Market development using TQM
through system integration and
customer service in Asia
Graduate School of Innovation Management, Tokyo Institute of Technology,
Tokyo, Japan and Department of Industrial Engineering,
Mekelle University, Mekelle, Ethiopia, and
Graduate School of Innovation Management (MOT),
Tokyo Institute of Technology, Tokyo, Japan
Purpose – The purpose of this paper is to address the issue of market development using TQM and
identify critical factors that link the two fields to enhance business success of companies in a
Design/methodology/approach – Seven Deming Prize winner companies from Thailand and India
are objectively and empirically studied through unstructured interview and through award winner
documents. Specific cases are studied from each company to support the interview responses.
Findings – The result reveals that: first, TQM facilitates market development by strategically
synchronizing product, process/technology, and marketing dimensions of an organization. Second,
TQM characteristically and objectively defines customers to strategically manage different and
customer-specific markets. Third, TQM ensures market success in businesses by enhancing market
success of customers.
Research limitations/implications – The main limitation to this research is that along with the
Deming Award, there are other quality oriented awards such as MBNQA and EFQM. Hence, additional
studies from such awards may be helpful to support the authors’ cause. Moreover, the limit in the
number of companies studied is also considerable.
Originality/value – This is an original work of the authors and it is not submitted to any other
journal or publisher for publication.
Keywords India, Thailand, Total quality management, Customer service management,
Market development, System integration, Relationship management
Paper type Research paper
Marketing strategy is a process that allows an organization to concentrate its limited
resources on opportunities that increase sales and achieve sustainable competitiveness.
Marketing strategy should be centered on key concept of customer satisfaction. In
TQM, the concept of customer satisfaction is the prime objective. According to Shiba
et al. (1993), Dean and Bowen (1994), and Grant et al. (1994), TQM is a systemic
approach of management based on process continuous improvement by all human
resources to satisfy customers’ expectations. On the other hand, relationship marketing
is gaining acceptance in modern business (Evans and Laskin, 1994). Prajogo and Sohal
(2004) indicated that TQM plays mediating role between organizational strategy and
performance. However, while literature in this area provides many insights, the link
regarding value creation for customers (Fabrizio et al., 2007), and the interface between
business strategy and marketing in TQM is still unexplored.
The current issue and full text archive of this journal is available at
Asian Journal on Quality
Vol. 12 No. 3, 2011
r Emerald Group Publishing Limited