Marketing_Management_14th_Edition-min

MANAGING A HOLISTIC MARKETING ORGANIZATION FOR THE LONG RUN | CHAPTER 22 623
Marketers also face ethical dilemmas and perplexing trade-offs. Consumers may value convenience,
but how to justify disposable products or elaborate packaging in a world trying to minimize waste?
Increasing material aspirations can defy the need for sustainability. Given increasing consumer
sensitivity and government regulation, smart companies are creatively designing with energy efficiency,
carbon footprints, toxicity, and disposability in mind. Some are choosing local suppliers over distant
ones. Auto companies and airlines must be particularly conscious of releasing CO 2 in the atmosphere.
Toyota Prius
Toyota Prius Some auto experts scoffed when Toyota predicted sales of 300,000
cars within five years of launching its gas-and-electric Prius hybrid sedan in 2001. But by 2004,
the Prius had a six-month waiting list. Toyota’s winning formula consists of a powerful electric
motor and the ability to quickly switch power sources—resulting in 55 miles per gallon for city
and highway driving—with the roominess and power of a family sedan and an eco-friendly
design and look, for a little over $20,000. The lesson? Functionally successful products that consumers see
as good for the environment can offer enticing options. Toyota is now rolling out hybrids throughout its auto
lineup, and U.S. automakers have followed suit. 7
Now more than ever, marketers must think holistically and use creative win-win solutions to balance
conflicting demands. They must develop fully integrated marketing programs and meaningful
relationships with a range of constituents. 8 They must do all the right things inside their company
and consider the broader consequences in the marketplace, topics we turn to next.
Internal Marketing
Traditionally, marketers played the role of middleman, charged with understanding customers’ needs
and transmitting their voice to various functional areas. 9 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. 10
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. 11 “Marketing Memo: Characteristics of Company Departments That Are Truly
Customer Driven” presents a tool that evaluates which company departments are truly customer driven.
Let’s look at how marketing departments are being organized, how they can work effectively with
other departments, and how firms can foster a creative marketing culture across the organization. 12
Organizing the Marketing Department
Modern marketing departments can be organized in a number of different, sometimes overlapping
ways: functionally, geographically, by product or brand, by market, or in a matrix.
FUNCTIONAL ORGANIZATION In the most common form of marketing
organization, functional specialists report to a marketing vice president who coordinates their
activities. Figure 22.1 shows five specialists. Others might include a customer service manager,
Marketing
vice president
|Fig. 22.1|
Functional
Organization
Marketing
administration
manager
Advertising and
sales promotion
manager
Sales
manager
Marketing
research
manager
New-products
manager