Provided the firm does develop a marketing orientation, marketing will
have a role in coordinating all the activities of the firm at every level. Each
department, and indeed each individual, should be carrying out his or her
role with the customer's welfare in mind. The coordinating role manifests
itself in the following ways:
& Information is shared between departments, and interdepartmental
relationships are facilitated. For example, market-oriented firms often
have a single customer database which contains all the information
about any given customer. Non-market-oriented firms often have a
separate database for the salesforce, another for the invoicing
department, another for the shipping department and so forth.
Integrating the databases improves the level of customer service
dramatically.
& Common goal setting. Since everything is driven by customer need,
the firm can set goals which are measured according to customerbased
outcomes. For example, the firm might decide that it needs to
reduce customer complaints by 90% and ensure that complaints are
18 CHAPTER 1: The Nature and Scope of Marketing
satisfactorily dealt with within 48 hours. Since any department in the
firm might be subject to a complaint, this type of target will be applied
universally.
& Clear company policies can be established regarding products,
branding, production, delivery and so forth. All of these impinge on
customer satisfaction, and all of them cut across every department in
the organisation.
& Marketing becomes a service provider. The marketing department
should be offering services to all departments, for example, providing
information about the market to engineers developing new products,
advising the finance department on the best way to approach slow
payers, talking to the delivery people about providing a better service
for customers and so forth.
& Marketing contributes to strategic planning. Strategy in business is
about developing competitive advantage. Marketing offers the
opportunity to develop competitive advantage through superior
customer value, and although there may be other ways of developing
advantage (e.g. by reducing costs dramatically), a good understanding
of customer need is difficult to copy: customers are almost always
prepared to pay more for a better product or service.
& Internal marketing becomes an important aspect of the marketing
function.
what is marketing and explain interface with other functional areas
What is the functional strategy of the facebook ( Marketing or financial strategy ) i don't know if the functional strategy mean the marketing or financial any helps plz
role of relationship in marketing?
what is the role of marketing research in organisations
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what is marketing and explain interface with other functional areas
As marketing gains increasing prominence as an orientation that everyone in the organization shares and as a process that all functions participate in deploying, a critical issue that arises is the role of the marketing function. Specifically, what role should the marketing function play, and what value does the marketing function have, if any, in an organization that has a strong market orientation? A functional marketing organization refers to the concentration of the responsibility for marketing activities (knowledge and skills) within a group of specialists in the organization.1 The benefits of functional structures are well documented and include enhanced efficiency and ability to develop specialized, distinctive capabilities.
do your own research dude! sickeez!
What is the functional strategy of the facebook ( Marketing or financial strategy ) i don't know if the functional strategy mean the marketing or financial any helps plz
role of relationship in marketing?
what is the role of marketing research in organisations
•Tesco must operate by using their functional areas without these areas there wouldn't be much of a business. The main functional areas are finance, human resources, marketing and Administration.
O'Brien, JA (2002), pg 127 says that "many organisations are using information technology to develop integrated cross-functional enterprise systems that cross the boundaries of traditional business functions (such as marketing and finance), in order to reengineer and improve vital business pocesses all across the enterprise. These organisations view cross-functional enterprise systems as a strategic way to use IT to share information resources and improve the efficiency and effectiveness of business objectives......"
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cross functional decision making describes decisions for a common goal by integrated units of organization
Functional areas are finance, planning, marketing, administration, information, and operations.