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Chapter 22 - Managing a holistic marketing organization for the long run. In this chapter, we will address the following questions: What are important trends in marketing practices? What are the keys to effective internal marketing? How can companies be responsible social marketers? How can a company improve its marketing skills? What tools are available to help companies monitor and improve their marketing activities? | Kotler • Keller Phillip Kevin Lane Marketing Management • 14e Managing a Holistic Marketing Organization for the Long Run Chapter 22 Discussion Questions What are important trends in marketing practices? What are the keys to effective internal marketing? How can companies be responsible social marketers? How can a company improve its marketing skills? What tools are available to help companies monitor and improve their marketing activities? Trends in Marketing Practices Market Fragmentation Globalization Deregulation Consumer Empowerment Environmental Concerns Internal Marketing Marketing Departments Organizing Working with others Foster creativity Traditionally, marketers played the role of middleman, charged with understanding customers’ needs and transmitting their voice to various functional areas. But in a networked enterprise, every functional area can interact directly with customers. Marketing no longer has sole ownership of customer interactions; rather, it now must integrate | Kotler • Keller Phillip Kevin Lane Marketing Management • 14e Managing a Holistic Marketing Organization for the Long Run Chapter 22 Discussion Questions What are important trends in marketing practices? What are the keys to effective internal marketing? How can companies be responsible social marketers? How can a company improve its marketing skills? What tools are available to help companies monitor and improve their marketing activities? Trends in Marketing Practices Market Fragmentation Globalization Deregulation Consumer Empowerment Environmental Concerns Internal Marketing Marketing Departments Organizing Working with others Foster creativity Traditionally, marketers played the role of middleman, charged with understanding customers’ needs and transmitting their voice to various functional areas. But in a networked enterprise, every functional area can interact directly with customers. Marketing no longer has sole ownership of customer interactions; rather, it now must integrate all the customer-facing processes so customers see a single face and hear a single voice when they interact with the firm. Internal marketing requires that everyone in the organization accept the concepts and goals of marketing and engage in choosing, providing, and communicating customer value. Only when all employees realize their job is to create, serve, and satisfy customers does the company become an effective marketer Figure 22.1 Functional Organization Organizing the Marketing Department Functional Organization Product- or Brand- Management Geography Market-Management Matrix-Management FUNCTIONAL ORGANIZATION In the most common form of marketing organization, functional specialists report to a marketing vice president who coordinates their activities. The main advantage of a functional marketing organization is its administrative simplicity. It can be quite a challenge for the department to develop smooth working relationships, however. This form also can result in .
