Postoje podnikovej praxe a odbornej verejnosti v Slovenskej republike k marketingu
ATTITUDES OF ENTERPRISE PRACTICE AND PROFESSIONAL PUBLIC TOWARDS MARKETING IN THE SLOVAK REPUBLIC

Summary/Abstract: In today’s economic practice marketing has become a factor which distinctly in-fluen-ces enterprise competitiveness. Marketing management must ensure early obser-vation of changes in the market, in customer’s needs, sales conditions, rival behaviour, price movements etc. and thus evolve the ability to react quickly and efficiently to changes that could invoke dramatic economic impacts for an entrepreneur. Marketing manifests itself also by its ability to activate and influence demand and thus gain the customer and his confidence, and eventually raise the entrepreneur’s share in the mar-ket for a certain com-modity or service. In this positive sense marketing has an aggres-sive – nevertheless always ethic – character. Successful companies are not satisfied with passive information recording, but operate actively to influence purchase decisions of potential customers. Their activity manifests itself in providing the „right products“ at the „right time“ and in the „right way“ (e.g. efficient way in the long run) for the „right price“. Marketing’s aspiration to cover long-range time horizon is not an aim in itself – it is a precondition of the long-term stability of an enterprise. In other words, the enter-prise must be informationally, organizationally, personally and technically managed in such a manner that could enable quick marketing measures as a reaction to possible changes in external market environment. Under the condition of a high autonomy degree of enterprise functioning in the market economy, enterprise management cannot decide and solve any investment de-sign, any change in production programme, any capital demanding transaction, any change in organizational structure etc. without the co-operation of the marketing divi-sion, e.g. without marketing information, which qualitatively and quantitatively identi-fies and evaluates external market conditions (mainly needs, demand, price develop-ment and competitive environment), and thus enables optimum strategic decisions. The marketing approach demands that enterprises base their strategies and plans on exploiting their strengths and soundly explore market possibilities; this would enable them to choose the best way to fulfill their turnover and profit aims. Enterprises today still lack deep knowledge on what they are able to do better than their rivals, what they possess as an „individual advantage“ – competitive advantage resting on satisfying certain customer groups. Instead of this, they increase the total volume of sales and calculate with minimum profitability for all products and markets, not taking into ac-count the magnitude of partial markets, market growth rates or the phase of the prod-uct’s life cycle. Many facts point at difficulties that many enterprises have to face be-cause their separate divisions or branches control their enterprising in terms of momen-tary profits or losses even at the expense of abandoning valuable and once hard acquired market shares. ...

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