Learning objectives After studying this chapter, readers will be able to: discuss the different interpretations of marketing in relation to the evolution of management and marketing discourse, and the relationship between a holistic strategic business management philosophy and an integrated conceptualisation of marketing appreciate the role of cross-function management and employees' systemic strategic thinking as critical management tools with which to successfully institutionalise a process-oriented organisational perspective and enable the holistic implementation of the marketing concept explain the relationship between integrated marketing and total quality management describe the contextual background behind the emergence of services marketing and management, and discuss the new relationship marketing paradigm and its associated challenges understand different contributions of total quality management and business process reengineering to strategic business management thinking and practice define the new role for the marketing department discuss the criticality of effective management of customer and market information and knowledge for the successful implementation of the marketing concept and strategic business management. Introduction The previous chapter highlighted some of the key strategic management challenges now faced by many organisations in the context of the growing importance of marketing services, or the servitisation of businesses (see Vandermerwe and Rada, 1988). The extensive illustrative case-based discussion underscored how business success in services is determined by the quality of a range of strategic management decisions and actions made in relation to both the external and internal organisational environment.
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