Please enable JavaScript.
Coggle requires JavaScript to display documents.
marketing and operations coordination - Coggle Diagram
marketing and operations coordination
importance of strategic coordination
common for companies to exhibit functional dominance where one business function as more influence than the rest - marketing companies allow operations to drift through lack of attention
translating company strategy to compatible functional goals - ensure sales growth - distant relationship marketing - operations - unrealistic expectations
number of areas conflict can arise
difference in the way managers are rewarded and evaluated
inherent complexity - marketing relying on soft data - operations relying on hard data
cultural differences - different task orientations and social concurns
complicating factors include
need to interfere with each other and other functions
need for cooperation
tech change - greater strain on product demand
difficultly of changing increasingly automated operations
greater visibility of poor performance
tension hightened - market requirement change through variety of mechanisms
nature of competition changes
customer needs adapt
operations requirments change
marketing strategies enter new markets
competitors force change on marketing and operations
tech - further complicates things -
some orgs have embedded operation strategies for many years - so difficult to change
improving coordination
marketing operations - managers who collaborate with marketing colleagues and managing operations team
traditional marketing managing roles replaced by holistic approaches
speed
insight
access
flexibility