Marketing culture

Marketing Culture - Every company has a specific culture. The corporate culture comprises the values and norms that are decisive for the behavior of the company. Corporate behavior is part of the corporate identity (personality of the company) that shapes the corporate image (the perception of the company).

The company's culture influences the strategy and tactics used to conduct marketing. Marketing culture is the special way a company behaves in the market. The quality of the marketing culture is characterized by two characteristics: behavior towards customers and behavior towards the competition.

1 . Behavior towards customers

Marketing means market-oriented company management, ie aligning all activities with customer expectations. If you want to be successful in the market, you have to remember that marketing is done by people. Customer-oriented behavior is only possible with satisfied employees. Between the satisfaction of employees and customers as well as the company
The following relationships exist:

  • Satisfied employees create satisfied customers
  • Satisfied customers result in satisfied employees
  • Satisfied employees and satisfied customers are loyal to the company

A company's range of services is judged by customers not only on the basis of material characteristics (e.g. the technical equipment of the products), but also on the basis of immaterial characteristics such as B. the friendliness, trustworthiness and empathy of the employees. The market success of a company depends above all on the performance of its salespeople, who are the spearheads of marketing. However, customer orientation does not only affect the employees in sales, but also the entire staff of the company.

Since ultimately all employees and executives live from the orders of the customers, every person has to behave in a customer-oriented manner, from the porter to the clerk to the owner or managing director of the company. If in-house staff (e.g. employees) and external staff (e.g. sales representatives) or internal and external staff work together optimally, there are synergy effects for the company.

The prerequisite for the company's success is that the marketing culture is visibly exemplified by the executives, ie words and deeds must match. The example of the managers makes a significant contribution to how employees behave, because a picture is worth a thousand words. Marketing culture ultimately means to consciously and consistently include the market in the company and to adjust the entire staff “from head to toe” to “love” the customers.

If you want to be successful in the market, you have to think from the outside in, ie you have to accept that the customers are the actual employers. Customers only give a company work if it is able and willing to satisfy their needs or to fulfill their wishes as well as to solve their problems, ie to satisfy the customers. The satisfaction of the customers depends on the extent to which the service provided by the company corresponds to the expectations of the promised service. Customers are satisfied when they get at least the service they expected (customer satisfaction).

However, satisfied customers do not guarantee long-term success because they are indifferent to their loyalty to the company and only passively recommend its range of services. Such customers are a potential for poaching attempts from the competition. It is therefore important not only to meet customer expectations, but to exceed them.

Wenn die Kundenerwartungen übertroffen werden, entstehen Präferenzen für das Unternehmen, d. h. dauerhafte Kundentreue und aktive Word-of-mouth advertising. Die Folgen davon sind mehr Aufträge für das Unternehmen und sichere Arbeitsplätze. Die Erhöhung der Kundenzufriedenheit bewirkt nachweislich eine Steigerung des Umsatzes und Gewinnes sowie des Return on Investment (Gewinn in Prozent vom investierten Kapital).

2. Behavior towards the competition

Anyone who wants to be successful in the market should behave fairly towards their direct and indirect competitors. Competitors should not be viewed as rivals, enemies, or opponents, but rather as competitors for the customers' favor.

Those who want to be preferred by customers do not necessarily have to be cheaper, but above all better, ie they have to outperform the competition in terms of performance. The performance competition can z. B. relate to the following elements of the marketing mix:

  • Innovative products (Unique Selling Proposition USP)
  • Fast customer service (Unique Service Proposition)
  • Flächendeckende Versorgung (Unique distribution Proposition)

The performance of the competitors should not be made bad towards the customers. but rather serve as a challenge to constantly optimize your own offer. Competitive benchmarking can provide valuable suggestions for improving the company's competitiveness. The better the competitiveness or marketing culture of a company, the higher its turnover, profit and return on investment are usually.

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