Useful to an organization than if he or she sees innovation as part of the work. Indeed, it is almost un-American to attribute all the opportunity for creative work to some “top group.” The supervisor or junior manager who does not try to develop his or her own solutions to problems will be less Surely opportunities for innovation exist, however, on a smaller scale and at all levels of the organization. We might also hear the argument that innovation is really a function of top management only. Employees are, after all, “customers” who “buy” jobs from employers with their time and effort. This marketing viewpoint can actually guide us not only in dealing with guests but in dealing with employees as well. Concern and responsibility for marketing must, therefore, permeate all areas of the enterprise. It is the whole business seen from its final result, that is, from the customer’s point of view. But it is first a central dimension of the entire business. Marketing requires separate work and a distinct group of activities. Marketing is so basic that it cannot be considered a separate function (i.e., a separate skill or work) within the business, on a par with others such as manufacturing or personnel. Marketing, however, also includes a way of thinking about problems that is often the hallmark of the successful manager. The specific work of marketing is usually handled by a separate department. However, marketing is, basically, determining what the customer wants and then providing it in a way that makes it reasonably easy for the customer to obtain, while pricing it to recover the cost and make a profit.
Some, for instance, would argue that marketing is an activity of the sales department. Is and that the central functions of a business are innovation and marketing.īefore discussing Drucker’s theory and applying it to our industry, we should pause for a moment to consider whether his line of reasoning applies to all of us in management and supervision. Drucker argued that the customer determines what a business Peter Drucker, the economist and management consultant, stated that the basic purpose of business is to “create a customer,” that is, to determine unfulfilled consumer needs and find a way to fill them. Let us look at the basic work of a business (or any other organization, be it a hospital, nursing home, or school cafeteria). In order to better understand the management function, one must understand the nature of work and the organization.
Anticipating Guest Needs in Providing Hospitality Service.Making a Profit in Food Service Operations.
Restaurants as Part of a Larger Business.
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