Managing a Holistic Marketing Organization for Long Run
CHAPTER 22
Managing a Holistic Marketing organization for Long Run
Trends in Marketing Practices
Reengineering: Appointing teams to manage customer-value-building processes and break down walls between departments.
Outsourcing: Greater willingness to buy more goods and services from outside domestic or foreign vendors.
Benchmarking: Studying "best practice companies" to improve performance.
Supplier partnering: Increased partnering with fewer but better value-adding suppliers.
Customer partnering: Working more closely with customers to add value to their operations.
Merging: Acquiring or merging with firms in the same or complementary industries to gain economies of scale and scope.
Globalizing: Increased effort to "think global" and "act local."
Flattening: Reducing the number of organizational levels to get closer to the customer.
Focusing: Determining the most profitable businesses and customers and focusing on them.
Accelerating: Designing the organization and setting up processes to respond more quickly to changes in the environment.
Empowering: Encouraging and empowering personnel to produce more ideas and take more initiative.
Internal Marketing
Organizing the Marketing Department
Functional Organization
Geographic Organization
Product or Brand management organization
Some of the tasks that product or brand managers may perform include: ▪ Developing a long-range and competitive strategy for the product. ▪ Preparing an annual marketing plan and sales forecast. ▪ Working with advertising and merchandising agencies to develop copy, programs, and campaigns. ▪ Increasing support of the product among the sales force and distributors. ▪ Gathering continuous intelligence on the product's performance, customer and dealer attitudes, and new problems and opportunities. ▪ Initiating product improvements to meet changing market needs.
This organization has some disadvantages too: ▪ Product managers and specifically
Managing a Holistic Marketing organization for Long Run
Trends in Marketing Practices
Reengineering: Appointing teams to manage customer-value-building processes and break down walls between departments.
Outsourcing: Greater willingness to buy more goods and services from outside domestic or foreign vendors.
Benchmarking: Studying "best practice companies" to improve performance.
Supplier partnering: Increased partnering with fewer but better value-adding suppliers.
Customer partnering: Working more closely with customers to add value to their operations.
Merging: Acquiring or merging with firms in the same or complementary industries to gain economies of scale and scope.
Globalizing: Increased effort to "think global" and "act local."
Flattening: Reducing the number of organizational levels to get closer to the customer.
Focusing: Determining the most profitable businesses and customers and focusing on them.
Accelerating: Designing the organization and setting up processes to respond more quickly to changes in the environment.
Empowering: Encouraging and empowering personnel to produce more ideas and take more initiative.
Internal Marketing
Organizing the Marketing Department
Functional Organization
Geographic Organization
Product or Brand management organization
Some of the tasks that product or brand managers may perform include: ▪ Developing a long-range and competitive strategy for the product. ▪ Preparing an annual marketing plan and sales forecast. ▪ Working with advertising and merchandising agencies to develop copy, programs, and campaigns. ▪ Increasing support of the product among the sales force and distributors. ▪ Gathering continuous intelligence on the product's performance, customer and dealer attitudes, and new problems and opportunities. ▪ Initiating product improvements to meet changing market needs.
This organization has some disadvantages too: ▪ Product managers and specifically