CUSTOMER ORIENTED MARKETING CONCEPT AND STRATEGIC ENTERPRISE DEVELOPMENT IN BALKAN ECONOMIES

FACTA UNIVERSITATIS
Series: Economics and Organization Vol. 1, No 8, 2000, pp. 9 - 16
CUSTOMER ORIENTED MARKETING CONCEPT
AND STRATEGIC ENTERPRISE DEVELOPMENT
IN BALKAN ECONOMIES
UDC 658.8:65.012.2 (497)
Vinka Filipovi?, Vesna Mili?evi?, Nevenka Zarki?-Joksimovi?
Faculty of Organizational Sciences, University of Belgrade, Jove Ilica 154, 11000 Belgrade
Abstract. This paper presents the relationship between the level of marketing
organizing and program orientation of an enterprise. The focus is on exploring
marketing significance related to the selection of enterprise's program orientation and
competitive position in the market in the context of achieving planned goals. The role
of marketing management and related new marketing concept supporting strategic
enterprise development in transition process of Balkan economies are of special
importance.
1. INTRODUCTION
The choice of program orientation and production program is deeply related to the
general orientation of an enterprise and with the quality of organizing. The best orienta-
tion is the one that is focused on the creation of the values for the customers and it results
with superiority in the target market. This orientation requests successful organizing and
managing national economy and faster marketing and production progress in the industry
of Balkan countries, in order to succeed in the market of European Union, as well as in
global market. Marketing activities are very important in scanning environment and in
market researches, in order to create quality information basis for selection of prosperous
industrial activities and programs.
2. ANALYSIS OF MARKETING ORGANIZING LEVEL AND IT'S INFLUENCE ON THE CHOICE
OF PROGRAM ORIENTATION
In the current transition process in Balkan countries, one of the basic priorities is
reformulation of program orientation, production programs and product quality. The pur-
pose of analysing production programs is to create competitive product portfolio. Com-

Received January 15, 2001

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V. FILIPOVI?, V. MILI?EVI?, N. ZARKI?-JOKSIMOVI?
petitive "benchmarking" is based on combining marketing management and research and
development activities.
Internal values and standards mainly influenced the traditional approach to the market
and production in most Balkan countries. The main characteristic was selling and persua-
sion of possible customers to buy product, without considering their actual needs. The
problem of production program modernization and it`s adaptation to current changes were
neglected. Due to objective and subjective circumstances, enterprises of Balkan countries
were not followed sufficiently by adequate organizational actions in developing those
activities that would systematically, in an organized and well-coordinated way, perform
restructuring production program and program line of an enterprise, in accordance with
market development end changes in demand.
Today, this has obviously become one of the main problems for the attainment of ade-
quate position of Yugoslav enterprises in the international markets. In the 1990's entire
policy in the area of product and innovations consisted of orientating enterprises to devel-
opment of those production programs and products which were in demand in the local
market, and only exceptionally, with certain additions and modifications in the interna-
tional market also.
This is confirmed by the situation that was characterized by large dependence upon
import (technology, raw materials), irrational use of own natural resources, negligence of
own knowledge and innovations. All these problems led to the critical point characterized
by carelessness about implementation of marketing knowledge in development of prod-
ucts and technological innovations.
This appears to be one of the basic factors that are creating difficulties in the process
of transition and faster adjustment to globalisation process.
On the other hand, low level of production and sales organizing has direct influence
upon market freshness and relevance of production and sales program and quality of
products compared to developed countries. That is one of the restrictive development
factors of an enterprise and complete economy. Therefore, "modern" organization and
management of enterprises represent important issue. According to K. Simmonds "phe-
nomenon of modern organization and management is something that should be added to
an economy in order to stimulate growth and development" [7].
Determination of program orientation and production program means existence of a
wide information basis of diverse content. Namely, production program shouldn't be made
without establishing well-organized information system in the environment and market
first. For, product mix results from demands and needs of future users for whom a product
is being created.
Creating values for the customers is base for width, length and depth of product mix.
The successful combination is the one that results in continuos creation of real values for
the customers.
Realistic recognition of indicators, connected to the existing program orientation and
production program of enterprises in Balkan countries, prescribes the essence of the busi-
ness orientation. It is reflected upon organizational form and the level of implementation
of marketing concept. For analysing present situation and the level of implementation of
marketing in Yugoslav enterprises, we rely in some of the former statements in literature
of which Kotler`s is the most important. According to Kotler, there are five rivalling con-
cepts known in practice, which could be applied in business orientation of an enterprise.

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Customer Oriented Marketing Concept and Strategic Enterprise Development in Balkan Economies
11
Production concept emphasizes priority of production itself. It considered to be one of
the oldest, but traditionally the most applied concept in enterprises of Balkan countries.
This concept is based on assumption that customers will buy offered products. Manufac-
turers do not pay much attention to the width, depth and consistency of the production
program, but concentrate on finding ways of increasing production. Volume of production
is the main indicator of business success, but not invoiced sales and position of the prod-
uct in the market. Manufacturers proceed from their internal possibilities and resources,
not caring about future development tendencies of needs and consumption. This approach
creates wrong structure of production and sales program either quantity or quality. Such
orientation of manufacturers contributes to downward tendency in the quality of organi-
zation and weakening of responsibility of people in production, especially in choosing
production program and product quality range, design, fashion trend, etc. This is because
most of the enterprises are concentrating on themselves alone, on the problems of dispro-
portion between production and the needs of the market and environment. Quality of
organization here drops on the level of the whole organization. Many activities that are
performed in the business process of the enterprise are not synchronized with production
activities, which weaken communication and organization connections between business
functions, management and employees. Inadequate structure of the production program
and supply leads to wrong formation of consumption and channeling of income, which
have reverse effect on channeling production. Namely, due to inadequate supply of the
sales range of product, such structure of consumption is formed in the market that does
not correspond to the needs of the most potential customers. Customers are not supplied
from the domestic resources and that leads to creation of the inventory, to the lack of the
working capital, to the decrease of the level of living etc. All these problems decrease
chances for the survival of an enterprise and it's connecting with the other partners.
Product concept proceeds from the assumption that customers will buy those products
that are by quality and properties representing an achievement in an area. Enterprise di-
rects its potentials to the production of high quality products and continuously works on
their improvement, not noticing often-large changes that occur in the supply market. And
the changes are often going in different direction of the strategic orientation of enterprise.
When a product, instead of a need, is the center of attention there is a risk of missing the
wanted degree of capital turnover and utilization of the market, because sales of products
depend on whether customers will be willing to buy the product and how many such cus-
tomers there will be.
Quality of marketing organizing is evaluated based on annual success and the current
efficiency and organization level by momentary profitability of the product. Those devel-
oping countries that are deprived of the clear competitive product positioning are not very
familiar with this conception, except in the case of licensed production.
Sales concept is the most often applied in Yugoslav enterprises. The starting point is
the so-called aggressive sales, i. e. putting maximum efforts into promotion and advertis-
ing of a product. Such concept originates from two reasons: either production capacities
are over dimensioned and need to be kept busy or is achievement of program targets and
their realization conditioned by the level of technical-technological equipment and devel-
opment of the enterprise, so that what is produced has to be sold. It is clear, then, that the
aim is to sell what can be produced and what the program has planned long time ago, but
not to change the production program and not to make large investments into develop-

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V. FILIPOVI?, V. MILI?EVI?, N. ZARKI?-JOKSIMOVI?
ment of new products or technology. It should be pointed out here that today there are
strong tendencies in our practice for this concept of aggressive sales and commercial ad-
vertising to settle with the belief that it is a type of modern marketing. Therefore, there is
a misunderstanding when it is said that marketing is not only sales.
Such business and program orientation is often cause of dissatisfactory quality of or-
ganizing and leads to disturbances in functioning of the elements of business system in-
fluencing directly business results. In the first place, if the complete production is not
sold, stocks are accumulated. Accumulation of stocks automatically slows down vital
functions of the enterprise. Administrative and management bodies and other functions in
an enterprise don't concentrate on problems of further improvement of organization qual-
ity, but on solving the problem of stocks. This means that production program and sales
possibilities in the market must be harmonized. Program orientation based on sales con-
cept did not appear effective in practice and did not show visible results in increasing the
quality of organization. Even the best organization of individual functions in the enter-
prise – sales in the first place, cannot guarantee sufficient quality of organizing of the en-
terprise on the whole, if product range of program orientation does not fulfil demands of
the market.
Many enterprises today are confronted with ever decreasing quality of organizing and
danger of total disintegration, if problem of sales of products and production program is
not approached from marketing aspect. They are forced to seek more efficient organiza-
tion structures, and to reconsider assumptions of their business and program orientation in
the first place, for creating conditions for complete business transformation. Yugoslav
enterprises must not neglect intense environmental changes in the process of establishing
the elements of supply and production.
3. CUSTOMER ORIENTED MARKETING CONCEPT
In order to be successful it is necessary to realize that good reputation is based upon
quality and attractive product/services and putting customers in the first place.
Today, it is obvious that customer focused concept of marketing is developing towards
strategic marketing approach. The very essence of this concept means knowing custom-
ers, but the primary goal, instead of profit, is satisfying stakeholders` expectation.
Stakeholders are known as the individuals or groups interested in company's activities,
such as employees, managers, customers, suppliers, government etc. Furthermore, the
focus is on the advantages of the environment. The environment, that is constantly
changing, requires flexibility for which it is necessary to have strong marketing function.
Combining marketing activities may neutralize some of the negative environmental influ-
ences. It is necessary to be aware of all the current changes in order to achieve modern,
marketing oriented organization.
Beside the importance of product capacities and marketing strategies, success depends
also upon the effort of employees. Human resources are the key, integrative component
for both internal and external factors and, therefore, they must be treated carefully.
Three basic processes, innovation, operations and customer creation and services, are
the basis for competitive position (Figure 1).

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Customer Oriented Marketing Concept and Strategic Enterprise Development in Balkan Economies
13
Analysis
Research
Development
Innovation process
Design
Inputs
Production
Delivery
Operation process
Strategy
Research
Communications
Service
Customer creation and service
Fig. 1. Basic processes for competitive position of company
Neither of these activities is related to marketing only. These three groups of men-
tioned activities are depending upon the effort of entire organization and cooperation with
other organization - external partners (Figure 2).
Supplier partnerships
Joint
R & D
Design
Customer
ventures
partnering
Sales and
Finance
service
Core
Systems
Co - marketing
of the
suppliers
firm
Marketing
Manufacturing
Strategic
Competitor
alliances
Logistic
Information
partnerships
Fig. 2. Interaction between marketing and other internal and external elements
Nowadays, many companies are not product or sales oriented, but are focusing on fi-
nancial resources. They believe that primary goal is to achieve the greatest possible finan-
cial result from the existing resources. These companies are developing marketing con-
cept "one-on-one", that includes servicing known customers, creating strong brand and
monitoring constant changes related to the market and technological environment.
Nevertheless, customer oriented marketing concept still is the most often used mar-
keting approach today. Five essential elements of customers' orientation are given in Fig-
ure 3.

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14
V. FILIPOVI?, V. MILI?EVI?, N. ZARKI?-JOKSIMOVI?
Organizational
success
Entire
Customer
Right-side-up
organization
needs
organization
Competitive
advantage
Fig. 3. Customer oriented marketing concept
Customer orientation requires organizational changes and increased level of product
quality in order to gain competitive advantage.
One of possible organizational changes is based upon "team" approach, which consists
of the following steps:
1. Identification of important opportunities and chances.
2. Gathering the adequate team for their implementation.
3. Making the most of all the opportunities and improving total quality of business.
4. Realization of every project in correspondence with the actual problem and
environmental changes.
Marketing managers are supposed to be leaders of these teams. Basic conditions for
the successful implementation of these changes are managers that are experts in marketing
and are dedicated to fulfilling customer needs, but also familiar with techniques of mar-
keting researches.
Generally speaking, the basic characteristic of enterprises in Balkan countries is ne-
glecting the marketing concept as business philosophy that involves various changes in
entire organization. The managers believe that it is sufficient simply to form marketing
department, applying propagand activities or redesigning catalogues and brochures.
The implementation of marketing orientation includes having well-defined goals,
long-termed dedication to customers and participation of all employees in creation of the
value for the market. The changing process may be observed through six phases given in
Figure 4.
Mission
Education
and training
Marketing
Implementation
audit
Strategy
Maintenance
formulation
Fig. 4. Phases of the changing process

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Customer Oriented Marketing Concept and Strategic Enterprise Development in Balkan Economies
15
Today, activities of marketing management may be identified as three core assign-
ments. First of them is identification of opportunities and threats, that are caused by the
changes. Under opportunities we consider the possibilities for new products, distribution
channels and services, providing the chances of penetration on the new markets. On the
other hand, the meaning of threats denotes disability of predicting changes, losing markets
and on the very end, the company itself.
The second assignment is developing support process that is going to provide realiza-
tion of these opportunities. This requires forming project teams and partnerships in order
to implement the innovation, new products and services.
The third assignment of marketing management is creation of the strong brands, which
are impossible to imitate and focused in customers, thus providing their loyalty. Long-
termed point of view requires organization focused on the customer, which is going to
constantly seek for the new answer to his needs.
Top management must at first, clearly define the goals related to target groups, and
then motivate employees for their realization. The goals must be in accordance with the
goals and satisfaction of customers. Employees should realize that being the best results
from customers` preferences, which are established by activities of marketing manage-
ment, such as researching of customers` needs, forming teams for seeking quality solu-
tions and distribution of product/services better than competitors. In Balkan countries, the
process of education in a field of marketing is necessary for implementation of market-
oriented business.
4. CONCLUSION
Marketing concept is the base of market-oriented business. In competitive economy
customers may choose from whom and how to buy, while production program is con-
stantly evolving in accordance with their demands. In order to be successful, enterprise
must always provide superior value, better than competitors, when it comes to quality,
price and services. Marketing combination of management activities should find the best
way to fulfil customers` needs and follow new organizational changes. New organiza-
tional changes denote new internal and external dimensions of marketing. Internal are
related to teamwork and creation of data basis about customers and business partners, and
external with developing partnership relations, not only with the customers, but also with
the suppliers and distributors.
REFERENCES
1. Armstrong, G., Kotler, P., Marketing - An Introduction, Prentice Hall, Upper Saddle River, New Jersey,
1999.
2. Doyle, P., Bridgewater, S., Marketing Innovation, Butterworth-Hainemann, 1998.
3. Doyle, P., Marketing Management and Strategy, Prentice Hall Europe, 1998.
4. Filipovic, V., Kostic, M., Marketing menadžment, FON, Beograd 2000.
5. Kellogg on Marketing, The Kellogg Marketing Faculty, Nortwestern University, John Wiley & Sons
Inc., 2001.
6. Kotler, P., Marketing Management 1,2, Informator, Zagreb 1988.
7. Simmonds, K., The Role of Marketing in Economic Development, XI Kongres JUME, Belgrade, 1988.

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V. FILIPOVI?, V. MILI?EVI?, N. ZARKI?-JOKSIMOVI?
RELEVANTNOST NOVOG MARKETING KONCEPTA ZA
PREDUZE?A BALKANSKIH EKONOMIJA
Vinka Filipovi?, Vesna Mili?evi?, Nevenka Zarki?-Joksimovi?
U radu je prikazan odnos izmedju nivoa marketing organizovanja i programa orjentacije
preduze?a. Fokus je na istraživanju zna?aja marketinga za selekciju programa orijentacije
preduze?a i konkurentsku poziciju na tržištu u kontekstu postavljenih planskih ciljeva. Uloga
marketing menadžmenta i novog marketing koncepta je posebno važna za podržavanje
strategijskog razvoja preduze?a u procesu tranzicije balkanskih zemalja.

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