In the evolution of the relationship between supply and demand in the centrality of the customer is carried to the extreme. The producer becomes a receiver passive consumer demand, is the market and not the production that defines the life cycle of the product, regardless of its perfection technology, the value of a product loses its objectivity, dependence on a number of variables that are beyond the control of production. Just think of the IT sector in which a potential customer arrives at paradox of not purchasing the products on the market pending output on market a more advanced product. In the case of technology products is established in the consumer frenzy towards
novelty for its own sake while the other extreme, in the field of consumer goods, the customer is interested in vouchers, the prize draw, with stamps, sales promotional advertising visibility, rather than the characteristics and quality. Company organization prevailing criterion of the need to operate from low upward from the customer to production and each segment of the company (R & D, engineering,
production, administration, purchasing, transport) is structured according to customer needs. Growing customer satisfaction leads, however, some dysfunction:

· Some companies have become so obsessively sensitive to every whim of the client to lose the knowledge of the real product. Consider the gadget and inserts from major newspapers, with the result that a segment of buyers purchases the gadget or the insert and, incidentally, also the newspaper that offers them
· The management has suddenly expanded certain product lines without building adequate logistics of transportation and sale
· The marketing staff grew up without adequate control of the return
economic
· With the expansion of production, companies have converted to the structure divisional geared its organization to the product, but creating
ambiguity, infighting, confusion. The boundaries of the divisional structure has been highlighted by the crisis at General Motors, its divisions, linked to five brands (Chevrolet, Pontiac-GMC, Oldsmobile, Buick and Cadillac), was losing market share, primarily for his old rival, Ford. “We are too complicated and slow,” said Ronald Zarrella, manager snatched Bausch & Lomb, while announcing in August ’98, the creation of a single central management of marketing for all five brands and the dismantling of vertical integration model, created by Alfred Sloan in the twenties;
· The early 90s, the Mazda is a list of no less than 929 different models of car, Matsushita with 220 different types of TVs and 62 VCRs Procter & Gamble Japan has over 600 product lines in 1995 Sony has market more than 5000 new products. The customer, who had triggered this run-up to the novelty, is now baffled by offering so wide and lose the correct perception of the value differential between the various products
· Sellers are also bewildered by the vastness of the offer and are not able to help the client in his decisions
· Companies, although the frenzy of following the customer to the news, have created products with increasingly complex tasks that the majority of consumers not use.