Management must think of itself not as producing products but as providing customer-creating value satisfactions… the organisation must learn to think of itself not as producing goods or serving but as buying customers, as doing the things that will make people want to do business with it.”So how does this work in practice? The idea of marketing myopia strikes again in the sense the Blockbuster forgot who they were selling products and services for — people wanting to see movies. There are three core considerations to take into account.This seems like an obvious one, but it’s something many companies overlook. If your business is B2B you will also need to consider firmographics like job title, company size, industry, etc.Knowing these things allows you to shape your marketing strategy.

"So what happened?

No matter how good your offering is, if something faster, better, or more convenient comes along, customers are likely to favour that.This is where it went wrong for Blockbuster and for the railroads Levitt mentioned. Theodore Levitt does an exceptional job of describing the destructive marketing trap that ultimately throws businesses out the door. In 2007, the same year it delivered its 1 billionth DVD, Netflix launched a streaming service and set itself on the path to becoming the entertainment giant we know today.As this was happening, Blockbuster tried to adapt (even attempting a buy-out of Netflix as it struggled in its early years), but failed at every turn. When launching their wearable tech offering Google Glass, the tech giant failed to understand the product’s value to the consumer.

They failed to adapt and innovate in a consumer-technology market that was, and continues to, evolve at a rapid pace. Ugly to look at and complicated to comprehend, it’s only clear benefit was that it freed up the user’s hands.Launched in 2013 and pulled from production just two years later, Glass became a rare Google failure, and has only recently re-emerged as an aid for factory workers, surgeons and other workers who need to keep their hands free.After a long and bumpy road, Google Glass is now enjoying a measure of success because it has a clear value proposition. Companies, whether early-stage or enterprise, can never lose sight of the North Star that guided them to early success. ‘Marketing myopia’ is an example of the latter.Coined in 1960 by Harvard economist and professor Theodore Levitt, it addresses the way companies market themselves and their product and how those actions appeal to the people who may be likely to buy from them.Though the term has been around for a number of decades, you may never have heard about it, even if you are falling victim to marketing myopia yourself. As such, they missed the boat on the "app economy" and that smartphones were no longer just communications devices - they were entertainment devices.Take a look at the landscape of newly successful companies of the present day and you'll probably find a future pigeon or two in the bunch. They forgot what business they were in. Yes, everyone will always want to watch movies and travel, but the way they do those things is likely to change.Digital means disruption, and every year is sure to bring fresh changes: different ways of banking, of ordering food, of learning new skills. Video rental is a perilous business to be in these days. Avoiding marketing myopia, Levitt argued, is all about shifting your perspective and focusing on the customer rather than just yourself and your product.“Corporation(s),” he wrote, “must be viewed as a customer-creating and customer-satisfying organism.

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