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On the Changing Role of Marketing within the Firm

Received: 13 June 2013     Published: 10 July 2013
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Abstract

The marketing department’s influence has diminished and marketing has less influence on strategic decisions. Marketing is placed mainly in a tactical, executive role. More marketing activities take place outside the conventional marketing department. Reasons for all that are the marketing department’s disappointing performance, lack of accountability and inadequate measurement; the mutual lack of understanding between marketeers and non-marketeers about the meaning, content and scope of marketing; and the inability of marketeers to coordinate the implementation of their plans. The disintegration of marketing can be balanced by small, highly specialized and well educated marketing centres of excellence, which monitor and stimulate market orientation, which direct all dispersed marketing activities, focusing on long-term strategic issues, such as branding, customer loyalty, and innovation. This requires marketeers to understand more about the challenges of organizational change.

Published in International Journal of Economics, Finance and Management Sciences (Volume 1, Issue 3)
DOI 10.11648/j.ijefm.20130103.13
Page(s) 145-150
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2013. Published by Science Publishing Group

Keywords

Marketing Organisation, Marketing Implementation, Marketing Planning

References
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[6] J.M.D. Koster, 'Marketing Implementation: Ask for the order!', Inaugural lecture, Nyenrode Business University, Holland Business Publications, 2007.
[7] P. Nath, and V. Mahajan, 'Chief Marketing Officers: A Study of Their Presence in Firms’ Top Management Teams', Journal of Marketing, vol. 72 (January,) 2008 , pp. 65-81.
[8] P.C. Verhoef and P.S.H. Leeflang 'Understanding the Marketing Department’s Influence Within the Firm', Journal of Marketing, vol. 73 (March), no. 2, 2009, pp. 14–37.
[9] D.E. Schultz, 'Marketing Gets No Respect in the Boardroom', Marketing News, vol. 37, Iisue 24, 2003, p. 9.
[10] T. Ambler, 'Marketing and the Bottom Line', 2nd ed., Edinborough: Pearson Education, 2003.
[11] J.C. Narver and S.F. Slater ‘The Effect of a Market Orientation on Business Profitability’, Journal of Marketing, vol. 54, no. 4, 1990, pp. 20-35.
[12] G.J. McGovern, D. Court, J.A. Quelch, and B. Crawford, 'Bringing Customers Back into the Boardroom', Harvard Business Review, 82 (11), 2004, pp. 70-80.
[13] M.H.B. McDonald, 'Marketing Plans', fifth edition, Oxford: Butterworth-Heinemann, 2002.
[14] N.F. Piercy ‘Marketing Implementation: The Implications of Marketing Paradigm Weakness for the Strategy Execution Process’, Journal of the Academy of Marketing Science, vol. 26, no. 3, 1998, pp. 222-236.
[15] L.C. Harris, ‘The organizational barriers to developing market orientation’, European Journal of Marketing, vol. 34, no. 5/6, 2000, pp. 598 – 624.
[16] K.N. Kennedy, J.R. Goolsby and E.J. Arnould, ‘Implementing a customer orientation: extension of theory and application’, Journal of Marketing, vol 67 (October), 2003, pp. 67-81.
[17] M.D. Hutt, ‘Cross-functional working relationships in marketing’, Journal of the Academy of Marketing Science, vol. 23, no. 4, 1995, pp. 351-357.
[18] M. Meldrum, ’Critical issues in implementing marketing’, Journal of Marketing Practice: Applied Marketing Science, Sept., vol. 2,iIssue 3, 1996, pp. 29-43.
[19] A. Tapp and T. Hughes, ‘New technology and the changing role of marketing’, Marketing Intelligence & Planning, vol. 22. no. 3, 2004, p. 284 – 296.
[20] J.P. Workman Jr., Chr. Homburg and K. Gruner, ‘Marketing Organization: An Integrative Framework of Dimensions and Determinants’, Journal of Marketing, vol. 62 (July), 1998, pp. 21-41.
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Cite This Article
  • APA Style

    John M. D. Koster. (2013). On the Changing Role of Marketing within the Firm. International Journal of Economics, Finance and Management Sciences, 1(3), 145-150. https://doi.org/10.11648/j.ijefm.20130103.13

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    ACS Style

    John M. D. Koster. On the Changing Role of Marketing within the Firm. Int. J. Econ. Finance Manag. Sci. 2013, 1(3), 145-150. doi: 10.11648/j.ijefm.20130103.13

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    AMA Style

    John M. D. Koster. On the Changing Role of Marketing within the Firm. Int J Econ Finance Manag Sci. 2013;1(3):145-150. doi: 10.11648/j.ijefm.20130103.13

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  • @article{10.11648/j.ijefm.20130103.13,
      author = {John M. D. Koster},
      title = {On the Changing Role of Marketing within the Firm},
      journal = {International Journal of Economics, Finance and Management Sciences},
      volume = {1},
      number = {3},
      pages = {145-150},
      doi = {10.11648/j.ijefm.20130103.13},
      url = {https://doi.org/10.11648/j.ijefm.20130103.13},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijefm.20130103.13},
      abstract = {The marketing department’s influence has diminished and marketing has less influence on strategic decisions. Marketing is placed mainly in a tactical, executive role. More marketing activities take place outside the conventional marketing department. Reasons for all that are the marketing department’s disappointing performance, lack of accountability and inadequate measurement; the mutual lack of understanding between marketeers and non-marketeers about the meaning, content and scope of marketing; and the inability of marketeers to coordinate the implementation of their plans. The disintegration of marketing can be balanced by small, highly specialized and well educated marketing centres of excellence, which monitor and stimulate market orientation, which direct all dispersed marketing activities, focusing on long-term strategic issues, such as branding, customer loyalty, and innovation. This requires marketeers to understand more about the challenges of organizational change.},
     year = {2013}
    }
    

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    AB  - The marketing department’s influence has diminished and marketing has less influence on strategic decisions. Marketing is placed mainly in a tactical, executive role. More marketing activities take place outside the conventional marketing department. Reasons for all that are the marketing department’s disappointing performance, lack of accountability and inadequate measurement; the mutual lack of understanding between marketeers and non-marketeers about the meaning, content and scope of marketing; and the inability of marketeers to coordinate the implementation of their plans. The disintegration of marketing can be balanced by small, highly specialized and well educated marketing centres of excellence, which monitor and stimulate market orientation, which direct all dispersed marketing activities, focusing on long-term strategic issues, such as branding, customer loyalty, and innovation. This requires marketeers to understand more about the challenges of organizational change.
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Author Information
  • Professor of Marketing Organization and Implementation at Nyenrode Business University, Breukelen, the Netherlands

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