Total Quality in Marketing
CRC Press, Aug 1, 1995 - Business & Economics - 296 pages
Total Quality in Marketing integrates the two areas of marketing and quality management and demonstrates how they are mutually compatible and complementary. Its primary focus is to assist managers in applying total quality principles to the overall marketing management process-preparing for a more highly competitive marketplace. Practical guidelines and processes are offered on how quality initiatives impact planning, organization, implementation, and quality control.
This unique and valuable book presents a systems approach to quality-how to operationalize in the context of both the management and marketing cycles. It demonstrates how to establish effective team-based practices as well as describes the pitfalls of quality programs that are introduced as stand-alone programs without any linkage to overall strategy.
This useful new book serves as a teaching tool and comprehensive reference source for integrating total quality. Case studies, exercises and chapter profiles also provide excellent support materials.
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Overview of Total Quality
History of Total Quality
House of Quality
Systems and Total Quality
Using TQM to Compete Globally
Opportunities and Issues Analysis
Working in Teams
Implementing SelfDirected Teams
Implementing Total Quality in Marketing 703
achieve activities additional information analysis applied areas Baldrige Award benchmarking chapter company's competitive concept continuous improvement control charts Corporation cost criteria criterion cross-functional teams customer needs customer satisfaction cycle defined Deming Prize Deming's discussed Edwards Deming effective employees empowerment Ethyl Corporation example Federal Quality Institute Figure firms flowchart focus focused functions global goals House of Quality identify implementation industry internal involved Japanese Juran keiretsu leaders leadership Malcolm Baldrige management system manufacturing measurement ment methods Motorola operational organization organization's organizational Pareto chart percent performance problems product development product or service Quality Abstracts quality and productivity quality control quality efforts quality improvement quality programs quality system Reengineering relationships responsible Rubbermaid says the author scientific management score Shewhart standards statistical steps strategy success suppliers tion top management Total Quality Management vision Voehl Walter Shewhart workers