Have you ever wondered why some once-dominant industries falter and fade away despite seemingly having a superior product? This episode delves into Theodore Levitt's seminal article, "Marketing Myopia," which argues that the downfall of many "growth" industries isn't due to market saturation, but rather a failure of management to define their business broadly and focus on customer needs instead of narrow product orientation.

We explore Levitt's insightful analysis, starting with the classic example of the railroads, which declined not because the need for transportation diminished, but because they saw themselves as being in the "railroad business" rather than the broader "transportation business". This product-centric view blinded them to emerging opportunities and allowed competitors like cars and airplanes to capture their customers. Similarly, we examine how Hollywood nearly succumbed to television by defining itself as being in the "movie business" instead of the wider "entertainment business". Their initial scorn and rejection of TV as a threat stemmed from this narrow perspective.

The episode also highlights contrasting examples like DuPont (nylon) and Corning Glass Works, which have sustained growth by maintaining a thorough customer orientation, constantly seeking new ways to apply their technical know-how to satisfy evolving customer needs. We discuss the self-deceiving cycle that many growth industries fall into, characterized by beliefs such as the assurance of growth due to population expansion and the lack of competitive substitutes.

Furthermore, we unpack Levitt's distinction between selling (focused on the seller's needs) and marketing (focused on the buyer's needs). The episode touches upon the dangers of a product provincialism that blinds companies to evolving customer needs and potential substitutes, using the buggy whip industry as a poignant illustration.

Finally, we address the potential pitfalls of being overly focused on research and development at the expense of understanding and addressing customer needs, using the electronics and petroleum industries as examples. Levitt emphasizes that a truly successful organization must view itself as a customer-creating and customer-satisfying organism, with leadership playing a crucial role in fostering this customer-centric mindset. This episode serves as a crucial reminder that sustained growth hinges on understanding and meeting customer needs, rather than simply pushing products.

Source: Marketing Myopia by Theodore Levitt (Harvard Business Review)