Preface

Chapter 8 **Community Pharmacy Marketing in the New Era: A Global**

Saleem

**VI** Contents

**Picture of Extended Community Pharmacy Services 129** Mohamed Azmi Hassali, Nazri Nordin, Azmi Sarriff and Fahad

> Marketing is an extensive and complex discipline, involving economic and social behaviour. There are different definitions for the concept of marketing in the history of marketing. Con‐ sidering all these definitions and approaches, it should not be forgotten that marketing is a synthesis of many different sciences and disciplines.

> Considering the fact that the concept of marketing began to be discussed in academic litera‐ ture in the 1950s, it is obvious that the concept extends to the beginning of human history. In this historical process, marketing has also changed, and evolution from traditional to modern approaches has been observed. The presence of a dynamic structure in the focus of marketing indicates that both different approaches and theoretical and practical debates will continue.

> The studies in this book are grouped under two headings. The first one is strategic market‐ ing and the second is marketing and society. In the strategic marketing section, there are studies related to new product development, platform marketing strategy, consumer pur‐ chasing behaviours, organizational innovation, etc. In the second part of the book, studies regarding social marketing, empowerment of women workers, community perception, etc. are included.

> The studies in the book are assessed as contributions to academic writing both in the theo‐ retical framework and in practice. Especially, different practice areas include suggestions and conclusions that may influence managers and businesses in the field of marketing.

> I congratulate the authors of the works in this book and hope that the book will be beneficial both to the academic community and to the practitioners.

> > **Sonyel Oflazoğlu** Hatay Mustafa Kemal University Turkey

**Section 1**

**Strategic Marketing**

**Section 1**

**Strategic Marketing**

**Chapter 1**

**Provisional chapter**

**Innovation Inside**

**Innovation Inside**

Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

DOI: 10.5772/intechopen.74090

When it comes to successful product and service innovation, the marketing team might have done a good job in developing a winning proposition, but unless they pay as much attention to organizational innovation to enable delivery, they may not get it off the

Organizations exhibit two distinct behavioral cycles. The first is "business as usual"—a continuous improvement cycle focused on today's performance. The second is the innovation cycle—focused on externally scanning the horizon for future value opportunities. Organization leaders know they need to perform and innovate but tend to be preoccupied with the former. Power and resource gravitate toward the performance cycle, making innovation sometimes an optional extra. Given the obvious importance of both,

Management thinkers talk of "performance engines" and "disruption engines," requiring very different skills, governance, and resources. The inherent friction between the two "engines" stalls many innovations. Lubrication is clearly required. Yet, they are not engines at all; they are teams of people working together to do their best. For successful "innovation inside," we believe leadership needs to adopt a more human-centric approach, actively managing the 'evolution cycle' between performance and innovation.

**Keywords:** organizational innovation, marketing, product development, innovation,

The author and colleagues at April Strategy have spent more than 20 years engaging with large organizations on assignments relating to strategy, innovation, organization design, and

how should leadership teams ensure both cycles run smoothly and integrate?

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

© 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

http://dx.doi.org/10.5772/intechopen.74090

change, innovation inside

**1. Introduction**

Tim Westall

Tim Westall

**Abstract**

ground.

**Chapter 1 Provisional chapter**

#### **Innovation Inside Innovation Inside**

#### Tim Westall Tim Westall

Additional information is available at the end of the chapter Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.74090

**Abstract**

When it comes to successful product and service innovation, the marketing team might have done a good job in developing a winning proposition, but unless they pay as much attention to organizational innovation to enable delivery, they may not get it off the ground.

DOI: 10.5772/intechopen.74090

Organizations exhibit two distinct behavioral cycles. The first is "business as usual"—a continuous improvement cycle focused on today's performance. The second is the innovation cycle—focused on externally scanning the horizon for future value opportunities.

Organization leaders know they need to perform and innovate but tend to be preoccupied with the former. Power and resource gravitate toward the performance cycle, making innovation sometimes an optional extra. Given the obvious importance of both, how should leadership teams ensure both cycles run smoothly and integrate?

Management thinkers talk of "performance engines" and "disruption engines," requiring very different skills, governance, and resources. The inherent friction between the two "engines" stalls many innovations. Lubrication is clearly required. Yet, they are not engines at all; they are teams of people working together to do their best. For successful "innovation inside," we believe leadership needs to adopt a more human-centric approach, actively managing the 'evolution cycle' between performance and innovation.

**Keywords:** organizational innovation, marketing, product development, innovation, change, innovation inside
