Пойгина Л.Б., Туринова Л.А. - English for Masters. Management Part 1 (1175658), страница 17
Текст из файла (страница 17)
Clarify which decisions are to bemade by the product manager, which by the expert, and which will be shared.Set up a formal process that forces to the top all conflict-of-interest situationsbetween product management and functional line management. Both parties should put theissues in writing and forward them to general management for settlement.Establish a system for measuring results consistent with the product manager'sresponsibilities. If product managers are accountable for profit, they should be given morecontrol over the factors that affect profitability.A second alternative is to switch from a product-manager to a product-teamapproach.
There are three types of product-team structures in product management.Vertical product team: Consists of a product manager, associate product manager,and product assistant. The product manager is the leader and primarily deals with othermanagers to gain their cooperation. The associate product manager assists in these tasks andalso does some paperwork. The product assistant carries out most of the paperwork androutine analysis.Triangular product leant: Consists of aproduct manager and two specialized productassistants, one who takes care of marketing research and the other, marketingcommunications. This design is used at the Illinois Central Railroad, where three-personteams manage different commodities.
Also, the Hallmark Company uses a "marketing team"consisting of a market manager (the leader), a marketing manager, and a distributionmanager.Horizontal product team: Consists of a product manager and several specialists frommarketing and other functions. 3M has teams consisting of a team leader and representativesfrom sales, marketing, laboratory, engineering, accounting, and marketing research. DowCorning sets up teams of five to eight people; each team manages a product, market, orprocess.
For example, one team manages the process of manufacturing and selling silicone tocompanies making shampoos, and another team manages coatings for printed circuit boardssold to computer companies.A third alternative is to eliminate product-manager positions for minor products andassign two or more products to each remaining product manager. This is especially feasiblewhere two or more products appeal to a similar set of needs. Thus cosmetics company doesnot need separate product managers for each cosmetic product because cosmetics serve onemajor need—beauty—whereas a toiletries company needs different managers for headacheremedies, toothpaste, soap, and shampoo, because these products differ in their use andappeal.A fourth alternative is to introduce category management, in which a companyfocuses on product categories to manage its brands. For example, P&G found too muchinternal competition among its brands in each category; Puritan and Crisco were bothFighting for a budget increase, and Cheer started to copy the same claim as Tide, thusdiluting Tide's positioning.
P&G's answer: Brand managers are now accountable to a newcorps of category managers, who resolve conflicts, protect positioning, allocate budgets, anddevelop new brands for the category. Category management is also a response to the fact thatsupermarkets are reorganizing along category buying lines(from “Marketing Management. Analysis, Planning, Implementation, and Control”by PhilipKotler)54 2. Scanning exerciseScan the text to find the following:a) Advantages and disadvantages of the product-management organization.b) Three types of Product Teams.c) Process - and Outcome-based company.3. Vocabulary StudyGlossaryglobalization;market;fragmentation;to diversify onto totally unrelated industries;to cultivate "entrepreneurship";to reduce the number of organizational level;"managing by walking around'';to flatten the organization;networking;to include smth in the informational flow;simple sales department;ancillary marketing functions;separate marketing department;sales force;modern marketing department;effective marketing company;process- and outcome-based company;functional organization;functional-marketing specialists;area market specialists;regionalization;product or brand-management organization;consumers- and industrial-product managers;to develop a national strategy from headquarters;regional-based trade groups;to build a strategy-development-and-review process;vertical product team;triangular product team;horizontal product team;category managementa) find the text equivalents for the following:удалять лишние уровни организационной структуры; быть ближе к покупателю;сетевая структура; включаться в информационные потоки; простой отдел сбыта;менеджер по маркетинговым исследованиям; отдел сбыта, выполняющий функциимаркетинга; осуществлять более сбалансированный подход к оценке возможностей и55 проблем своей фирмы; самостоятельный отдел маркетинга; современный отделмаркетинга; мероприятие неторгового характера; эффективная маркетинговаякомпания; компания, основанная на бизнес-процессах и результатах; изменитьорганизационную структуру, фокусируя её на ключевых бизнес-процессах, а не наотделах; организация по отделам; функциональная организация; географическаяорганизация; организация по товарам и/или маркам.h) find the following English word-combinations in the text and think of correspondingRussian equivalents:to lack the appropriate skills and knowledge to compete; to advice managers at all levels todo more "managing by walking around"; to encourage more teamrwork centered around corebusiness processes; to obtain a more balanced view of company opportunities and problems;to seek a larger budget for non-sales force activities; to identify opportunities and preparemarketing strategies: to refocus organizational structure on key processes rather thandepartments; to be beyond the ability of a functional-marketing organization to handle; aproduct-team approach.4.
Summarizing exerciseSum up the main points presented in the text.Write the plan of the text in the form of statements. Develop your plan into a summary.5. Writing exerciseWrite an abstract of Text 8.Text 91. P re-text exerciseSkim through the text and identify how many logical part there are in it.
Enumerate them.Define the aspects under discussion in each logical part of the text.Marketing's Relations with Other DepartmentsIn principle, all the functions of a business should interact harmoniously to pursue thefirm's overall objectives. In practice, however, interdepartmental relations are oftencharacterized by deep rivalries and distrust. Some interdepartmental conflict stems fromdifferences of opinion as to what is in the company's best interests, some from real trade-offsbetween departmental well-being and company well-being, and some from unfortunatedepartmental stereotypes and prejudices.In the typical organization, each business function has a potential impact on customsatisfaction.
Under the marketing concept, all departments need to "think customer" and worktogether to satisfy customer needs and expectations. The marketing department must drivethis point home. The marketing vice-president has two tasks: (1) to coordinate the company'sinternal marketing activities and to (2) coordinate marketing with finance, operations, andother company functions to serve the customer.Yet there is little agreement on how much influence and authority marketing shouldhave over other departments to bring about coordinated marketing. Typically, the56 marketingvice-president must work through persuasion rather than authority. This situation iswell illustrated in the case of the marketing vice-president of a major European airline. Hismandate is to build up his airline's market share.
Yet he has no authority over other functionsthat affect customer satisfaction: He can't hire or train the cabin crew (personnel department).He can't determine the type or quality of food (catering department). He can't enforcecleanliness standards on the plane (maintenance department). He can't determine schedules(operations department). He can't establish the fares (finance department). What does hecontrol? He controls marketing research, the sales force, advertising, and promotion. But hemust work through the other departments to shape key determinants of customer satisfaction.Other departments often resist bending their efforts to meet the customers' interests.Just as marketing stresses the customer's point of view, other departments stress theimportance of their tasks. Inevitably, departments define company problems and goals fromtheir point of view.
As a result, conflicts of interest are unavoidable. Table 1 summarizes themain differences in orientation between marketing and other departments. We will brieflyexamine the Epical concerns of each department.R&D. The company's drive for successful new products is often thwarted by weakworking relations between R&D and marketing. In many ways, these groups representdifferent cultures in the organization. The R&D department is staffed - with scientists andtechnicians who pride themselves on scientific curiosity and detachment, like to work onchallenging technical problems without much concern for immediate sales payoffs, and preferto work without much supervision or accountability for research costs. The marketing salesdepartment is staffed with business-oriented people who pride themselves on a practicalunderstanding of the marketplace like to see many new products with sales features that canbe promoted to customers, and be compelled to pay attention to costs.
Each group oftencarries negative stereotypes of the other. Marketers see the R&D people seeking to discoveror maximize technical qualities rather than design for custom requirements, while R&Dpeople see marketers as gimmick-oriented who are more interested in sales than in theproduct's technical features, stereotypes get the way of productive teamwork.A balanced company is one in which R&D and marketing share responsibility forsuccessful market-oriented innovation. The R&D staff takes responsibility not for innovationalone but for a successful product launch. The marketing staff takes responsibility not fornew sales features alone but also for helping identify- new ways to satisfy needs.Gupta, Raj, and Wilemon concluded that a balanced R&D-marketing coordination isstrongly correlated with innovation success.
R&D-marketing cooperation cm be facilitated inseveral ways:Sponsor joint seminars to build understanding and respect for each other's goals,working styles, and problems.Assign each new project to functional teams including an R&D person and amarketing person, who work together through the life of the project. R&D andmarketing jointly establish the development goals and marketing plan.Allow for R&D's continued participation into the selling period, includinginvolvement in preparing technical manuals, participating in trade shows, carrying outpostintroductory marketing research with customers, and even doing some selling.Work out conflicts by going to higher management, following a clear procedure. Inone company R&D and marketing both report to the same vice-president.ENGINEERING.
Engineering is responsible for finding practical ways to designnew-products and new production processes. Engineers are interested in achieving technicalquality, cost economy, and manufacturing simplicity. They come into conflict with marketingexecutives when the latter want several models to be produced, often with product features57 requiring custom rather than standard components. Engineers see marketers as wanting "bellsand whistles" on the products rather than intrinsic quality.
![](https://s.studizba.com/z.php?f=/templates/si/i/noavatar.png&w=100&h=100&t=1"){kind=avatar}
