kotler_mm13e_im_22 - A CHAPTER ARKETING ORGANIZATION 222...

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A MARKETING ORGANIZATION 222 C H A P T E R LEARNING OBJECTIVES After reading this chapter, students should: Know what are the important trends in marketing practices Know what are the keys to effective internal marketing Know how companies can be responsible social marketers Know how a company can improve its marketing skills Know what tools are available to help companies monitor and improve their marketing activities CHAPTER SUMMARY The modern marketing department has evolved through the years from a simple sales department to an organizational structure where marketing personnel work mainly on cross-disciplinary teams. Modern marketing departments can be organized in a number of ways. Some companies are organized by functional specialization, while others focus on geography and regionalization. Still others emphasize product and brand management or market-segment management. Some companies establish a matrix organization consisting of both product and market managers. Finally, some companies have strong corporate marketing, others have limited corporate marketing, and still others place marketing only in the divisions. Effective modern marketing organizations are marked by a strong cooperation and customer focus among the company’s departments: marketing, R&D, engineering, purchasing, manufacturing, operations, finance, accounting, and credit. Companies must practice social responsibility through their legal, ethical, and social words and actions. Cause marketing can be a means for companies to productively link social responsibility to consumer marketing programs. Social marketing is done by a nonprofit or government organization to directly address a social problem or cause. A brilliant strategic marketing plan counts for little if it is not implemented properly. Implementing marketing plans calls for skills in recognizing and diagnosing a problem, 477
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Chapter-by-Chapter Instructional Material assessing the company level where the problem exists, implementation skills, and skills in evaluating the results. The marketing department has to monitor and control marketing activities  continuously. Marketing plan control involves analysis to ensure that the  company achieves the sales, profits, and other goals established in its annual  plan. The main tools are sales analysis, market share analysis, marketing  expense-to-sales   analysis,   and   financial   analysis   of   the   marketing   plan.  Profitability control seeks to measure and control the profitability of various  products, territories, customer groups, trade channels, and order sizes. An  important   part   of   controlling   for   profitability   is   assigning   costs   and  generating profit-and-loss statements.  Efficiency control focuses on finding  ways to increase the efficiency of the sales force, advertising, sales promotion,  and distribution. Strategic control entails a periodic reassessment of the 
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This note was uploaded on 11/29/2010 for the course KELLER MM522 taught by Professor Kissi during the Spring '10 term at Keller Graduate School of Management.

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kotler_mm13e_im_22 - A CHAPTER ARKETING ORGANIZATION 222...

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