Marketing Department

8 Key excerpts on "Marketing Department"

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  eBook - ePub

  Practice of Advertising

  • Adrian Mackay(Author)
  • 2007(Publication Date)
  • Routledge

    (Publisher)

  concerned about the customers on which the business depends. The saying ‘Marketing is too important an activity to be trusted to the Marketing Department’ contains a great deal of truth. A fairly common solution to the problem is to label these specialist departments ‘Marketing Services’.

  Be that as it may, we do commonly find within a company structure a Marketing Department set up something along the following lines.

  Marketing is one of the three basic areas of activity in the typical industrial business. It begins by influencing the format of the product to secure maximum acceptance in the market. It also defines the prices at which and the quantities in which it should be offered in any given period to secure the maximum return to the business in the long term.

  It normally includes:

  1  An evaluation of the market and estimates of sales 2  Development of the marketing approach or policy 3  The planning and operation of the marketing function over all – internal and external – for maximising sales and for dealing with customers 4  All forms of promoting sales 5  Setting budgets for the marketing activity 6  The evaluation of results by reference to internal data and the results of market research.

  This is a perfectly valid and worthwhile approach, provided it does not obscure the need for the whole company to be committed to the management process that ‘identifies, anticipates and satisfies customer requirements efficiently and profitably’.

  In its fullest sense, the marketing concept is a philosophy of business. Simply stated, it means that customers seeking satisfaction becomes the economic and social justification of a company’s existence. So, all company activities in production, engineering, and finance, as well as in marketing, must be devoted first to determining what the customer’s wants are and then to satisfying those wants while still making a reasonable profit.

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  The Marketing Edge for Filmmakers: Developing a Marketing Mindset from Concept to Release

  • Russell Schwartz, Katherine MacDonald(Authors)
  • 2019(Publication Date)
  • Routledge

    (Publisher)

  Part II Welcome to the Marketing Department Passage contains an image

  8 Welcome to the Marketing Department

  Behind the Curtain

  You have now completed your film and have been lucky enough to have produced your movie either inside the studio system or out there in the world of independent financing and production. But the good news is you are here with a marketing and distribution partner who is passionate about your project and ready to commit all their resources to your success, led by a very capable Head of Marketing.

  But what exactly is this department you are about to deal with and what is the real function of the marketing executive?

  The definition of any executive is to have the necessary knowledge base to do the job correctly. Marketing, in particular, is a multi-layered discipline with many functions and while the president, or Head of Marketing, is in charge of every area, the really good ones don’t take ownership of any particular one. Their job is to make things happen, solve problems, and ultimately take responsibility for the success, or failure, of the entire campaign.

  At the same time, marketing people have to be capable specialists in every area that they oversee. They must be able to “walk the talk” as their job is to command respect on every aspect that marketing touches and be able to guide, influence, and embrace contributions from every specialist who works under them including outside vendors who work on projects for the company in various capacities.

  As we move through Part Two of this book, we’re going to spend time meeting each of the various disciplines that make up the Marketing Department. Each chapter in this section of the book will dive deeply into a different discipline and show you how these groups will work to market your film, how you will interact with them and how you can best help them succeed.

  In a small studio, only one or two people may represent each of these disciplines whereas in a large studio each discipline will include dozens of people. The Marketing Department in a major studio will be over a hundred people based on the home base in Los Angeles and hundreds of others around the world.

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  Internal Marketing

  Another Approach to Marketing for Growth

  • Tatsuya Kimura(Author)
  • 2017(Publication Date)
  • Routledge

    (Publisher)

  In most companies, the two departments are headed by different vice presidents. Marketing typically takes care of product planning, market planning, pricing, lead generation, and communications. Sales takes care of reaching and developing customers and getting orders. Various frictions can arise. The sales vice president may urge marketing to lower prices, or request a large share of the budget to hire more salespeople or pay them more. The marketing vice president may prefer to use the money for stronger communications to build the brand and pull in demand and may justify the higher prices as a way to pay for the communication costs.

  (Kotler 2004b, pp. 122–123)

  This statement applies not just to U.S. firms, but also to many Japanese firms that have both marketing and sales departments. Sales and marketing activities are conducted in the same way, in the sense that they are both aimed at continuously winning in a competitive market, increasing sales, and bringing profits to the firm. However, they differ in terms of their strategic scope. While the performance of the sales department is numerically expressed on a short-term basis (i.e., monthly, quarterly, and yearly), the Marketing Department conducts brand building with a medium- to long-term perspective and plays roles in new product development from market research to market introduction of products. As a result, these departments often differ in the orientation of their activities on the time axis and, in turn, differ in the focus of their daily activities.

  In practice, however, both sales and marketing are important, and the question is not whether one is superior to the other. This chapter focuses on marketing and sales as central business functions of the firm and examines the current state and future possibilities of their integration.

  2. Role of sales in the concept of marketing

  2.1 Marketing mix and concept of sales

  In Japanese, words relevant to the concept of sales include sērusu and eigyō . What these words refer to varies depending on the firm’s industry and the type of the firm (i.e., Japanese or foreign). The English word “sales” is directly translated as sērusu and refers to a department of the firm, its staff, or its activity. The word may also be translated as hanbai or eigyō . The appropriate English translation of the Japanese word eigyō

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  Marketing Budgeting (RLE Marketing)

  A Political and Organisational Model

  • Nigel Piercy(Author)
  • 2014(Publication Date)
  • Taylor & Francis

    (Publisher)

  departmentation of marketing was found only in some 45% of the first sample of nearly 300 medium-sized companies, although adopting a liberal interpretation of what constituted that departmentation. However, of the 150 companies providing fuller data, 85% had some form of formalised marketing organisation and this was positively related to company size. The qualitative evidence available explained the lack of Marketing Departmentation as being related to such factors: small company size; the lack of formal marketing activities, e.g. in textile companies producing own-label goods for retailers; the lack of specialisation in marketing, because the activity involved all managers, e.g. in a multinational corporation chemicals division; and a high degree of marketing concentration, where marketing or selling amounted to no more than management negotiation with major customers, e.g. selling interior trim to the automotive industry, and where decisions on advertising, promotion, and the like, were made directly by the chief executive.

  Accepting the caution necessary in commenting on the sample in question, it is suggested that the departmentation of marketing is rather lower than might have been expected in such a sample.

  Turning to the integration of functions within Marketing Departments, it was found that of a list of major ‘marketing’ functions, typically only a few were integrated into a marketing organisation in the companies studied. Some 50% of Marketing Departments had functional responsibility only for advertising and marketing research, and a further 20% also integrated trade marketing sales. Only one-sixth of the firms displayed high levels of functional integration.

  In terms of manpower

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  Handbook of Marketing

  • Barton A Weitz, Robin Wensley, Barton A Weitz, Robin Wensley(Authors)
  • 2002(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  Marketing is the design and management of all of the business processes necessary to define, develop, and deliver value to customers. Marketing cannot operate alone in these processes but must provide the customer focus that guides and directs all activities. As we will argue, marketing can therefore be most effec-tive not as a separate function, but as part of a team of managers where marketing provides the guid-ance and leadership for the customer-oriented enterprise. Types of Marketing Processes Marketing processes are defined by customer infor-mation, but many of these processes are not solely the responsibility of marketing managers. Product development, for example, is a marketing process but it is not exclusively owned by marketing. Certain other processes, such as financial account-ing, are probably minimally affected by marketing inputs. Many processes which we would consider to be marketing processes have traditionally been the province of other management functions, especially operations management, purchasing, engineering, and research-and-development. This new view of marketing asserts that these processes that used to be managed primarily from a cost-control perspective need to be repositioned, and be managed from a customer-value perspective. This is a fundamental shift in point of view. Marketing processes have been defined in several different (but not conflicting) ways. One framework is organized around a definition of marketing as defining, developing, and delivering value (Webster, 1997: 53–4). Examples include: Value-defining processes: • Market research – studies of customer needs, preferences, expectations, buying behavior, product use, etc. • Analysis of the firm’s core competencies THE ROLE OF MARKETING AND THE FIRM 77

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  Marketing

  • Paul Reynolds, Geoff Lancaste(Authors)
  • 2013(Publication Date)
  • Routledge

    (Publisher)

  4

  The functions ofmarketing

  4.1 Introduction

  In Chapter 2 , marketing was described as a conceptually based business philosophy that has as its primary objective the realisation of profit through customer satisfaction. This philosophy is implemented through the various functions that make up marketing.

  It is a common error to think of marketing as a limited set of activities, notably advertising, sales promotion and market research. A truly marketing-orientated company should ensure that the marketing concept is uppermost in the thoughts and actions of all its departments and personnel.

  Key point

  A truly marketing-orientated company should ensure that the marketing concept is uppermost in the thoughts and actions of all its departments and personnel.

  It is true that marketing specialists are the people most directly concerned with implementing the marketing concept and most closely associated with the customer. Individual marketing specialisms are known as marketing’s functions. The role of the functional specialists is to identify the needs of the market, to interpret these, to bring products and services to the market place in a manner that is appealing, and to ensure lasting customer satisfaction.

  4.2 Marketing in practice: the mix

  Marketing strategy can be likened to a recipe, where the ingredients are the various marketing functions. Just as recipes vary according to the dish being prepared, so different marketing strategies require differing levels and combinations of functional ingredients. Even if a relatively minor ingredient is calculated incorrectly or forgotten, a recipe will not be successful. The same is true of marketing strategy, where all functional ingredients depend on each other for success.

  The idea of the ‘Four Ps’ – product, price, promotion and place (distribution) – was first suggested by E. Jerome McCarthy (1960). These are the key elements of the marketing function. Each of these mix elements possesses a number of variables (see Figure 4.1 ) whose emphasis can be varied according to a chosen strategy. Inherent in any marketing strategy is a series of inter-mix variables as well as several intra-functional variables. These functional aspects of the marketing mix which include the ‘Four Ps’ in addition to customer segmentation, targeting and positioning are referred to as the marketing mix

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  Understanding Marketing

  • (Author)
  • 2010(Publication Date)
  • Harvard Business Review Press

    (Publisher)

  Understanding Marketing: The Basics What Is Marketing? 3 4 Understanding Marketing W hat’s the first thing you think of when you hear the word marketing ? Do you imagine salespeople talking up their company’s products with potential customers? Flashy billboard ads lining a highway? Finance managers calculating the possible profits that a new product may bring in? If you envisioned any or all of these things, you’re on the right track: selling, advertising, and profitability calculations are all impor-tant parts of marketing. But marketing consists of so much more. In the pages that follow, we’ll examine a definition of market-ing, explore how marketing connects with an organization’s mis-sion, see how a marketing orientation works and how it connects to customers’ needs, examine several approaches to marketing, and review the marketing process. A definition The following is a comprehensive definition of marketing: MARKETING is the process of planning and executing the concep-tion, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individuals’ and companies’ goals. Marketing isn’t somebody’s responsibility—[it’s] everyone’s responsibility. —Jack Welch What Is Marketing? 5 Marketing and mission: A close connection Marketing starts with the organization’s mission, which answers the following questions: • How does the organization define itself ? • What are its goals? • Who are its customers? • How does it intend to fulfill its mission? • What is the company’s very reason for existence? For example, “Company ABC’s mission is to provide low-pollution cars at a price that customers consider affordable and to foster its employees’ and shareholders’ achievement of their per-sonal objectives.” Fulfilling an organization’s mission is the process of reaching its goals through the exchange of goods, services, and ideas. And it’s these activities that define the process of marketing.

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  Market-Driven Management

  Strategic and Operational Marketing

  • Jean-Jacques Lambin, Isabelle Schuiling(Authors)
  • 2012(Publication Date)
  • Bloomsbury Academic

    (Publisher)

  THE CHANGING ROLE OF MARKETING PART ONE Marketing is both a business philosophy and an action-oriented process. This first chapter aims to describe the system of thought, to clarify the ideological foundations of the mar-keting concept and its main implications regarding the firm’s operations and organization. A distinction is made between strategic and operational marketing, that is, between the strategic brain and the commercial arm of the firm, respectively. The tasks of strategic and operational marketing are briefly described and will be analysed in more detail in the fol-lowing chapters. 1.1 THE MARKETING CONCEPT DEFINED Since more than 50 years now, the marketing concept has been heralded by marketing aca-demics and practitioners and its acceptance is still viewed as the optimal marketing manage-ment philosophy. In the management literature, the marketing concept has been described in various ways by different authors, but the term has become synonymous with having a customer orientation. The shortest definition of marketing is “meeting needs profitably”. The traditional marketing concept is based on three pillars: A ■ customer orientation : Implying that an intimate understanding of his or her needs and wants should be the focal point of all managerial actions. Integration of efforts ■ : Implying coordination with the other functions (R&D, produc-tion, accounting and financial activities) within the firm to disseminate the customer orientation. A ■ profit objective : The marketing concept is intended to make money for the firm, as a reward for its focus on customer satisfaction.

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