Theodore Levitt

Todas las grandes industrias fueron alguna vez una industria en crecimiento. Pero algunas que ahora están montadas en una ola de entusiasmo por el crecimiento están muy a la sombra del declive. Otras que se consideran industrias de crecimiento experimentado en realidad han dejado de crecer. En todos los casos, la razón por la que el crecimiento se ve amenazado, se ralentiza o se detiene no es que el mercado esté saturado. Es porque ha habido un fallo de gestión.

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At some point in its development, every industry can be considered a growth industry, based on the apparent superiority of its product. But in case after case, industries have fallen under the shadow of mismanagement. What usually gets emphasized is selling, not marketing. This is a mistake, since selling focuses on the needs of the seller, while marketing concentrates on the needs of the buyer.
In this widely quoted and anthologized article, first published in 1980, Theodore Levitt argues that &#8220;the history of every dead and dying &#8216;growth&#8217; industry shows a self-deceiving cycle of bountiful expansion and undetected decay.&#8221; But, as he illustrates, memories are short.
The railroads serve as an example of an industry whose failure to grow is due to a limited market view. Those behind the railroads are in trouble not because the need for passenger transportation has declined or even because that need has been filled by cars, airplanes, and other modes of transport. Rather, the industry is failing because those behind it assumed they were in the railroad business rather than the transportation business. They were railroad oriented instead of transportation oriented, product oriented instead of customer oriented.
For companies to ensure continued evolution, they must define their industries broadly to take advantage of growth opportunities. They must ascertain and act on their customers&#8217; needs and desires, not bank on the presumed longevity of their products. In short, the best way for a firm to be lucky is to make its own luck.
An organization must learn to think of itself not as producing goods or services but as doing the things that will make people want to do business with it. And in every case, the chief executive is responsible for creating an environment that reflects this mission.

Marketing Myopia

En algún momento de su desarrollo, toda industria puede considerarse una industria en crecimiento, basándose en la aparente superioridad de su producto. Pero en un caso tras otro, las industrias han caído bajo la sombra de una mala gestión. Lo que se suele enfatizar es la venta, no el marketing. Esto es un error, ya que la venta se centra en las necesidades del vendedor, mientras que el marketing se concentra en las necesidades del comprador.
En este artículo ampliamente citado y antologado, publicado por primera vez en 1980, Theodore Levitt sostiene que "la historia de cada industria de 'crecimiento' muerta y moribunda muestra un ciclo autoengañoso de expansión pródiga y decadencia no detectada". Pero, como él mismo ilustra, la memoria es corta.
Los ferrocarriles sirven de ejemplo de una industria cuyo fracaso en el crecimiento se debe a una visión limitada del mercado. Quienes están detrás de los ferrocarriles tienen problemas no porque la necesidad de transporte de pasajeros haya disminuido o incluso porque esa necesidad haya sido cubierta por los coches, los aviones y otros medios de transporte. Más bien, la industria está fracasando porque los que estaban detrás de ella asumieron que estaban en el negocio del ferrocarril en lugar del negocio del transporte. Estaban orientados al ferrocarril en lugar de al transporte, orientados al producto en lugar de al cliente.
Para que las empresas garanticen una evolución continua, deben definir sus industrias de forma amplia para aprovechar las oportunidades de crecimiento. Deben averiguar las necesidades y deseos de sus clientes y actuar en consecuencia, no confiar en la presunta longevidad de sus productos. En resumen, la mejor forma que tiene una empresa de tener suerte es crear su propia suerte.
Una organización debe aprender a pensar en sí misma no como productora de bienes o servicios, sino como hacedora de las cosas que harán que la gente quiera hacer negocios con ella. Y en todos los casos, el director ejecutivo es responsable de crear un entorno que refleje esta misión.

Miop&iacute;a del marketing

At some point in its development, every industry can be considered a growth industry, based on the apparent superiority of its product. But in case after case, industries have fallen under the shadow of mismanagement. What usually gets emphasized is selling, not marketing. This is a mistake, since selling focuses on the needs of the seller, while marketing concentrates on the needs of the buyer. In this widely quoted and anthologized article, first published in 1980, Theodore Levitt argues that “the history of every dead and dying ‘growth’ industry shows a self-deceiving cycle of bountiful expansion and undetected decay.” But, as he illustrates, memories are short. The railroads serve as an example of an industry whose failure to grow is due to a limited market view. Those behind the railroads are in trouble not because the need for passenger transportation has declined or even because that need has been filled by cars, airplanes, and other modes of transport. Rather, the industry is failing because those behind it assumed they were in the railroad business rather than the transportation business. They were railroad oriented instead of transportation oriented, product oriented instead of customer oriented. For companies to ensure continued evolution, they must define their industries broadly to take advantage of growth opportunities. They must ascertain and act on their customers’ needs and desires, not bank on the presumed longevity of their products. In short, the best way for a firm to be lucky is to make its own luck. An organization must learn to think of itself not as producing goods or services but as doing the things that will make people want to do business with it. And in every case, the chief executive is responsible for creating an environment that reflects this mission.

Miopía del marketing

Resumen.

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