Marketing :: essays research papers

A very important factor in the success of a participation is the marketing strategies and the marketing personnel that is being used on a daily basis. As the marketplace evolves ever more rapidly, marketers struggle to make pace. In our marketing department we have started to concentrate more on the issues that have been failing in the past years for us by adjusting our traditional stratagemsredesigning market segmentations, building stronger brands, and hiring new and better marketing managers be very necessary. Unless these solutions can be mobilized rapidly, we could find ourselves overtaken by our competitors, for a basically different way of organizing companies to exploit opportunity seems to be emerging among more of our growth leaders. You might call us venture-marketing organizations, since like venture capitalists we be quick to spot new possibilities, to allocate resources to the best peerlesss, and to cut our losses as we go. We have obdurate to turn our marketin g department nigh and make it become our most important key factor for our business. merchandise to new customers and to our existing customers is going to be our deepest concentration for the moment. We have decided to concentrate on marketing the quality of our products and the benefits of wearing our materials during their workouts or performing events.     Our groups realized that to outpace the market consistently, we must not only wee fluid organizational structures but also provide for unyielding clumsiness in measurement and decision making. As a result, we leave alone extol revenue growth rates that on average are one and a half times those of the competition. When traditional marketers think of organization, they mean structure distinct product, channel, and customer groups focusing on specific functional tasks, such(prenominal) as brand management, customer segment management, and market research. Our functional managers leave behind play the p ivotal roles in these functionally focused groups, which are prudent for generating ideas and taking them to market.     But the traditional approach hinders the fluidity required to trammel pace with the markets evolution. For when market priorities change, traditionalists take a " clangoring and rebuild" approach that consumes the precious time of top executives, disrupts action on the front lines, and, worst of all, often fails to yield the intended results.     Our new-style marketing groups will understand that formal structures cant drive value in fast-moving environments. To make organizations keep pace with the market, these groups rely not on half-yearly restructurings but on a continual process of evolution.