The Research On The Organizational Marketing Change In Strategic Revolution

Organizational Marketing is the markets happened between two organizations, named"a group of people to a group of people"marketing. In the world of actual marketing, the volume of the deals among organizations is far more than the deals to individuals. Due to the complexity and differentiation of the needs of the organizational customers, the seller's core competence is the capability of the integration and utilization of its resources to satisfy the customer's needs. The successful organizational marketing depends on whether the seller could integrate its capabilities and resources to satisfy the customer's needs and manage the relationship with the customer successfully. The challenge to organizational marketing manager includes managing resources and the relationship with the customers.Although the research on organizational marketing covers comprehensive categories, the research on the organizational marketing revolution usually focuses on how we should adjust the marketing strategy to adapt the change of external environment .The author thinks we should actively manage the organizational market revolution in strategic change. It's different with the passive adaptation to the change of external environment.The enterprise in strategic revolution faces intensive external environment changes, which may also make the organizational customer's need change intensively. By the way, the enterprise's strategy, resources, capabilities, structure and culture may be changed intensively. The organizational marketing manager should face the above-said changes and integrate its resources and capabilities to satisfy customer's need correspondently. Thus the marketing manager should make clear the driving factor of strategic revolution, the new strategic direction of enterprise, and think how to manage marketing revolution to support strategic revolution.The author thinks marketing manager should analyze industrial trend, market opportunity, organizational customer's need, the intention of strategic revolution, the new strategic direction of enterprise, the business mode, the real situation in enterprise, and take the above-mentioned factors in his consideration while planning the marketing revolution. The above-said marketing revolution planning is a dynamic process, which makes marketing function to be the connection between the enterprise in strategic revolution and external change.Upon the consideration of the above-said factors, we can make the"bridge"between the operation of our enterprise and customer, and develop the marketing core competence in change. We should not only take our attention to the external change, but also manage the marketing revolution corresponding to the internal change caused by strategic revolution. We should not only know how the external change influences organizational marketing, but also make marketing revolution to match the strategic revolution. Otherwise, we'll get a marketing plan making by"formal"process, but conflicting with strategic revolution.The thesis summarizes the previous relevant research on organizational marketing at first, then proposes that there are seven essences composing the core competence of organizational marketing, named the driving essences composing the core competence of organizational marketing. The seven essences are as below:Customized Solving PlanCustomer Relationship ManagementMarketing Flexibility depending on CompetitionIndustrial ResourceThe Marketing People's Professional AbilityCustomer ServiceTeam-WorkingThe competence in the above-mentioned essences is the key to gain organizational customer. The author thinks we should keep our competence in these essences strong in strategic revolution. The author further proposes that there're some winning essences which are extremely important for a specific enterprise to gain organizational customer or win in the competition. The proposal on the seven essences composing the core competence of organizational marketing and wining essences will do help for the marketing manager to know systematically on how to get core competence of organizational marketing in change.Secondly, the thesis identifies the challenge to organizational marketing caused by the change of the external and internal environment. To make clear the intrinsic logicality of the strategic revolution, the thesis applies the theory of business mode to take the external environment, internal activity and financial goal into consideration as a whole. This provides strategic frame for understanding the intrinsic line of strategic revolution process.Because organizational marketing is the bridge of enterprise and external world, the author thinks there is intrinsic correlation between business mode and organizational marketing, which means organizational marketing should be consistent with business mode. The marketing manager should manage the marketing revolution to match the change of business mode.In third part, the thesis combines the theories of strategic revolution and organizational marketing to study the way on how to take all of changes into unified consideration frame to plan the marketing revolution. These changes include the change in external environment, and the internal change such as business mode, strategy, resources, capabilities, structure, culture and people. The systematical marketing planning process could make marketing revolution be the support to strategic revolution. The planning is an active process, other than passive adaptation to the external change.To support the research, the thesis provides two cases study about the organizational marketing revolution in china. The analysis covers external and internal change such as customer need, business mode, strategy etc., and the change in position, competition strategy, and marketing composition. From the analysis of the two cases, the author makes clear the strategic planning order from analyzing external change to business mode, strategy, and organizational marketing. The author also shows the steps the two enterprises establish their core competence of organizational marketingThe innovations of the thesis are as below:First, the thesis is the research combining strategic revolution theory and organizational marketing theory. The author thinks the organizational marketing manager should take the change of external and internal environment into consideration when planning marketing revolution. Only by this way, he can make organizational marketing revolution be congruent with strategic revolution. The process is different with the thoughts that marketing should adapt to the change of external environment passively.Second, the thesis summarizes seven essences composing organizational marketing core competence. Furthermore, The author thinks there're winning essences which are extremely important for a specific enterprise to gain organizational customer or win in the competition. These summaries help organizational marketing manager to build up the core competence of organizational marketing in strategic change, and develop the core marketing competence differentiated with competitor.Third, the thesis applies the business mode theory to study organizational marketing. This is a new point of view in marketing research. Because there's intrinsic connection between business mode and organizational market, using this tool can do help for the marketing manager to plan marketing revolution consistent with strategic revolution. And by the way, marketing manager will find new solving plan valuable to customer and himself while taking business mode into consideration.The case study in the end of the thesis provides support to the combination research of strategic revolution theory and organizational marketing theory. Because the research crossing different theories needs the test of reality, the case study is necessary. Furthermore, the two cases are in the author's personal experience. All of description about industrial environment, competition status, strategy, and the procedure of revolution are more detailed, comprehensive, and close to the truth. The case study covers the change of industry trend, business mode, competition and the construction of core competence of organizational marketing. It's different from the superficial investigation mode used by the outside observer...