Transcript MARKETING INFORMATION

Strategy & Structure
Aligning administrative,
responsibility, and
account structures to
accomplish
organizational purpose
in big organizations
POSDCORB
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Strategic PLANNING
ORGANIZING
STAFFING
Organizational
DEVELOPMENT
CONTROLLING
OPERATING
REPORTING
BUDGETING
The Rise of Bureaucracy
Perfected by Prussians during 19th
Century
– detailed centralized materials requirements
and logistical planning (input budgets),
– control by rules, standard operating
procedures, and the merit principle,
– functional administrative design,
distinction between staff and line
– decomposition of tasks to their simplest
components,
– Sequential processing.
Bureaucracy
• made large, complex organizations
possible; also made them inevitable
• POSDCORB functions were all treated
as separate concerns, performed by staff
specialists and coordinated by top mgmt.
• substantial staff resources needed to
gather and process data for top mgmt. to
coordinate activities and allocate
resources
The Marketing
Information System
Marketing
managers
Marketing Information System
Developing information
Analysis
Planning
Assessing
information
needs
Internal
records
Marketing
intelligence
Implementation
Marketing
environment
Test
markets
Marketing
channels
Competitors
Control
Distributing
information
Marketing
decision
support
analysis
Marketing
research
Marketing decisions and communication
Publics
Macroenvironment
forces
Managing at Arms Length
• Multi-product, or M-form, organizational
structure
– each major operating division serves a distinct
product market
• Decentralized control
– by the numbers, using the DuPont system of
financial controls, return-on-assets target
• Coordination
– short run via transfer prices
– Long run via modern capital budgeting system
Flexible Production
• Nobody but the front-line worker adds value,
• Front-line workers can perform most
functions better than specialists (lean
manufacturing),
• Every step of the fabrication process should
be done perfectly (TQM)
• This reduces the need for buffer stocks (JIT)
and produces a higher quality end-product.
Modern IT: reduced
economies of scale and scope
• Multidisciplinary teams, members work
together from start of job to completion
• push exercise of judgment down to
teams that do an organization's work
• more equal distribution of knowledge,
authority, and responsibility
• average firm size falling for the last
twenty years
The Balanced Scorecard
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Four perspectives
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Financial
Customer
Internal Business Processes
Learning and Growth Perspective
Think Again.