Marketing :: essays research papers

A very important factor in the success of a caller-up 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 concord 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 atomic number 18 very necessary. Unless these solutions can be mobilized rapidly, we could find ourselves overtaken by our competitors, for a essentially different way of organizing companies to exploit opportunity seems to be emerging among many an(prenominal) of our growth leaders. You might call us venture-marketing organizations, since like venture capitalists we ar quick to spot new possibilities, to allocate resources to the best unitys, and to cut our losses as we go. We have co ntumacious to turn our marketing department round and make it become our most important key factor for our business. marketing 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 playing events.     Our groups realized that to outpace the market consistently, we must not only compel fluid organizational twists but also provide for unyielding adversity in measurement and decision making. As a result, we pull up stakes eff 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, much(prenominal) as brand management, customer segment management, and market research. Our functional manag ers go out play the pivotal roles in these functionally focused groups, which are amenable for generating ideas and taking them to market.     But the traditional approach hinders the fluidity required to dungeon pace with the markets evolution. For when market priorities change, traditionalists take a " clang 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 episodic restructurings but on a continual process of evolution.