The meaning with product concept
The product concept holds that consumer will favor those products that offer the most quality performance or innovative features. Managers in these product-orientated organizations focus their energy on making superior products and improving them overtime.
Under this concept, managers assume that buyers admire well-made products and can appraise product quality and performance.
However, these managers are caught up in a love affairs with their product and do not realize that the market may be less “turned on”.
Marketing management becomes a victim of the “better mousetrap” fallacy, believing that a better mousetrap will lead people to beat a path to its door.
Product oriented companies often design their products with little or no customer input. They trust that their engineers will know how to design or improve the product. Too often they will not even examine competitors’ products because “they were not invented here.”
The product concept leads to marketing myopia, a focus on the product rather than on the customer’s need.
Railroad management thought that users wanted train rather than transportation and overlooked the growing of the airlines, buses, trucks and automobiles.
Slide rule manufacturers thought that engineers wanted slide rule s rather than the calculating capacity and overlooked the challenge of pocket calculators.
Churches, department stores, and the post offices all assume that they are offering the public the right product and wonder why their sales falter.
These organizations too often are looking into a mirror when they should be looking out of the window.
The meaning with product concept
