The Marketing Concept and its Implementation in an Industrial Environment

  • Roy W. Hill
  • Terry J. Hillier
Part of the Macmillan Studies in Marketing Management book series


An increasing number of people are questioning whether marketing has a value to business and a useful role in society1, and it is important at the outset of this book to clarify the position regarding the marketing of such goods as raw materials, components, capital equipment and industrial services. This chapter puts forward the view that in industrial markets the marketing concept can be very relevant as long as its implications are fully realised by suppliers. Some weaknesses of industrial-marketing activities are identified at both the strategic and tactical levels, and the chapter concludes by developing a preliminary framework for the study of industrial buying behaviour and briefly outlines the structure of the remaining chapters. It is propounded that the full and effective implementation of the marketing concept can only be achieved by having a profound understanding of customer purchasing tactics and strategies. This is the starting point for improving the profitability of industrial-marketing activities, particularly in the area of selling.


Sales Force Industrial Market Marketing Communication Marketing Concept Tactical Level 
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Notes and Reference

  1. 1.
    M. Rines, ‘Let’s Talk of Graves’, editorial comment, Marketing (January 1974);Google Scholar
  2. 1.
    J. Humble, ‘From M.B.O. to S.R.A.’ Marketing (February 1974) p. 10.Google Scholar
  3. 2.
    C. B. Ames, ‘Trappings vs. Substance in Industrial Marketing’, Harvard Business Review (July—August 1970 ) pp. 93-102.Google Scholar
  4. 3.
    L.—G. Mattsson, ‘System Selling as a Strategy on Industrial Markets’, Industrial Marketing Management, vol 3 (1973) pp.107-20.CrossRefGoogle Scholar
  5. 4.
    These questions have been partly based on A. Shuchman, ’Industrial Marketing Planning’, Seminar Manual, University of Bradford Management Centre (July 1973).Google Scholar
  6. 5.
    P. J. Robinson and C. W. Faris, Industrial Buying and Creative Marketing ( Boston: Allyn & Bacon Inc., 1967 ) p. 288.Google Scholar
  7. 6.
    P. Guillet de Monthoux, ‘A Study of Organisational Buying for Industrial Marketing Purpose’, paper presented at the marketing workshop of the European Marketing Education Association (May 1973).Google Scholar
  8. 7.
    C. D. Kellogg, ‘The Human Element in Industrial/Technical Purchasing; Imra Journal (May 1970) pp. 16-18,Google Scholar
  9. 8.
    M. T. Cunningham and J. G. White, ‘The Determinants of Choice of Supplier’, European Journal of Marketing, vol. 7, no. 3 (Winter 1973 ).Google Scholar
  10. 9.
    S. H. Kennedy, ‘The Rationality of the Industrial Buyer: A Study in the Transport Industry’, M. Sc. dissertation, University of Bradford Management Centre (1970).Google Scholar
  11. 10.
    B. Farrington, ‘Industrial Source Management — a Study of Source Searching and other Supplies Management Techniques, including Product Cost Management, Used in the Purchase of Sintered Products’, M.Sc. dissertation, University of Bradford Management Centre (1975).Google Scholar
  12. 11.
    For the various ways of communicating to industry see R. W. Hill, Marketing Technological Products to Industry, ‘Essentials of Marketing Series’ (Oxford: Pergamon Press, 1973 ) p. 139.Google Scholar
  13. 12.
    R. Smith and P. Turnbull, ‘When Marketing is a Myth’, Financial Times (17 January 1974 ).Google Scholar
  14. 14.
    M. T. Wilson, ‘Using Market Research Techniques in Sales Operations’, Marketing (August 1973).Google Scholar
  15. 15.
    J. N. Sheth, ‘A Model of Industrial Buyer Behaviour’, Journal of Marketing, vol. 37 (October 1973) pp. 50-6.CrossRefGoogle Scholar

Copyright information

© Roy W. Hill and Terry J. Hillier 1977

Authors and Affiliations

  • Roy W. Hill
  • Terry J. Hillier

There are no affiliations available

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