: 330.112:658.5 Robul Y., PhD, Associate Professor, I.

Mechnikov National University in Odesa, Ukraine HOLISTIC CONCEPT OF MARKETING, MARKETING EFFICIENCY, AND COMPETITIVENESS OF AN ENTERPRISE Marketing plays an increasingly important role in management of an enterprise as markets and consumers further develop their needs and capacities. However, increasing costs of common marketing tools and customers, getting more and more experienced determine decline in both results and efficiency of custom marketing policy. Marketing efficiency and its contribution to fulfilling strategic goals of an enterprise became widely discussed issues for companies' executives and a popular research domain for marketing scholars worldwide. In this domain two major streamlines could be seen: one dedicated to exploring and development of sophisticated methods of tracking marketing performance, while another is aimed at examination of conformity of marketing concept to the conditions of economics and entrepreneurship of nowadays. Many researches believe that marketing might only be an efficient tool in strengthening of competitiveness of an enterprise when broadening its concept towards implication of issues, previously having not been considered to belong to the subject like sustainability, and macroeconomic impact thereof. This communication is aimed at exploring to what extent should be developed a modern marketing concept in order to facilitate competitiveness of an enterprise. In the framework of Resource Based View (RBV) competitiveness is determined by possession of resources, meeting four basic requirements value, rarity, inimitability, non-substitutability:(a) it must be valuable, in the sense that it exploits opportunities and/or neutralizes threats in a firms environment, (b) it must be rare among a firms current and potential competition, (c) it must be imperfectly imitable, and (d) there cannot be strategically equivalent substitutes for this resource that are valuable but neither rare or imperfectly imitable[1, p. 105-106]. However, the firms resources might not be sufficient to sustain competitive advantage, as only few resources are productive. Firms need to have distinct capabilities to integrate different resources and make them perform some advantageous task or activity [2, p. 24,85]. Resources are the source of a firms

capabilities and capabilities are the main source of achieving competitive advantage [3, p. 375]. A firms capabilities may be viewed as glue that binds together all the resources and enables them to be deployed advantageously. Dominant economic drivers call for maximizing corporate profit and shareholder returns through efficient management of resources and competitive marketing that is responsive to customer needs [4, p. 102]. Such an approach means that shareholders and customer needs be adjusted by distribution and allocation of resources harmonising with a proper response to customer needs, which shapes not only rational or immediate utility, but also such popular concerns as subjective wellbeing, societal issues and long term prosperity. It results in development of a holistic marketing orientation and promotion of an organisation to sustainability. Holistic marketing orientation has to mix a traditional marketing orientation [5, 6], macromarketing, corporate social responsibility, and ecological orientation as capabilities needed for exploring and integration of necessary resources. As sustainability heavily relies on management of knowledge [3, 7, p. 110-111], reshaping marketing orientation has to include a building of learning organisation. Thereby, in the market economy, a competitive organisational performance is to be a synthesis of sustainable oriented and learning organisation with a broadened concept of marketing. References 1. Barney J. Firm resources and sustained competitive advantage / J. Barney // Journal of management. 1991. Vol.17, Issue 1. p. 99-120. 2. Penrose E. T. The Theory of the Growth of the Firm /E. T. Penrose 3rd Edtion, Reprinted. New York: Oxford University Press, 1995. 296 p. 3. Grant R. M. Prospering in dynamically-competitive environments: Organizational capability as knowledge integration / R. M. Grant // Organization science. 1996. Vol.7, Issue 4. p. 375-387. 4. Vorhies D. W. A Configuration Theory Assessrnent of Marketing Organization Fit with Business Strategy and its Relationship with Marketing Performance / D. W. Vorhies, N. A. Morgan // Journal of Marketing. 2003. Vol.67, Issue 1. p. 100 - 115. 5. Narver J. C. The effect of Market orientation on Business profitability / J. C. Narver, S. F. Slater // Journal of Marketing. 1990. Vol.54, Issue 4. p. 20-35. 6. Narver J. C. Creating a Market Orientation / J. C. Narver, S. F. Slater, B. Tietje // Journal of Market-Focused Management. 1998. Vol.2, Issue 3. p. 241-255. 7. Grant R. M. Toward a knowledge-based theory of the firm / R. M. Grant // Strategic Management Journal. 1996. Vol. 17, Winter Special Issue. p. 109-122.
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