Поведение потребителей

Программа менеджмента по организации маркетинговой деятельности

Программа менеджмента, рассматривающая организационные вопросы в марке­тинге, включает в себя ответы на следующие вопросы:

♦ Как организационная структура и механизмы координации воздействуют на формулировку и внедрение маркетинговой стратегии и как организаци­онная расстановка влияет на взаимодействие потребителей и компании?

♦ Что касается оценки маркетинга, то необходимо разделять функциональ­ный уровень и уровень бизнес-единиц, а также уровень предприятия в це­лом. Эти уровни очень сложно связаны, но на каждом надо решать свои во­просы (см. табл. 1).

♦ Надо определить, почему изменения в организации маркетинга бывают не­обходимы. Причиной может быть как внешнее воздействие со стороны рын­ка и каналов распределения, так и внутреннее давление со стороны новой технологии, новых методов управления и значительных изменений в орга­низации.

♦ Пригодность различных организационных форм для маркетинга можно выявить с помощью оценки различных типов рынка и собственных возмож­ностей.

♦ На функциональном уровне и уровне бизнес-единиц встают вопросы о ныне работающих и более подходящих внутренних маркетинговых струк­турах в свете поставленных маркетинговых задач.

♦ Внедрение в реформированных организациях многофункциональных групп для управления бизнес-процессами, такими как разработка нового товара, ставит новые задачи определения процессов, выбора участников группы и определения стимулов.

♦ Смена функциональной организационной структуры на процессуальную не исключает функциональных недоразумений и приводит в конце концов к ориентации на команды (Majchzak & Wang 1996). Необходимо также ме­нять культуру.

♦ На корпоративном уровне, т. е. на уровне предприятия, вопросы отражают широкие изменения в том, как структурируются и управляются большие орга­низации, а также процессы вертикального разукрупнения и сетевого объеди­нения. Исходя из представлений о новых организационных формах маркетин­га и изменений во внешней среде надо тщательно взвесить необходимость во взаимоувязанных маркетинговых стратегиях, стратегических альянсах и мар­кетинговых сетях. Наконец, необходимо оценить компромисс между возрос­шей организационной эффективностью и затратами на организационные перемены. Изменение маркетинговой организации меняет ответственность и функции персонала. Новая модель может потребовать сокращения штата сотрудников. Подобные изменения недешевы, и их издержки надо сравнить с потенциальным эффектом от внедрения новой организационной формы.

Nigel F. Piercy

Cardiff Business School, Cardif University David W. Cravens

M. J. Neeley Schoolof Business, Texas Christian University

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