ABSTRACT
A useful starting point is to examine the defini tion of a "product'. The definition used here is that offered by Philip Kotler (1994). It remains the most suitable for our purposes in that it is concise, measurable and comprehensive. A product is anything that can be offered to a market for attention, acquisition, use or consumption, that might satisfy a want or need. A product may, therefore, be seen to embrace more than a branded, packaged good offered for sale. The definition has been widened to include services which include tourism, as well as the benefits and services that products bring with them. Black and Decker is an example of one company which has for many years had a mar keting orientation which is evident in the way in which they perceive their customers. Asked about what business they are in, the company's response is that it is to sell solutions to clients who purchase their products with a particular problem in mind. Black and Decker do not see their mission as being particularly to sell electri cal drills, but to make and sell equipment to meet
client needs. So, if clients wish to bore holes in wood, steel or plaster, Black and Decker will seek to meet that need with the best product for mulation, incorporating the most up-to-date technology available. Looking at the business in these broad terms, it becomes clear that with 'technology push', the tools used to drill holes will change substantially over the years. By taking a broad view, Black and Decker are, therefore, prepared to consider alternative technologies, perhaps thermal lances or laser technology, as they become available. The prob lem of drilling holes leaves itself open to a num ber of possible future solutions.
