrust of
the broadening proposition, suggests that marketing is applicable for all organization’s
which have customers. The proponents of Consciousness Three, on the other hand, query
why the marketing concept should only be confined to within an organization’s
transactions with its client group. Rightly, they argued, management engagement should
not be limited to marketing activities involving only its customers but also with its
supporters, suppliers, employees, government, agents, the general and other key publics.
In essence, this last level of marketing consciousness attempts to relate an organization
with not only its consuming sector of the public but also all of its publics.
The broadening effects of Kotler's and Levy's (1969) proposals have raised
serious objections from numerous other marketing scholars, notably Luck (1969, 1974)
who resisted on the grounds that, firstly, the concept has been broadened too far and that,
secondly, in the process of cultivating a social marketing atmosphere, has created. and

31. Levitt T., and Kolter "Marketing intangible products and product intangibles", Harvard
Business Review, May-June 1981, pp. 94-102.

64
compounded further confusion. Enis (1973), in contrast, does not appear to be perturbed
by the broadening proposition apart from suggesting that the marketing concept should
also be deepened so that it can be more comprehensive, better integrated and offer greater
clarity in communications.
Enis (1973) went a step further to classify the counter-arguments put forth by others
against the broadening perspective into three categories.
Firstly, it was argued that marketing, like any other disciplines, has a traditional
domain within which its boundaries should be respected. As such, the procurement of
bank loans should rightfully be within the province of finance while the studies of
governmental corruption belongs to the political science discipline.
The second argument maintained that all activities should be studied within the
framework of their primary functions. Hence, the objectives of both the student and
suitor, mentioned above, are not economically motivated. Although transactional
activities may be generated in the process, these are more incidental than primary to the
main function of their respective objectives.
Thirdly, the last counter-argument asserted that where the nature of the exchange
cannot be accurately predetermined, then the mainstream transaction should be excluded
from the marketing discipline as well. The evangelistic outcome and the employee's
contributions to his company in-house club, mentioned earlier, would accordingly be
excluded from the mainstream of marketing for their lack of specificity in so far as their
respective returns are concerned.

65
2.7. OTHER CONCEFTUAL APPROACHES
This section deals with, albeit briefly, several other approaches which are of conceptual
interests to both the marketing scholar and practitioner.

2.7.1. ECOLOGICAL MARKETING

The ecological approach has long since raised speculation as to its relevance and
usefulness for the marketing discipline. Although there has not been any strong resistance
which oppose the validity of this approach, interest in this direction has remained
relatively mild. A major reason for this lukewarm reception appears to lie in the lack of
an understanding as to how this can be employed gainfully in practice.
Baker (1987), for instance, has noted that the linking of both the PLC concept and
biological life cycles raises the question of whether the analogy of the growth of the
products and organisms at the specific level can be expanded further to include the
evolution of both species and economies at a more general level. In response to the
validity or otherwise of such an approach, Baker (1987) believes that "At a conceptual
level, this seems both possible and worthwhile in other words, the cell modifies itself so
that it can prosper and survive despite the constraints which had impeded its immediate
predecessor. In marketing, such a phenomenon is apparent in a strategy of product
rejuvenation in which either new uses or new customers are found to revitalize demand
39
(Baker, 1987:6-7)". In his treatise of marketing ecology in international business,
Majaro (1982) had harbored similar sentiments and noted that, ecologically speaking, the
arrival of a new species to a natural environment immediately places that environment in
turmoil. Faced with the threats and uncertainties therein, the new species may either
1. Adjust to the entire environment,
2. Emigrate to another environment, or

32. baker., "Marketing as Social Behaviour : A General Systems Theory", Praeger Publishers,
1987.

66
3. Disintegrate and waste away.
There is, Majaro (1982) argues, therefore a link in numerous commonalities
between the ecological concept and the marketing mix concept, the latter assimilating in
many ways the practices of the former's operations in nature. Competitiveness in the
market place, Majaro (1982) maintains, can only be attainable by fine tuning the
marketing mix in relation to the environment. Just as catastrophes can happen in nature
through unconscious and unsound human manipulations, failure to balance the marketing
mix impact on the environment and vice versa can similarly lead to disastrous
repercussions in marketing, particularly in the international arena. This would mean the
adoption of an appropriate strategic approach tailor-made to match the circumstances of
each particular case. However, this practice could have been so well utilised that its
connection with the discipline of marketing may not has been recognised altogether. As
Oliver (1986) has observed, these activities can take the following forms
1. Build - to increase market share.
2. Hold - to maintain market share.
3. Harvest - the focus on short and medium-term profits, often at the expense of long-
term market share.
4. Divest - to withdraw.
Sirgy (1984) similarly attributes the success of firms to their well-placed
"ecological niche" within the market place. Ecological niching, Sirgy (1984) suggests,
consists of both a "core" market where a firm's differential advantage is primarily
positioned to serve, as well as a "fringe" market where the firm's differential advantage is
now secondarily applied. Apart from the contentions above, several others have also
adopted similar perspectives. Bell (1972), for instance, has attempted to explain
marketing using an ecological analogy. Likewise, while Anderson (1970) addresses
marketing as a passive, self-adjusting mechanism, Kracmar (1971) acknowledges this to
be a self-generating process.

67
2.7.2. MACROMARKETING
40
Semantic problems, Bartels and Jenkins (1977) note, have increasingly plagued
the marketing discipline. In their expositions, Bartels and Jenkins (1977) lament at the
way terms such as "social marketing", "generic marketing", "DE marketing" and "met
marketing" are sometimes taken to mean the same thing as "macro marketing".
Through their attempt to authenticate what macro marketing is, or should be, a
comparison was made with yet another term - "micromarketing". While micro theory
,gained popularity in the 1950s when attention was focused on managerial marketing.
macro theory, on the other hand, has only been in the limelight in recent years as the
concern for the social orientation and responsibility of marketing grows. In their
normative approach to distinguish between the two terms, Bartels and Jenkins (1977)
proceeded to define micromarketing models as "constructs of how marketing should be
constructed for best achievement of the objectives of the firm". Similarly,
Macro marketing models are defined as "constructs of how the general marketing
process should be conducted in the best interests of society". Managerial functions, it
would therefore appear, are excluded from the domain of Macro marketing.
Consequently, management is either ignored or confined to within the administration of
public policy in macro literature. Zif (1980), on the other hand, sees similar development
along the micro, macro, international and multinational dimensions and convincingly
argues that when people refer to management in marketing, it would be misleading to
41
relate this only to within the context of a firm. Management, Zif (1980) contends, is
equally applicable to macro marketing when one deals with national infrastructures as
well as the role of marketing in society and economic development.

33. Zif J., "A Managerial Approach to Macromarketing", Journal of Marketing, Vol. 44, Winter
1980, pp. 36-45.-
34. Zaltman G., LeMasters K. and Heffring M., "Theory Construction in Marketing • Some
thoughts on thinking", John Wiley & Sons Inc., 1982.
68
2.7.3. COMPARATIVE MARKETING
A spin-off from both the micro and macro aspects of marketing appears to be
comparative marketing which seeks to compare and contrast the utilities derived from
different products and services, between firms as well as countries. Choice, it would
seem, may be made wiser within a framework which provides information for the various
alternatives available. Similarly, the efficiency and effectiveness of different marketing
systems can be measured and compared only if meaningful data exists. This prompts
Carson (1967) to raise the question of how the techniques of organizing information on
foreign markets into classes or groups can be used in international management. As
Carson (1967) subsequently notes, "Perhaps more than any other business function,
marketing serves as a point of reference for comparing and contrasting business systems
and operations among nations (Carson, 1967:186)".

2.8. MARKETING'S LINK WITH PRACTICE

Despite its apparent crudeness among the perceived sophistication of advance
marketing techniques, barter trade is becoming an increasingly important and useful tool
in both domestic and international marketing.
Kaikati (1976), for example, recollects the reincarnation of barter trade as a marketing
tool following the aftermath of four events which may have propagated its use. These are
1. The expansion of East-West trade.
2. The financial difficulties faced by cash-strapped developing countries.
3. The energy crisis of the 1970s, and
4. Worldwide inflation and recession.
Its development to present-day countertrade status is evidence of the growing
interest vested in this area. This demonstrates the flexibility as well as the willingness of
firms and countries alike to accommodate creative, unfamiliar and sometimes radically
different trade practices. There is therefore a need to link research and development with
marketing to contain creative service arrangements and innovative high-technology

69
product development, an assertion maintained by both Shanklin and Ryans, Jr. (1984).
However, as Shanklin and Ryans, Jr. (1984) 42have pointed out, in corporate research and
development, there is a need to test whether the new products will be acceptable in the
competitive market place. Inevitably, there is a difference between high-technology that
is market-driven as opposed to one that is innovation-driven. The collaborative approach
to marketing, as both Rosenberg and Van West (1984) have considered, seeks to
overcome these discrepancies by the marketer maintaining a long-term, mutually
satisfying relationship with the client through efforts put into building credibility,
involving clients in the business process and appealing to the client's highest values such
as reliability, safety, ecological responsibility, and quality of life, etc. Nonetheless,
internal strife frequently happens within the various departments of a firm, to the extent
that both Shanklin and Ryans, Jr. (1984) have recognized the adverse effects of power
plays or strained relations at the marketing - research and development interface. As a
result, Piercy (1987) not only acknowledges the familiar risks arising from a "marketing
myopia" but also the dangers posed by a "political myopia". Piercy (1987), in tracing the
impact of scientific management theories on marketing management, has subsequently
developed the politicized paradigm. Piercy (1987) argues that because management
theories endorse organizational power and politics, these are imported wholesale and
apply to marketing management as well. These influences are however structured
according to the type of marketing information decision-makers possess. Nevertheless,
far from condemning the distractions of organizational politics, Piercy (1987) seems to
suggest that organizational politics, contrary to popular expectations, may in fact provide
an efficient and desirable means of accomplishing organizational tasks. As noted much
earlier on, Kotler's(1986) expositions of mega marketing reflect the guru's opinions that
successful marketing is increasingly becoming a political exercise. In "Mega markets”,

35. Layton R., "The contemporary relevance of marketing", The Singapore Manager, Singapore
Institute of Management, Vol. 11 No. 2, December 1977, pp. 13-17.
70
Kotler (1986) essentially deals with the problems of how marketers have overcome
protectionism in both the domestic and foreign markets through a display of influence
and political power. Kotler (1986) laments that despite their unethical connotations,
lobbying and bribery seem to indicate the power game marketers play to achieve
marketing objectives.

2.9. SUMMARY
The marketing concept was suggested to have its origin in economics, the other
discipline which is also concerned with the market place. Numerous contentions and
debates have, however, been raised over the precise meaning and definition of marketing,
what it contains or should contain, and how it can be or should be applied as a science
and an art. The profession has evolved through the production and selling eras to
encapsulate the marketing orientation which proponents of the "Marketing Myopia" have
suggested, should not be overlooked because of myopic tendencies. The theoretical
evolution of marketing may be identified within the Periods of Discovery,
Conceptualization, Integration, Development, Reappraisal and Reconceptualization.
Throughout these periods, numerous issues and concepts including macro marketing,
consumerism, systems approach, buyer behavior, behavioral organization, strategic
planning, ecological marketing, comparative marketing, marketing mix, broadening
concept, PLC concept, etc. - were introduced along with the semantic problems which
accompanied the widespread use of unfamiliar marketing jargons. The marketing concept
was also politicized

71
2.10. ANALYTICAL MODULE

Role of Marketing Management in

organization development

Organization development Employee

Value of organization Requirement

Organization Performance More employees

Future Existence of organization Employee satisfaction

Social Validity Increase Employee Future value

72
Generate new idea of product Increase trust of Employee

Create Employment Increase live stander of

opportunity employee

Generate income and revenue Achieve long term goal of

organization

Economic development Employ Motivating

Social problem solve

Organization planning

Risk taking

Distribution

Price, Promotion, place,

product
73
1. Organization development: Marketing management has important factor in
organization development to use of organizational resources to improve efficiency and
expand productivity. It can be used to solve problems within the organization or as a way
to analyze a process and find a more efficient way of doing it. Implementing
organizational development requires an investment of time and money and hires the right
person for the right job to know how to achieve the organization goal and objective.

2. Organization Value: are the qualities that transform a company’s mission and vision
into reality. In essence value outline corporate culture and play an important role in our
everyday activates as manager and marketing management has significant role in
organization value and employee future value .

3. Organization Performance: when the organization has the active marketing

management deportment it effect on organization performance for obtaining the good
brand name in society and it can achieve it long term goal and objective it related the
employee satisfaction to what extant employee is satisfy from management to achieve
the goal and objective of company.

4. Marketing Acts as a Source of New Ideas: The concept of marketing is a dynamic

concept. It has changed altogether with the passage of time. Such changes have far
reaching effects on production and distribution. With the rapid change in tastes and
preference of people, marketing has to come up with the same.
Marketing as an instrument of measurement gives scope for understanding this new
demand pattern and thereby produce and make available the goods accordingly.

5. Marketing Creates Employment: Marketing is complex mechanism involving many

people in one form or the other. The major marketing functions are buying, selling,
financing, transport, warehousing, risk bearing and standardization, etc. In each such
function different activities are performed by a large number of individuals and bodies.
74
 Thus, marketing gives employment to many people. It is estimated that about 40% of
total population is directly or indirectly dependent upon marketing. In the modern era of
large scale production and industrialization, role of marketing has widened.

This enlarged role of marketing has created many employment opportunities for people.
Converse, Huegy and Mitchell have rightly pointed out that In order to have continuous
production, there must be continuous marketing, sonly then employment can be sustained
and high level of business activity can be continued.

6. Marketing as a Source of Income and Revenue: The performance of marketing

function is all important, because it is the only way through which the concern could
generate revenue or income and bring in profits. Buskirk has pointed out that, Any
activity connected with obtaining income is a marketing action. It is all too easy for the
accountant, engineer etc. to operate under the broad assumption that the Company will
realize many dollars in total sales volume.
However, someone must actually go into the market place and obtain dollars from society
in order to sustain the activities of the company, because without these funds the
organization will perish.
Marketing does provide many opportunities to earn profits in the process of buying and
selling the goods, by creating time, place and possession utilities. This income and profit
are reinvested in the concern, thereby earning more profits in future. Marketing should be
given the greatest importance, since the very survival of the firm depends on the
effectiveness of the marketing function.

7. Marketing Is Helpful In Development Of An Economy: Adam Smith has remarked

that nothing happens in our country until somebody sells something. Marketing is the
kingpin that sets the economy revolving. The marketing organization, more scientifically
organised, makes the economy strong and stable, the lesser the stress on the marketing
function, the weaker will be the economy.

75
8. Social problem solve : When organization has a good brand name in society, high profit,
good marketing management system in organization, and better decision making team
and has a future value in society then it can easily analysis what to produce , how to
produce , when to produce ,where to produce and to whom to produce and analysis the
need and want of the society .

76
 CHAPTER III

Research Methodology

77
0.3 Type of Research

Applied .Research

3.1. Research Design Plan:

In development of this research paper we conducted Applied and qualitive of research in

order to elaborate how the effect of marketing management in organization development is.

3.2. Sample design plan:

As our paper is applied in nature, therefore we took overall Privet bank which are AZIZI
BANK, KABUL BANK, AIB BANK,AFGHAN UNITED BANK ,BAKHTER BANK,
ALFALAH BANK , MIAWAND BANK ,GHAZANFAR BANK, BARK AFGHAISTAN
BANK , HABIB BANK AFGANISTAN , FIRST MICROFINANCE BANK , STABDARD
CHARTERED BANK and ARYAN BANK and the rang from 100 person from different
type of employment, for each bank 7 questionnaire and study population included vice
president, marketing manager, and staff of marketing management deportment, the researcher
used purposive stratified and judgmental sampling methods to select the sample for the study.

The study used judgmental sampling design. The basic idea is that each of vice
president, marketing management deportment manger and marketing employee .

Purposive sampling was use because the sample wanted was already known. In total 100
respondents participated in the study.

3.3. Data collection Method& Data source plan:

Both primary and secondary collected for this study. The techniques for data collection
method, which are applicable to the qualitative research process, were therefore use.

Primary data techniques used include:

78
  Self-Completion Questionnaires
Questionnaires were design for the vice president, Market manager and employee of
marketing management in bank.
These questionnaires were in English language as all of them about marketing
management. Questionnaires to employs aimed at getting in depth information on the
marketing management impact on organization development.
3.4. Data analyzing Methods
The study used qualitative methods to analyze the collected data.
Tables and figures present the results. The researcher combined the information from all
sources of information that is
Self-Questionnaires and secondary sources.
Moreover, the study integrated the evidence in the study site with the lessons from
other studies relating to structure of the organization.
3.5. Time Table of Activities :
I predict that this research project will take 5 month. I propose a rough timescale, as follows:

Academic calendar Month Activity

November 2015 Work on Focus groups interview
December 2015 Literature searching.
Checking out the web sites of concerning bank study and
exploration of required data from journal official magazines
and other related sources
January 2016 preliminary data analysis, editing and coding
February 2015  Data cleaning and secondary Analysis.
March 2016 Complete final version – main chapters.
Receive feedback on conclusion and writing
Research report writing and review

79
 CHAPTER IV

RESULT ANALYSIS

80
4.0 Introduction

This chapter presents an overview of the study findings. And there are certain important
Figures in order to analysis the marketing management performance and it influence in
organization development for different purposes It also analyses the findings in
Accordance with the research questions specify in chapter one.

SEX- WIS DISTRIBUTION OF THE RESPONDENTS

Table 4.1
Sex No. of Respondent Percentage
Male 44 44 %
Female 56 56 %
Total 100 100 %

The above table indicates the distribution of the respondents by their sex. Of the total
respondents included in the study majority of the respondent (56%) are Female because
in Afghanistan female are more work in such sector compare to other sectors and while
the rest (44%) constituted by Male.
Figure 4.1

Male
44% Female
56%

81
 MARKETING MANAGEMENT IS THE IMPORTATN FUCNITON OF
ORGANIZATIONA DEVELOPMENT

Table 4.2

Perception No. of Respondents Percentage

Too High 25 25 %
High 29 29 %
Medium 28 28 %
Low 8 8%
Too Low 10 10 %
Total 100 100 %
The above table presents the distribution of the respondent by their perception toward the
marketing management is the important function of organization development. Of the
total respondents more than half (54%) state that marketing management has role in
organization development has too high and high determining role to organization
development as well while the rest (46%) of them opined that there are some other
important factors which the causes of organization development then marketing
management. Hence, it is understood that either marketing management or other factors
are the cause of organization development in the study area.

82
 MARKETING MANAGEMENT IS THE IMPORTANT FUCNITON OF
ORGANIZATIONA DEVELOPMENT

Figure 4.2

Medium
28%

Low
8%

Low and Too

Low
High 20%
29%
Too Low
10%

Too High
25%

83
 IMPACT OF SOCIETY AND INDIVIDUAL ON ORGANZIATION
DEVELOPMENT

Table 4.3
INDIVIDUAL SOCIETY
Perceptio No. of Respondents Percentage No. of Respondents Percentage
n
Too High 40 40%
High 24 24%
Medium 19 19%
Low 12 12%
Too Low 5 5%
Total 36 36% 64 64%
The above table indicates the distribution of the respondents by their perception on the
impact of individual and society on organization development. Of total respondents more
than three –fifth (64%) state that society impact on organization development is too high
and high as well while the rest (39%) of them opined that the impact of individual is
medium, Low and Too low. In this light, it is understood that most of the respondents has
the similar opinion that society has impact on organization development.

84
 IMPACT OF SOCIETY AND INDIVIDUAL ON ORGANZIATION
DEVELOPMENT

Figure4.3
45
40%
40

35

30

25 24%

20 19%

15
12%
10
5%
5

0
Too High High Medium Low Too Low
Individual Society

85
 MARKETING MANAGEMENT GOOD PERFORMANCE HAS EFFECT
ON ORGANIZATION VALUE

Table 4.4

Perception No. of Respondents Percentage

Too High 35 35 %
High 22 22 %
Medium 23 23 %
Low 13 13 %
Too Low 7 7%
Total 100 100 %
The above table indicates the distribution of the respondents by their perception on the
marketing management in accession of good performance impact on organization
development. Of the total respondents more than half (57%) states that marketing
management good performance impact in accession of organization development is too
high and high as well while the rest (43%) of them opined that the impact of good
performance of marketing management on organization development is Medium, Low
and Too low. Hence, it is found that most of the respondents had the similar opinion that
marketing management good performance effect on organization development.

86
 MARKETING MANAGEMENT GOOD PERFORMANCE HAS EFFECT
ON ORGANIZATION VALUE

Figure 4.4

7%
13%
35%
Too High
High
Medium
23%
Low
Too Low
22%

ORGANIZATION DEVELOPMENT COULD SOLVE POVERTY

PROBLEM IN SOCIETY

Table 4.5

Perception No. of Respondents Percentage

Too High 15 15 %
High 28 28 %
Medium 33 33 %
Low 10 10 %
Too low 14 14 %
Total 100 100%
The above table shows the distribution of the respondents by their perception on poverty
problem in society. Of the total respondents more that tow- fifth (43%) states that
organization development impact on their society poverty problem is too high and high
87
as well while the rest (33%) of them opined the organization development impact on
society poverty problem is medium, and (24%) opined Low and Too low. Hence, it is
understood that most of the respondents had the similar opinion that organization
development has effect on society poverty problem.

ORGANIZATION DEVELOPMENT COULD SOLVIE POVERTY PROBLEM IN

SOCIETY
Figure 4.5

14% 15%
Too High

10% High

Medium
28%
Low

Too Low
33%

88
 GOOD MARKETING MANGAEMENT PERFORMANCE IN
ORGANIZATION CREATE MORE EMPLOYENT OPPRTUNITY FOR
PEOPLE

Table 4.6

Perception No. of Respondents Percentage

Too High 30 30 %
High 41 41 %
Medium 15 15%
Low 6 6%
Too Low 8 8%
Total 100 100%
The above table indicates the distribution of the respondents by their perception on good
performance of marketing management in organization create employment opportunity
for people. Of the total respondents more than three- fifth (71%) state that good
performance of marketing management is related to marketing manager in organization
has too high and high as well while the rest (15%) of them opined medium, and (14%)
opined Low and Too Low. However, it is understood that most of respondents had the
similar opinion the marketing management good performance create employment
opportunity for people.

89
 GOOD MARKETING MANGAEMENT PERFORMANCE IN
ORGANIZATION CREATE MORE EMPLOYENT OPPRTUNITY FOR
PEOPLE

Figure 4.6

Medium
High 15% Too Low
41% 8%

Other
14%

Low
6%
Too High
30%

MARKETING MANAGEMENT INFLUENCE THE ORGANIZATION

PRODUCET PRICE DECISION

Table 4.7

Perception No. of Respondents Percentage

Too High 60 60 %
High 27 27 %
Medium 7 7%
Low 3 3%
Too Low 3 3%
Total 100 100%

90
The above table presents the distribution of the respondents by their perception on
marketing management influence the organization product price decision. Of the total
respondents more than four- fifth ( 87%) of them are too high and high as well the rest (7
%) of them are Medium ,and (6%) of them opined Low and Too Low. However, it is
understood that the majority of respondents had the similar opinion that marketing
management is the main factor of product price decision in organization.

MARKETING MANAGEMENT INFLUENCE THE ORGANIZATION

PRODUCET PRICE DECISION

Figure 4.7

60%

27%

7%
3% 3%

Too High High Medium Low Too Low

91
 MARKETING MANAGEMENT HAS A ROLE IN ORGANIZATIONAL
SOCIAL VALIDITY

Table 4.8

Perception No. of Respondents Percentage

Strongly Agree 39 39 %
Agree 42 42 %
Neutral 4 4%
Disagree 13 13 %
Strongly Disagree 2 2%
Total 100 100%
The above table shows the distribution of the respondents by their perception on
marketing management role in organizational social validity. Of the total respondents
more than four- fifth (81 %) of them are strongly agree and agree that marketing
management is the main factor of organizational social validity as well while the rest
(4%) of them are Neutral, and (15 %) of them opined disagree and strongly disagree .
However, it is found the majority of the respondents has the similar opinion that good
marketing management in organization effect the organizational social validity.

92
 MARKETING MANAGEMENT HAS A ROLE IN ORGANIZATIONAL
SOCIAL VALIDITY

Figure 4.8

42%
39%

13%

4%
2%

Strongly Agree Neutral Disagree Strongly

Agree Disagree

ORGANIZATION DEVELOPMENT BY GOOD MARKETING

MANAGEMENT PERFORMANCE IN ORGANIZATION INFLUENCE
THE COUNTRY ECONOMIC DEVELOPMENT

Table 4.9

Perception No. of Respondents Percentage

Strongly Agree 35 35 %
Agree 38 38 %
Neutral 20 20 %
Disagree 4 4%
Strongly Disagree 3 3%
Total 100 100%

93
The above table indicates the distribution of the respondents by their perception the
consequences of marketing management good performance in organization development
influence the country economic development. Of the total respondents more than four-
fifth (73 %) of them are strongly agree and agree that organization development is the
main factor of country economic development as well while the rest (20%) of them are
Neutral, and (7 %) of them opined disagree and strongly disagree . However, it is found
the majority of the respondents have the similar opinion that organization development in
society effect on country economic development.

ORGANIZATION DEVELOPMENT BY GOOD MARKETING MANAGEMENT

PERFORMANCE IN ORGANIZATION INFLUENCE THE COUNTRY
ECONOMIC DEVELOPMENT

Figure 4.9

Neutral Disagree
Agree 20% 4%
38%

Other
7%
Strongly Disagree
3%

Strongly Agree
35%

94
 LACK OF SECURITY IN AFGHANISTAN IS THE MAIN PROBLEM IN
ORDER TO DISTRIBUTE ORGANIZATION GOOD AND SERVICE IN
SOCIETY FOR THE ORGANIZATION DEVELOPMENT

Table 4-10
Perception No. of Respondents Percentage
Strongly Agree 40 40 %
Agree 35 35 %
Neutral 18 18 %
Disagree 3 3%
Strongly Disagree 4 4%
Total 100 100%
The above table present the distribution of the respondents by their perception toward the
lack of security in Afghanistan is the main problem for the organization in order to
distribute it good and service in society for the organization development. Of the total
respondents more than four- fifth (75 %) of them are strongly agree and agree that
security is the main factor for the organization development as well while the rest (18%)
of them are Neutral, and (7 %) of them opined disagree and strongly disagree . However,
it is found the majority of the respondents have the similar opinion that the lack of
security is the main factor for the organization in order to sell it’s good and service in
society for the organization development.

95
 LACK OF SECURITY IN AFGHANISTAN IS THE MAIN PROBLEM IN
ORDER TO DISTRIBUTE ORGANIZATION GOOD AND SERVICE IN
SOCIETY FOR THE ORGANIZATION DEVELOPMENT

Figure 4.10

3%
4%
18% 40% Strongly Agree

Agree

Neutral
35%
Disagree

Strongly Disagree

LOW CONSCIOUSNESS LEVEL AMONG MARKETING MANAGER IS THE

MAIN PROBLEM FACTORS FOR THE ORGANIZATION DEVELOPMENT

Table 4.11
Perception No. of Respondents Percentage
Strongly Agree 34 34 %
Agree 36 36 %
Neutral 17 17 %
Disagree 5 5%
Strongly Disagree 8 8%
Total 100 100%

96
The above table indicates the distribution of the respondents by their perception on low
consciousness level among marketing manager in organization is the main problem for
the organization development. Of the total respondents that the four - fifth (70 %) of
them are strongly agree and agree that lack of marketing knowledge among the marketing
manager is the main problem for the non- development of the organization as well
while the rest (17%) of them are Neutral, and (13 %) of them opined disagree and
strongly disagree . However, it is found the majority of the respondents have the similar
opinion that the lack of expert in marketing for the marketing manager in organization is
the main problem for the organization development.

LOW CONSCIOUSNESS LEVEL AMONG MARKETING MANAGER IS THE

MAIN PROBLEM FACTORS FOT THE ORGANIZATION DEVELOPMENT

Figure 4.11

8%
5%
34%
17%

36%

Strongly Agree Agree Neutral Disagree Strongly Disagree

97
 GOOD PERFORMANCE ACTIVITY OF MARKETING MANAGEMENT
DEPORTMENT IN ORGANIZATION INCREASE EMPLOYEE
STATISFACTION FOR THE ACHIEVING LONG TERM GOAL OF
ORGANIZATION
Table 4.12
Perception No. of Respondents Percentage
Strongly Agree 25 25 %
Agree 46 46 %
Neutral 17 17 %
Disagree 8 8%
Strongly Disagree 4 4%
Total 100 100%
The above table shows the distribution of the respondents by their perception on good
performance of marketing management deportment activity in organization could increase
employee statistician for the achieving long term goal of organization . Of the total
respondents more than four- fifth (71 %) of them are strongly agree and agree that good
activity of marketing management in organization could provide facility for the employ to
achieve long term goal of organization for the future development as well while the rest
(17%) of them are Neutral, and (12 %) of them opined disagree and strongly disagree .
However, it is found the majority of the respondents have the similar opinion that the good
performance of marketing management function in organization increase employ
satisfaction because of providing facility for the employ in this case employ attempt to
achieve long term goal of organization .

98
 GOOD PERFORMANCE ACTIVITY OF MARKETING MANAGEMENT
DEPORTMENT IN ORGANIZATION INCREASE EMPLOYEE
STATISFACTION FOR THE ACHIEVING LONG TERM GOAL OF
ORGANIZATION

Figure 4.12
46%

25%

17%

8%
4%

Strongly Agree Agree Neutral Disagree Strongly

Disagree

99
 LACK OF INFROMATION FROM COMMUNITY MEMBERS NEEDS AND
WANTS FOR THOSE WHO CARRYING MARKETING ACTIVITY SERVICE
IN ORGANIZATION IS THE MAIN FACTOR OF NON- DEVELOPMENT OF
ORGANIZATION
Table 4.13
Perception No. of Respondents Percentage
Strongly Agree 18 18 %
Agree 46 46 %
Neutral 21 21 %
Disagree 9 9%
Strongly Disagree 6 6%
Total 100 100%
The above table present the distribution of the respondents by their perception toward the
lack of information from society need and want for those who carrying the marketing
activity is the main problem for the organization to be for long term existence in society.
Of the total respondents more than three- fifth (64 %) of them are strongly agree and
agree that good activity of marketing in organization could understood the society need
and want as well while the rest (12%) of them are Neutral, and (15 %) of them opined
disagree and strongly disagree . However, it is found the majority of the respondents have
the similar opinion that the good performance of marketing function in organization and
awareness from the community members needs and want is the important factor for the
organization development.

100
LACK OF INFROMATION FROM COMMUNITY MEMBERS NEEDS AND
WANTS FOR THOSE WHO CARRYING MARKETING MANAGEMENT
SERVICE IN ORGANIZATION IS THE MAIN FACTOR OF NON-
DEVELOPMENT OF ORGANIZATION

Figure 4.13

6%

9% 18%

Strongly Agree

Agree

21%
Neutral

Disagree

46% Strongly Disagree

101
 MARKETING MANAGEMENT HAS ROLE IN RISE OF CUSTOMER
SATISFACTION

Table 4.14

Perception No. of Respondents Percentage

Strongly Agree 45 45 %
Agree 27 27 %
Neutral 10 10 %
Disagree 12 12 %
Strongly Disagree 6 6%
Total 100 100%
The above table indicates the distribution of the respondents by their perception on the
customer satisfaction is the important factor for the organization existence in society.
Of the total respondents more than four - fifth (72 %) of them are strongly agree and
agree that marketing management performance in organization increase customers
satisfaction and it is the asset for the organization as well while the rest (10%) of them
are Neutral, and (18 %) of them opined disagree and strongly disagree . However, it is
found the majority of the respondents have the similar opinion that the customer
satisfaction is the important factors for the organization development .

102
 MARKETING MANAGEMENT HAS ROLE IN RISE OF CUSTOMER
SATISFACTION

Figure 4.14

45%

45%

40%

35%
27%
30%

25%

20%
12%
15% 10%
6%
10%

5%

0%
Strongly Agree Neutral Disagree Stronlgy
agree Diagree

EXCELLENCE OF MANAGEMENT AND MARKETING PERFORMANCE

ACTIVITY EFFECT AND INCREASE LONG TERM EXISTENCE OF
EMPLOYEE IN ORGANIZATION
Table 4.15
Perception No. of Respondents Percentage
Strongly Agree 56 56 %
Agree 32 32 %
Neutral 5 5%
Disagree 4 4%
Strongly Disagree 3 3%
Total 100 100%
103
The above table shows the respondents perception about good management and
marketing activity in organization increase employ long term existence in organization .
it shows a large majority (88 %) of respondents opined of them are strongly agree and
agree that good management and marketing both effect in organziaotn development and
employ long term existence as well while the rest (5%) of them are Neutral, and (7 %) of
them opined disagree and strongly disagree . However, it is found the majority of the
respondents have the similar opinion that the doing good management and marketing
activity in organization influence on employ long term existence.

EXCELLENCE OF MANAGEMENT AND MARKETING PERFORMANCE

ACTIVITY EFFECT AND INCREASE LONG TERM EXISTENCE OF
EMPLOYEE IN ORGANIZATION
Figure 4.15

3%
4%
5%
Strongly Agree

Agree

Neutral
32% 56%
Disagree

Storngly Disagree

104
 ROLE OF MANAGEMENT AND MARKETING ACTIVITY IN ORGANZIATON
DEVELOPMETN IS THE MAIN FACTOR FOR THE EMPLOYMENT
RECRUITMENT IN ORGANIZATION
Table 4.16
Perception No. of Respondents Percentage
Strongly Agree 20 20 %
Agree 70 70 %
Neutral 5 5%
Disagree 3 3%
Strongly Disagree 2 2%
Total 100 100%
The above table presents the respondent’s perception toward that management and
marketing activity inside organization create employment opportunity for the people and
it shows a large majority (90 %) of respondents opined of them are strongly agree and
agree that good management and marketing both effect in organization development and
employment opportunity for the people as well while the rest (5%) of them are Neutral,
and (5 %) of them opined disagree and strongly disagree. However, it is found the
majority of the respondents have the similar opinion that the doing good management and
marketing activity in organization create employment opportunity for the society people.

105
ROLE OF MANAGEMENT AND MARKETING ACTIVITY IN ORGANZIATON
DEVELOPMETN IS THE MAIN FACTOR FOR THE EMPLOYMENT
REQUIREMENT IN ORGANIZATION

Figure 4.16
80%

70%
70%

60%

50%

40%

30%
20%
20%

10% 5%
3%
2%
0%
Stronlgy agree Agree Neutral Disagree Strongly Disagree

106
 MARKETING MANAGEMENT HAS A SIGNIFICANT ROLE IN
ORGANIZATION PRODUCT QUALITY

Table 4.17
Perception No. of Respondents Percentage
Strongly Agree 54 54 %
Agree 36 36 %
Neutral 6 6%
Disagree 2 2%
Strongly Disagree 2 2%
Total 100 100%
The above table presents the respondent’s perception toward that management and
marketing activity has significant role in organization product quality for the customer it
shows a large majority (90 %) of respondents opined of them are strongly agree and
agree that good management and marketing activity both effect in organization
development and responsible for the product quality as well while the rest (6%) of them
are Neutral, and (4 %) of them opined disagree and strongly disagree. However, it is
found the majority of the respondents have the similar opinion that the doing good
management and marketing activity in organization product quality and product quality is
important factor for the customer attract for the organization

107
 MARKETING MANAGEMENT HAS A SIGNIFICANT ROLE IN
ORGANIZATION PRODUCT QUALITY

Figure 1.17

54%

36%

6%
2% 2%

Strongly Agree Agree Neutral Disagree Strongly

Disagree

108
CHAPTER V

Discussion

109
 In considering of globalization of markets, aggressive imports competition, increasingly
demanding consumers looking for quality goods and service , new standards of quality and
environment protection and business innovative to approach the opportunities, new market
development program was launched in Afghanistan but unfortunately we could not put in
practical action .

In order strengthening of small and medium businesses which has 80 percent of share in
GDP of Afghanistan.

In my opining both government and economic stockholders should not wait for private
sector to address investment opportunities and find potential markets as well and run their
businesses. Therefore it is task of economic stockholders to address route for private sector and
also promote the businesses.

Today marketing management is the most important function for the commercial
and business enterprise but unfortunately for Afghan entrepreneurs it is a big problem in their
life of entrepreneurship for finding real costumers for their product. However, marketing meet
the customer need and want and the function of marketing management is the process of
planning, pricing promotion, distribution of goods and service to create exchanges that satisfy
individual and achieving organizational objectives, the marketing management process is
responsible for identifying, anticipating and satisfying customer requirement marketing increase
national income, help in maintain economic stability and development of country, marketing
determine future needs of the society and all these factor has a significant role in organization
development but in Afghanistan organization development based on governmental relation,
government support or government position not on the base of marketing policy, maintaining
customers, identify the need and want of customers or competition. Today in Afghanistan
organizations are failed in achieving its target goal and objectives, because lack of government
unique system of investment ;in addition , for organization development here are some
challenges in my own view and this challenge is depend to the organizational functions and
mandates, but generally here in Afghanistan we have many challenges in the way of organization

110
development and I should mention the main challenge for all is lack of security, knowledge and
lack of public awareness regarding products and services..

To the my point of view marketing management has important role in organization

development but in time when we have a professional skillful marketing staff in Afghanistan to
know the overall function and concept of marketing , the way of introducing new product to the
market, attracting real customers and evaluate the customers’ needs , wants and analysis the
environmental function. Otherwise organization may not resist and sustain.

111
 CHAPTER VI

Result vs Discussion

112
 This research presents the marketing management that has a significant role in organization
development and in rise of customers satisfaction based on the distribution of goods and
services by their perception toward the marketing management which is the most important
function of organization development, in a survey which was carried out showed that (54%)
form hundred respondent they believed that marketing is the main force behind the
development of the organization which are profit and customer orientation and marketing
related to meet the need and want of customer and in attracting the customer for its product and
service and also marketing is not only related the selling of physical goods but its making long
term customer relationship and exchange the idea, issue , knowledge and service for the society
need.

As Piercy (1986) address the as a philosophy, an orientation of both organizations and

individual inculcated to fulfilling the client’s needs as the only major objective. And also the
marketing concept can also transformed into organizational terms, utilizing various business
functions such as advertising, promotion, selling, pricing, distributing, etc.

As will Baker (1987) has addressed the organization developmental process very well
when he succinctly describes the historical evolution from both the economic and marketing
perspectives. The desire to optimize the use of scarce economic resources has long been an
economic problem and preoccupation in community living. The division of Labour, first
propounded by Adam Smith, stems essentially from the manufacturing concern where improved
output rates in production were sought as the mainstay to both create the need for exchange and
to enhance the standard of living. This leads initially to simple mechanization and further
enhancement of Labour potential through task specialization, culminating progressively to more
sophisticated and efficient mechanical devices which heralded in the Industrial Revolution. The
population growth which came to be identified with the increased standard of living during this
period, prompted increased demand which, in turn, lent impetus to further betterment in output
and productivity. Concentration and specialization, being consequential offshoots of the
division of Labour, also gave rise to the. Rapid development of both distribution and
communication channels to bridge the growing gap between producers and consumers. This
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scenario characterizes the era of mass Production and mass consumption evident in most
advanced industrialized countries of the world today.
AS Baker (1987) notes, signals the beginning of a marketing orientation where only
goods which are saleable, rather than goods which can be produced readily, are manufactured.
Identification and satisfaction of clients' needs, hitherto, become an activity of paramount
importance. The role and function of marketing within firms have therefore become significant.
As I think marketing management is very important for the management team /
marketing to understand the customers’ needs and sensitivities for better proffering and
solicitations cause it has direct effects on our organizational productivities and outcome (we
should know what is the needs and requirements for our societies and what we should offer to
them and how we should active them to work, benefit them and use them capabilities and
energies in to the good way good way and according to ours, organizational mandate and our
own way of work and we should satisfy them to our deeds.
From my point of view firstly marketing services provide the customers with further
clarifications on the mostly positive aspects of the products, secondly the customers can ask
their questions on the nature of the product via marketing channel, marketing costs provide the
customers with further confidence on the product, without any doubt customer retention is the
most important goal of a business, so customers should be satisfied from the products they
receive and for sure marketing can provide part of this satisfaction to the customers.

114
CHAPTER VII

Conclusion

115
 The present study on marketing management role and its impact in organization
development carried out in Afghanistan. Marketing is the condition and extent of entrepreneur
within the economy, measured in term of customer demand. The causes non- development of
organization are different form organization to organization and the different period of history
base on the environmental analysis. In order to have a clear understanding of marketing,
distinction between some concepts like need, want and purchasing power of customers is
necessary. It also important to discuss some important classic and new theories of marketing
management. Cateora, Piercy, Rodger, Zaltman, Walker, Buzzell, Kurzbard Soldow, Risley,
Baker, Bagozzi etc., are some theorists that their ideas about marketing management for
organization development were discussed in this report. These theories belong to the context of
western countries mostly and based on them, explanation of marketing management and it effect
on organization development in third world countries like Afghanistan is not possible easily
because of lack of proper marketing system.

During the Taliban regimes and before form that starting war in 1987 in Afghanistan less
population, urbanization process, lack of proper marketing development strategy and plans and
the lack of capacity in the marketing management sectors to absorb the entrepreneur interest to
investment, lack of economic stability in country which were the force and main reasons for the
success of an organization were completely devastated. After the Taliban regime in 2001, people
of Afghanistan have found many new opportunities to reduce their economic problems started
investing, foreign investors and fund came to Afghanistan, factories started producing and youth
in society got knowledge and skillful regarding capacity thus marketing problem also somehow
reduced.

Afghan society has started it reconstruction process and emergence of new capacities in
marketing, industry, and distribution of good and service in society may absorb the thousands of
seekers of investor. Economy and culture and generally democratization process of this country
will lead to sustainable development and removing marketing problem. In present situation,
entrepreneur and customer face some problems like lack of security to provide service and

116
distribute its goods which influence the organization development, free market, import of poor
quality good to market by foreigner entrepreneur.

This research was a survey and took place in Kabul city, Afghanistan. In the research it’s aimed
to find the causes and effects of marketing management on organization development.

The aim of this proposed study is to achieve a scientific documented understanding on

the caused and effects of marketing system in Afghanistan and come up with the appropriate
recommendations to provide solutions. Hence, the following steps are the objectives of the
present study;

1) To understand the present marketing condition of the respondents in the study area;

2) To bring out the factors responsible for organization development;

3) To analyze the consequences of marketing management in the organization

development as well the market condition of respondents;

4) To elicit the strategies taken by respondents to combat organization development and

respective consequences by the respondents;

5) To suggest ways and means to rectify the problem for organization development as
well to improve the living condition of the entrepreneur in market.

In this research a combined method of library and field study research methods was used.
For this purpose the review of literatures have done and base on the questionnaires made. The
total respondent was hundred. Among 100 respondents of 60 of them were the superior employ
of the bank and other were the low staff of the related organization.

The data tool for data collection was Questionnaire. The questionnaire was classified into
three parts. First part of questionnaire involved demographic. The second part was the cause of
marketing management on organization development. The third part was the suggestion of
respondents to solve the organization development problems.

117
The present study on marketing management role on organization development was carried out
in Afghanistan. For the purpose, a total of 100 people were the employees of the private bank
respondents. The findings of the study are follows:

Of the total respondents included in the study majority of the respondents (56 %) Female
while the rest (44 %) constituted by female

Of the total respondents more than half (54%) state that marketing management has role in
organization development has too high and high determining role to organization development
as well while the rest (46%) of them opined that there are some other important factors which the
causes of organization development then marketing management.

Of total respondents more than three –fifth (64%) state that society impact on organization
development is too high and high as well while the rest (39%) of them opined that the impact of
individual is medium, Low and Too low.

Of the total respondents more than half (57%) states that marketing management good
performance impact in accession of organization development is too high and high as well
while the rest (43%) of them opined that the impact of good performance of marketing
management on organization development is Medium, Low and Too low.

Of the total respondents more that tow- fifth (43%) states that organization development
impact on their society poverty problem is too high and high as well while the rest (33%) of them
opined the organization development impact on society poverty problem is medium, and (24%)
opined Low and Too low.

Of the total respondents more than three- fifth (64 %) of them are strongly agree and agree
that good activity of marketing in organization could understood the society need and want as
well while the rest (12%) of them are Neutral, and (15 %) of them opined disagree and strongly
disagree

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 Of the total respondents more than three- fifth (71%) state that good performance of
marketing management is related to marketing manager in organization has too high and high
as well while the rest (15%) of them opined medium, and (14%) opined Low and Too Low.

Of the total respondents more than four- fifth ( 87%) of them are too high and high as well
the rest (7 %) of them are Medium ,and (6%) of them opined Low and Too Low. However, it is
understood that the majority of respondents had the similar opinion that marketing management
is the main factor of product price decision in organization.

Of the total respondents more than four- fifth (81 %) of them are strongly agree and agree
that marketing management is the main factor of organizational social validity as well while the
rest (4%) of them are Neutral, and (15 %) of them opined disagree and strongly disagree.

Of the total respondents more than four- fifth (73 %) of them are strongly agree and agree
that organization development is the main factor of country economic development as well
while the rest (20%) of them are Neutral, and (7 %) of them opined disagree and strongly
disagree.

Respondents perception toward the lack of security in country is the main problem for the
organization development in order to distribute its own product in society the Of the total
respondents more than four- fifth (75 %) of them are strongly agree and agree that security is the
main factor for the organization development as well while the rest (18%) of them are Neutral,
and (7 %) of them opined disagree and strongly disagree.

Respondents by their perception on low consciousness level among marketing manager in

organization are the main problem for the organization development. Of the total respondents
that the four - fifth (70 %) of them are strongly agree and agree that lack of marketing
knowledge among the marketing manager is the main problem for the non- development of the
organization as well while the rest (17%) of them are Neutral, and (13 %) of them opined
disagree and strongly disagree.
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 Of the total respondents more than four- fifth (71 %) of them are strongly agree and agree
that good activity of marketing management in organization could provide facility for the
employ to achieve long term goal of organization for the future development as well while the
rest (17%) of them are Neutral, and (12 %) of them opined disagree and strongly disagree.

Respondents by their perception on the customer satisfaction are the important factor for the
organization existence in society. Of the total respondents more than four - fifth (72 %) of them
are strongly agree and agree that customers satisfaction is the asset for the organization as well
while the rest (10%) of them are Neutral, and (18 %) of them opined disagree and strongly
disagree.

Respondent’s perception about good management and marketing activity in organization

increase employ long term existence in organization . it shows a large majority (88 %) of
respondents opined of them are strongly agree and agree that good management and marketing
both effect in organization development and employ long term existence as well while the rest
(5%) of them are Neutral, and (7 %) of them opined disagree and strongly disagree.

The respondent’s perception toward that management and marketing activity inside
organization create employment opportunity for the people and it shows a large majority (90
%) of respondents opined of them are strongly agree and agree that good management and
marketing both effect in organization development and employment opportunity for the people
as well while the rest (5%) of them are Neutral, and (5 %) of them opined disagree and strongly
disagree.

respondent’s perception toward that management and marketing activity has significant role
in organization product quality for the customer it shows a large majority (90 %) of respondents
opined of them are strongly agree and agree that good management and marketing activity both
effect in organization development and responsible for the product quality as well while the rest
(6%) of them are Neutral, and (4 %) of them opined disagree and strongly disagree

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121
CHAPTER VIII

Recommendations

122
 My recommendations are based upon personal observation and most of them are
based upon opinions of the experts of the organization for the improvement of
profitability and over performance.

If the organization overcomes this weakness and place experts at their proper place. It
will increase the success of obtaining organizational goals.

8.1. DEVELOP IT’S VISION AND MISSION STATEMENTS

Organization should has a clearer understanding of what the organization will do
and why for development, entrepreneur are are in a prime position to develop the
statements that will capture it ideas.
As entrepreneur should look at potential statements. Vision and mission
statements that are wide in scope allow for a sense of continuity with a community
history , traditions and broad purposes.

8.2. MARKETING PLAN

For the organization development entrepreneur should gathered all necessary
information, he or she then sit downs to prepare the marketing plan. The marketing plan
represents a significant element in the business plan for new venture. Primarily the
marketing plan establishes how entrepreneur will effectively compete and operate in the
marketing place and thus meet the business goals and objectives of new venture.

8.3. LEARN WHAT IS IMPORTANT TO PEOPLE IN YOUR COMMUNITY

Once developing your vision and mission statements is the first step in
developing, the action plan the will guide your effort, it is especially important that these
first steps are well grounded in community beliefs and values. Knowing the need and
want and important issues in community is vital for the development of organization.

123
 For example you’ll want to know what aspects of it are most important to community
members, what their experience with it has been, what needs they have in relation to it
and what actions or interventions they’ re most likely to support.

8.4. ENVIRONMENTAL AND INDUSTRY ANALYSIS

It is important to put the new venture in a proper context by first conducting an
environmental analysis to identify trends and changes occurring on a national and
international level that may impact the new venture. Examples of these environmental
factors are:
 Economy: The entrepreneur should consider trends in the GNP, unemployment by
geographic area, disposable income and so on.
 Culture: An evaluation of cultural changes may consider shifts in the population by
demographics.
 Technology: Advances in technology are difficult to predict. However , the
entrepreneur should consider potential technological development determined form
resources committed by major industries. Being in a market that is rapidly changing due
to technological development will require the entrepreneur to make careful short term
marketing decisions as well as to be prepared with contingency plans given any new
technological developments that may affect his or her product or service .

8.5. IDENTIFY AND EVALUATE THE OPPORTUNITY

Opportunity identification and evaluations is a very difficult task. Most good
business opportunities do not suddenly appear, but rather result from and entrepreneur’s
alertness to possibilities.

124
8.6. DETERMINE SWOT ANALYSIS OF THE ORGANIZATION
SWOT stand for: Strength, Weakness, Opportunity, and Threat. A SWOT
analysis guides entrepreneur to identify the organization‘s strengths and weaknesses (S-
W) as well as broader opportunities and threats (O-T). Developing a fuller awareness of
the situation helps with both strategic planning and decision making.
The SWOT method was originally developed for business and industry, but it is equally
useful in the work of community health and development, education, and even for
personal growth.

8.7. MARKET DEVELOPMENT STATEGIES

Entrepreneur should identify strategy to grow by selling the firm existing products to new
groups of customer. Growth also can occur through market development strategies.
Marketing development strategies involve selling the firm’s existing products to new
groups of customer, New groups of customers can be categories in terms of geographic or
demographics and on the basis of new product use.

8.9. PRODUCT DEVELOPMENT STRATEGIES

Entrepreneur should develop strategies for growth involves developing and
selling new products to people who are already purchasing the firm’s existing product.
Experience with a particular customer group is a source of knowledge on the problems
customers have with existing technology and ways in which customers can better serve.

8.10. ASSESS THE OPPORTUNITY

Entrepreneur should understand why the deal makes sense for your company.
Does it drive revenue, lead to new users or enable the company to enter a new market or
vertical? When the goal is clear and measurable, it makes it easier to address issues.

125
8.11. MAKE DEALS CAREFULLY
Entrepreneur should know that there‘s a big difference between doing deal and doing
the right deals. A good dealmaker can help identify a false signal when there is just
enough market momentum and revenue to mass the greater opportunity.

8.12. UNDERSTANDING ORGANIZATIONAL PERFORMANCE

MANAGEMENT.
Organizational change should not be conducted for the sake of change.
Organizational change efforts should be geared to improve the performance of
organizations and the people in thus organization. Therefore, it is useful to have some
understanding of what organizations performance

126
CHAPTER IX

Limitation

127
 This study is an attempt to analyze marketing management role in organization
development .The study specifically focuses on marketing management in organization
development, therefore the data obtained here is limited to these two sectors, and thus
they cannot be generalized to other organization.
 Internees are not supposed to study all the available material about the organization due to
certain confidential policies.
 Limited time period for understanding of the organization especially what is the marketing
management policy and producer in organization.

 Insufficient time of interviews with senior staff members.

 Some of the data is not available in documented form.
In spite of the above mentioned problems, I tried my best to overcome all these limitations
and shortcomings to best of my abilities.

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 Questionnaire

This questionnaire is made by Zabihullah Asadi , Ph.D student of CMJ University,

Shillong Magalaya, whom would like to carry out a survey on (The role of marketing
management in organization development ) for thesis for Ph.D degree. The thesis
attempts to outline the marketing management role in organization development and to
assess its future potential. For this I would need your assistance and I would be grateful if
you might answer the following questions:

1. Gender: □ male □ female

2. Education:

□ 12 □ 14 □bachelors □Master □PhD

3. Does your organization has a marketing management office?

□ yes □No
4. How many employees it has?

Under 10  20  30  40  plus 50 

133
5. Does marketing management is one of the important function of organizational
development?

□yes, □NO,
If yes, to what extent?

□ too high □ high □Medium □Low □Too low

6. In your view, marketing management performances in organization development belong
to which option?

□ Individual, □society,
To what extent?

□ too high □ high □Medium □Low □Too low

7. Does marketing management have a significant role in organization development?

□yes, □No,
If yes, to what extent?

□ too high □ high □Medium □Low □Too low

8. In your view, good performance of marketing management has effect on organization
value?

□ Yes, □No,
134
 If yes, to what extent?

□ Too high □ high □Medium □Low □Too low

9. Does the organization development could solve poverty problem in society?

□yes, □No,
If yes, to what extent?

□ too high □ high □Medium □Low □Too low

10. Does good marketing management performance in organization create more employment
opportunity for people?

□yes, □No,
If yes, to what extent?

□ too high □ high □Medium □Low □Too low

11. Does the marketing management influence the organizational product price decisions?

□yes, □No,
If yes, to what extent?

□ too high □ high □Medium □Low □Too low

To what extent do you agree with following statement?

12. Marketing management has a role in organizational social validity.

135
 □strongly agree, □agree □neutral □Disagree □strongly dis agree

13. In your view, organization development by good marketing management performance in

organization could influence the country economic development?

□strongly agree, □agree □neutral □Disagree □strongly dis agree

14. Lock of security is the main problem in order to distribute organization good and
service in society for the organization development?

□strongly agree, □agree □neutral □Disagree □strongly dis agree

15. Low consciousness level among marketing manager is the main problem factors for the
organization development.

□strongly agree, □agree □neutral □Disagree □strongly dis agree

16. A good performance activity of marketing management deportment in organization

increase employee satisfaction for achieve long term goal of organizing.

□strongly agree, □agree □neutral □Disagree □strongly dis agree

17. Lock of information from community members needs and wants for those who
carrying marketing management activity service in organization is the main factor of non-
development of organization ?

□strongly agree, □agree □neutral □Disagree □strongly dis agree

136
18. Marketing management has a significant role in customer satisfaction.

□strongly agree, □agree □neutral □Disagree □strongly dis agree

19. Excellence of management and marketing performance activity effect and increase long
term existence of employee in organization.

□strongly agree, □agree □neutral □Disagree □strongly dis agree

20. Role of management and marketing activity in organization development is the main
factor for the employment requirement in organization.

□strongly agree, □agree □neutral □Disagree □strongly dis agree

21. What challenge are you looking for the organizational development? Please explain

22. What are the key to the marketing management success in organization development?
Please explain
23. Does the marketing management have main factor in the customer satisfactions in
society? Please explain

s
137