Channel management is general management
Article Abstract:
Distribution strategy has become an increasingly visible aspect of marketing in recent years. It generally assumed that the brand, or individual product line, is the appropriate focus for the development and implementation of channel strategies. However, this ignores the mutual impact between channel policies and other aspects of corporate strategy that range far beyond the marketing function. Effective channel management requires clarifying the role of a product line within the corporation's product portfolio, and managing the implications of interrelationships among product policy, product lines, and channel strategy. This, in turn, has significant organizational implications. For many companies, it requires a shift in who makes important channel decisions, the types of information and experience in making these decisions, and the measurement systems used to evaluate managers. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1988
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Agendas, incubators, and marketing organizations
Article Abstract:
Because of its boundary-spanning role in the firm, the marketing organization must simultaneously develop new capabilities while also focusing managers limited attention on goals and sources of revenue. This is especially true in fast-changing and technologically dynamic market environments and is crucial in that portion of marketing activity called selling. This article, via a longitudinal study of IBM's field marketing operations, emphasizes the 'agenda setting' and 'incubating' aspects of traditional organizational structures (rather than new organizational forms) in meeting these requirements. It suggests a view of strategy-organization relationships that stresses enabling constraints of formal structures, and it discusses some key benefits, costs, and prerequisites of marketing reorganizations. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1990
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Why improving quality doesn't improve quality (or whatever happened to marketing?)
Article Abstract:
Too often, quality programs fail to improve quality because they concentrate on internal processes which do not affect the customer. This is at least partially due to the alienation of marketing from the quality movement, a situation for which both sides are partially at fault. Ideally, marketing should serve as the eyes and ears of the organization, linking the external customer to managerial processes. One way to do this is to organize the collection of customer satisfaction measures around the managerial processes themselves. This forms a natural bridge from the customer to management and allows management to track the impact of quality improvements all the way from internal process measures to overall customer satisfaction and market share. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1993
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