processes, while other classificati

processes, while other classifications identify the links between the company and other related parts. An additional and prevailing possibility consists in organizing them according to the understanding of marketing as a set of processes aimed at creating, communicating, and delivering value (American Marketing Association, 2007). Once marketing begins with consumers (identifying needs) and ends with consumers (satisfying needs) then all activities susceptible of influencing them should be considered within its scope and properly assessed (Woodburn, 2006).

Two concepts have been advanced in the literature to assess marketing processes and activities: marketing audits and market orientation.

The first intends to emulate accounting and financial audits in its procedural and logistical aspects and, mutatis mutandis, apply them to marketing context. It is usually presented as “a comprehensive, systematic, independent, and periodic examination of a company’s – or business unit’s – marketing environment, objectives, strategies and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance” (Kotler et al., 1989, p. 50). Several authors refer to audits as the preferred way to evaluate and improve marketing performance (Rothe et al., 1997; Kotler, 2000; Wilson, 2002. Taghian and Shaw (2008) justified audit implementation empirically as a condition for market performance improvement, specifically in services, Gama (2011) presented evidence suggesting that audits are a useful tool to evaluate processes, leading to increased marketing effectiveness.
The second concept, according to the perspective, has the following main features:

. a set of beliefs that puts customer interests first (Desphande´ et al., 1993);

. the way a company generates and uses market information (Kohli and Jaworski, 1990; Kohli et al., 1993); and

. coordination of activities and resources for creating superior customer value (Narver and Slater, 1990).

Previous concepts should not be seen as opposed, but rather complementary. However, audit’s preponderance for professional purposes and market orientation for academic purposes should be noted.
Marketing processes conduce to two outcomes:

(1) market performance; and

(2) financial performance.

Research regarding their impact on organizational performance has traditionally been viewed in the perspective of a direct relationship with financial measures. However, the distinction between financial performance and market performance seems not only valid but also relevant, since the latter helps to understand the mechanisms through which the links between marketing processes and financial performance are established (e.g. Homburg and Pflesser, 2000; Wong and Merrilees, 2007; Nwokah, 2009).

4.2.4 Market performance. Marketing activities and actions influence market performance. At the company level these metrics can be aggregated into what are often called marketing assets, conceptualized as customer-based measures impacting financial performance (Rust et al., 2004). The logic of such measures stands on the

Results (Indonesian) 1:

proses, sementara klasifikasi lain mengidentifikasi hubungan antara perusahaan dan lain terkait bagian. Kemungkinan tambahan dan berlaku terdiri dalam mengatur mereka menurut pengertian pemasaran sebagai serangkaian proses-proses yang bertujuan untuk menciptakan, berkomunikasi, dan memberikan nilai (American Marketing Association, 2007). Sekali pemasaran dimulai dengan konsumen (mengidentifikasi kebutuhan) dan berakhir dengan konsumen (memuaskan kebutuhan) maka semua kegiatan rentan mempengaruhi mereka harus dipertimbangkan dalam lingkup dan benar dinilai (Woodburn, 2006).Dua konsep yang telah dikemukakan dalam literatur untuk menilai proses dan kegiatan pemasaran: pemasaran audit dan pasar orientasi.Pertama bermaksud untuk meniru audit akuntansi dan keuangan di aspek prosedural dan logistik dan, mutatis mutandis, menerapkannya ke pemasaran konteks. Hal ini biasanya disajikan sebagai "komprehensif, sistematis, independen dan berkala pemeriksaan perusahaan- atau unit bisnis-pemasaran lingkungan, tujuan, strategi dan kegiatan dengan maksud untuk menentukan area masalah dan peluang dan merekomendasikan sebuah rencana tindakan untuk meningkatkan perusahaan pemasaran kinerja" (produk dan promosi et al., 1989, ms 50). Beberapa penulis merujuk Audit sebagai cara yang lebih disukai untuk mengevaluasi dan meningkatkan kinerja pemasaran (Rothe et al., 1997; Produk dan promosi, 2000; Wilson, 2002. Taghian dan pelaksanaan audit Shaw (2008) dibenarkan secara empiris sebagai syarat untuk perbaikan kinerja pasar, khususnya di layanan, Gama (2011) disajikan bukti yang menunjukkan bahwa Audit adalah alat yang berguna untuk mengevaluasi proses, mengarah ke peningkatan efektivitas pemasaran.Konsep keduanya, perspektif, memiliki fitur utama berikut:. kepentingan seperangkat keyakinan yang menempatkan pelanggan pertama (Desphande´ et al., 1993);. cara perusahaan menghasilkan dan menggunakan informasi pasar (Kohli dan Jaworski, 1990; Kohli et al., 1993); dan. koordinasi kegiatan dan sumber daya untuk menciptakan Pelanggan yang unggul nilai (Narver dan Slater, 1990).Konsep-konsep sebelumnya tidak boleh dilihat sebagai lawan, tetapi bukan pelengkap. Namun, audit yang dominan untuk tujuan-tujuan profesional dan orientasi pasar untuk tujuan akademik harus dicatat.Marketing processes conduce to two outcomes:(1) market performance; and(2) financial performance.Research regarding their impact on organizational performance has traditionally been viewed in the perspective of a direct relationship with financial measures. However, the distinction between financial performance and market performance seems not only valid but also relevant, since the latter helps to understand the mechanisms through which the links between marketing processes and financial performance are established (e.g. Homburg and Pflesser, 2000; Wong and Merrilees, 2007; Nwokah, 2009).4.2.4 Market performance. Marketing activities and actions influence market performance. At the company level these metrics can be aggregated into what are often called marketing assets, conceptualized as customer-based measures impacting financial performance (Rust et al., 2004). The logic of such measures stands on the