Counter-turbulence Marketing: A Comparative Study on a Large Company and Small Business in Cambridge, UK - Dissertation Example

Nonetheless, the response of senior marketing managers to turbulence relies on how they recognize its implication and effect on their organizations. Consequently, it is probable that an economic and market turbulence may affect different organizations in a different way and may, actually, suggest different economic conditions, involving those of instability and growth. Particularly, a systematically evaluated and determined turbulence may influence firms of different size, thus necessitating that marketing managers adopt various strategic approaches to cope with or even take advantage of fluctuations in the economic setting.

 Peter Drucker (1980), several years ago, argued: “A time of turbulence is a dangerous time, but its greatest danger is a temptation to deny reality.The most dangerous turbulence today results from the collision between the delusions of the decision makers” (p. 4). He further asserted: “But a time of turbulence is also one of great opportunity for those who can understand, accept and exploit the new realities. It is above all a time of opportunity for leadership” (p. 5). It has been more than a decade since these arguments were made public.

Turbulence nowadays is more obvious and more threatening. Disagreement, both unspoken and spoken, among the decision- and policy-makers are also more apparent (Harris & McDonald 2004). Organizations are all downsizing and cutting back expenditures. Likewise, opportunities are possibly higher or at least as high and not somewhat so well developed (Harris & McDonald 2004).