Give your opinion about this chapter from operations management class.

A primer on market research of noncustomers One of Drucker's major contributions was his insistence that [marketing] is the distinguishing, the unique function of a business (The Practice of Management, 1954). Moreover marketing is so basic that it is not just enough to have a strong sales department and entrust marketing to it. Marketing is not only much broader than selling; it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customers point of view. Concern and responsibility for marketing must therefore permeate all areas of the enterprise. Bill Hybels was an early practitioner of Druckers approach to effective marketing, in the social sector. Hybels applied marketing research concepts advocated by Drucker to develop the first large pastoral church in 1875. Drucker interviewed Hybels in1988, on topics including his approach to market research of noncustomers.

Chrislip (2002) defines, Working together bridges diversity and difference (p. 74). Individuals have their unique potential talents, skills and values. When people work together, they share their ideas, skills, strengths, and resources. This collaborative work emerges diversity and different creative capabilities through generating collective confidence, knowledge, resources, and effective power. Establishing the rule of working together focuses a persons interests, concerns and influences in the community. These diversities become mutual alliance through intimate engagement. Therefore, engagement within diversity becomes a great tool of synergy for collaborative work. An effective vision provides an opportunity for people to draw a big picture of the future through inspiration and interaction to achieve their vision. Establishing a vision brings collaborative project, strategies, and individual commitment. Chrislip (2002) mentions, Visioning is more creative and proactive (p. 81). Visioning work motivates people to discover individual and public concerns, possibilities, and specific action for addressing it. Sharing a vision stimulates individual and groups deeper motivation that generates effective strategies and systems to bring appropriate action. Therefore, creating a vision provides inspiration for people to develop potential capabilities and possibilities through producing goals and practicing their abilities. Building a relationship of trust and respect demands an ongoing process of learning new skills for working together and individual commitment. Deeper relationships require inclusive and open perspectives of each other rather than exclusiveness. Chrislip (2002) describes that the development of a trust relationship is established by understanding other peoples diversity of experience, insight, learning and change through raising awareness for each other by including and learning new skills. Learning a new skill of building a relationship requires giving people the opportunity to describe their different perspectives, skills, and experiences through sharing, listening, and advocating. This process demands individual commitment of engaging mutual learning and integrate participating. Therefore, establishing a relationship of trust and respect demands mutual learning, understanding, and finding agreements to individual commitment to patience and persistence to maintain connections.