Пойгина Л.Б., Туринова Л.А. - English for Masters. Management Part 1 (1175658), страница 15
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But some large companies are beginning to cultivate "entrepreneurship" bygivingtheir managers more freedom to produce ideas and take some risks.Companies have also "downsized" and "delayered": They have reduced the number oforganizational levels to get closer to the customer. At one time, AT&T had nineteenorganizational levels. Clearly, top management was too far removed from customers to fullyunderstand their changing needs. One corrective action was to advise managers at all levels todo more “managing by walking around”. But a more basic corrective was to flatten theorganization.
Tom Peters proposed that no well-managed organization needed more than fivehierarchical levels. The key to a flatter organization was figuring out how each manager“could manage more people, say thirty instead of eight. This could be accomplished byempowering employees to excel at self-management”. As a result of this trend, hierarchy hasbeen giving way to networking. With more companies using computers, electronic mail, andfax; machines, messages increasingly pass between people at different levels of the encouragemore teamwork centered around core business processes break down departmental walls.Companies are also trying to break down between themselves and their suppliers anddistributors by treating as business partners and including them in the information flow.47 П.
___________________________Over the years, marketing has grown from a simple sales department into a complexgroup of activities. Here we will examine how marketing departments have evolved incompanies, how they are organized.Marketing departments have evolved through six stages, and today companies canbe found in each stage.Stage 1: simple sales department. Small companies typically appoint a sales vicepresident, who manages' a sales force and also does some selling. When the company needsmarketing research or advertising, the sales vice-president hires help from the outside (Fig.1. (a)).Stage 2:sales department with ancillary marketing functions.
As the companyexpands, it needs to add or enlarge certain marketing functions. For example, an East Coastfirm that plans to open in the West will need to conduct marketing research to learn aboutcustomer needs and market potential. Afterward, it will have to advertise its name andproducts in the area. The sales vice-president will need to hire specialists — such as amarketing research manager and an advertising manager — to handle these marketingactivities.
The sales vice-president might hire a marketing director to manage these andother marketing functions (Fig. 1 (b)).Stage 3: separate, marketing department. The continued growth of the companywill warrant additional investment in marketing research new-product development,advertising and sales promotion, and customer service. Yet the sales vice-president normallyfocuses time and resources on the sales force.
The marketing director will plead for a largebudget but will usually get less than needed.Eventually the company president will see the advantage of establishing a separatemarketing department headed by a marketing vice-president, who reports, along with thesales vice-president, to the president or executive vice-president (Fig.l (c)). At this stage,sales and .marketing are separate functions that are expected to work closely together.This arrangement permits the company president to obtain a more balanced view ofcompany opportunities and problems. Suppose sales start slipping and the companypresident asks for solutions. The sales vice-president might recommend hiring moresalespeople, raising sales compensation, running a sales contest, providing more salestraining, or cutting the price so that the product will be easier to sell.
The marketing vicepresident will want to analyze the forces affecting the marketplace. Is the company goingafter the right segments and customers? Do the target customers have a changing view of thecompany's and competitors' products? Are changes in product features, styling, packaging,services, distribution, or promotion warranted?Stage 4: modern marketing department. Although the sales and marketing vicepresidents should work together, their relationship is often strained and marked by distrust.The sales vice-president resents efforts to make the sales force less important in themarketing mix.
and the marketing vice-president seeks a larger budget for non- sales forceactivities.The marketing managers task is to identify opportunities and prepare marketingstrategies and programs. Salespeople are responsible for implementing these programs.Marketers rely on marketing research, try to identify and understand market segments,spend time in planning, think long term, and aim to produce profits and gains in market48 share.
Salespeople, in contrast, rely on street experiences, try to understand each individualbuyer, spend time in face-to-face selling think short term, and try to meet their sales quotas.If there is too much friction between sales and marketing, the company presidentmight place marketing activities back under the sales vice-president or instruct-, theexecutive vice-president to handle conflicts that arise, or place the marketing vice-presidentin charge of everything, including the sales force. This last solution forms the basis of themodern marketing department, a department, headed by a marketing and sales executivevice-president with managers reporting from every marketing function, including salesmanagement.Stage 5: effective marketing company.
A company may have an excellent marketingdepartment and yet fail at marketing. Much depends on how the company's other departmentsview customers and their marketing responsibilities. If they point to the marketing departmentand say, "They do the marketing," the company has not implemented effective marketing.'Only when all of a company's employees realize that their jobs are created by customers whochoose the company's products does the company become an effective marketing company.Ironically, in the wake of company cost cutting, downsizing, and delayering marketing andsales departments have been among those hardest hit even though their mission is to growrevenue. Between 1992 and 1994 over 28% of all white-collar job losses came from sales andmarketing.
To remain effective and valued members of the organization, marketers andsalespeople must become more creative in producing and delivering customer value andcompany profits.Stage 6: process and outcome-based company. Many companies are now refocusing their organizational structure on key processes rather than departments.Departmental organization is increasingly viewed as a barrier to the smooth performance offundamental business processes such us new-product development, customer acquisition andretention, order fulfillment, and customer service. In the interest of achieving certain processoutcomes, companies are appointing process leaders who manage cross-disciplinary teams.Marketing people and salespeople are consequently spending an increasing percentage oftheir time as process team members. As a result, marketing personnel may have a solid lineresponsibility to their teams, and a dotted line responsibility to the marketing department(Fig.l.(e)).
Each team sends periodic evaluations of the marketing member's performance tothe marketing department. The marketing department is also responsible for planning moretraining for its marketing personnel assigning them to new teams, and evaluating their overallperformance.49 Fig. 1.Stages in the Evaluation of the Marketing DepartmentStage 2: Sales Departmentwith Ancillary Marketing Functions(a) Stage 1: (b)Simple Sales DepartmentPresidentPresidentSales VPSales VPOther marketingfunctions (hiredfrom outside)Sales forceSales forceMarketing DirectorOther marketing functions (internal staff andexternal support)Stage4 and 5: Modern/EffectiveDepartment Marketing Company(c) Stage 3: (d)Separate MarketingPresidentPresidentSales VPMarketing VPSales forceOther marketing functionsExecutive VP of Marketing and SalesSales VPSales force(e) Stage 6:Process-and Outcome-Based CompanyCross-disciplinary teamwith process leaderMarketingdepartmentMarketingpersonnel50Marketing VPOther marketing functions III.
_____________________________Modern marketing departments can take numerous forms. The marketing departmentmay be organized be organized by function, geographical area, products or brands, and /orcustomer markets.FUNCTIONAL ORGANIZATION. The most common form of marketingorganization consists of functional-marketing specialists reporting to a marketing vicepresident, who coordinates their activities. Figure 2 shows five specialists. Additionalspecialists might include a customer service manager, a marketing planning manager, and amarket-logistics manager.Marketingvice-presidentMarketing administration managerAdvertising andsales-promotionmangerSales managerMarketing research managerNew-productsmanagerFig.
2.Functional OrganizationIt is quite a challenge to develop smooth working relations within the marketingdepartment, let alone between marketing and other departments. Vice-president has urgedcompanies to improve the critical interfaces among field sales, customer service and productmanagement groups, since they collectively have a major impact on customer service. He hasproposed several ways to form tighter linkages among these three key marketing groups.The main advantage of a functional-marketing organization is its administrativesimplicity.
However, this form loses effectiveness as the company's products and marketsincrease. First, a functional organization often leads to inadequate planning for specificproducts and markets, since no one has full responsibility for any product or market Productsthat are not favored by anyone are neglected. Second, each functional group competes withthe other functions for budget and status.
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