On the Changing Role of Marketing within the Firm
International Journal of Economics, Finance and Management Sciences
Volume 1, Issue 3, June 2013, Pages: 145-150
Received: Jun. 13, 2013; Published: Jul. 10, 2013
Views 2756      Downloads 151
John M. D. Koster, Professor of Marketing Organization and Implementation at Nyenrode Business University, Breukelen, the Netherlands
Article Tools
Follow on us
The marketing department’s influence has diminished and marketing has less influence on strategic decisions. Marketing is placed mainly in a tactical, executive role. More marketing activities take place outside the conventional marketing department. Reasons for all that are the marketing department’s disappointing performance, lack of accountability and inadequate measurement; the mutual lack of understanding between marketeers and non-marketeers about the meaning, content and scope of marketing; and the inability of marketeers to coordinate the implementation of their plans. The disintegration of marketing can be balanced by small, highly specialized and well educated marketing centres of excellence, which monitor and stimulate market orientation, which direct all dispersed marketing activities, focusing on long-term strategic issues, such as branding, customer loyalty, and innovation. This requires marketeers to understand more about the challenges of organizational change.
Marketing Organisation, Marketing Implementation, Marketing Planning
To cite this article
John M. D. Koster, On the Changing Role of Marketing within the Firm, International Journal of Economics, Finance and Management Sciences. Vol. 1, No. 3, 2013, pp. 145-150. doi: 10.11648/j.ijefm.20130103.13
G.S. Day, 'Marketing’s Contribution to the Strategy Dialogue', Journal of the Academy of Marketing Science, 20 vol. 4, 1992, pp. 323-329.
G.S. Day, ‘The Capabilities of Market-Driven Organizations’, Journal of Marketing, vol. 58, no. 4 (October), 1994, pp. 37-53.
F.E. Webster Jr., A.J. Malter and S. Ganesan, 'The Decline and Dispersion of Marketing Competence', MIT Sloan Management Review, vol. 46, no. 4 (Summer), 2005, pp. 35-43.
C. Moorman and Roland T. Rust, ‘The Role of Marketing’, Journal of Marketing, vol. 63 (Special Issue), 1999, pp. 180-197.
C. Homburg, J.P. Workman Jr. and H. Krohmer, ‘Marketing’s Influence within the Firm’, Journal of Marketing, vol. 62, no. 2, 1999, pp. 1-17.
J.M.D. Koster, 'Marketing Implementation: Ask for the order!', Inaugural lecture, Nyenrode Business University, Holland Business Publications, 2007.
P. Nath, and V. Mahajan, 'Chief Marketing Officers: A Study of Their Presence in Firms’ Top Management Teams', Journal of Marketing, vol. 72 (January,) 2008 , pp. 65-81.
P.C. Verhoef and P.S.H. Leeflang 'Understanding the Marketing Department’s Influence Within the Firm', Journal of Marketing, vol. 73 (March), no. 2, 2009, pp. 14–37.
D.E. Schultz, 'Marketing Gets No Respect in the Boardroom', Marketing News, vol. 37, Iisue 24, 2003, p. 9.
T. Ambler, 'Marketing and the Bottom Line', 2nd ed., Edinborough: Pearson Education, 2003.
J.C. Narver and S.F. Slater ‘The Effect of a Market Orientation on Business Profitability’, Journal of Marketing, vol. 54, no. 4, 1990, pp. 20-35.
G.J. McGovern, D. Court, J.A. Quelch, and B. Crawford, 'Bringing Customers Back into the Boardroom', Harvard Business Review, 82 (11), 2004, pp. 70-80.
M.H.B. McDonald, 'Marketing Plans', fifth edition, Oxford: Butterworth-Heinemann, 2002.
N.F. Piercy ‘Marketing Implementation: The Implications of Marketing Paradigm Weakness for the Strategy Execution Process’, Journal of the Academy of Marketing Science, vol. 26, no. 3, 1998, pp. 222-236.
L.C. Harris, ‘The organizational barriers to developing market orientation’, European Journal of Marketing, vol. 34, no. 5/6, 2000, pp. 598 – 624.
K.N. Kennedy, J.R. Goolsby and E.J. Arnould, ‘Implementing a customer orientation: extension of theory and application’, Journal of Marketing, vol 67 (October), 2003, pp. 67-81.
M.D. Hutt, ‘Cross-functional working relationships in marketing’, Journal of the Academy of Marketing Science, vol. 23, no. 4, 1995, pp. 351-357.
M. Meldrum, ’Critical issues in implementing marketing’, Journal of Marketing Practice: Applied Marketing Science, Sept., vol. 2,iIssue 3, 1996, pp. 29-43.
A. Tapp and T. Hughes, ‘New technology and the changing role of marketing’, Marketing Intelligence & Planning, vol. 22. no. 3, 2004, p. 284 – 296.
J.P. Workman Jr., Chr. Homburg and K. Gruner, ‘Marketing Organization: An Integrative Framework of Dimensions and Determinants’, Journal of Marketing, vol. 62 (July), 1998, pp. 21-41.
Ph. Kotler, 'Marketing Management', eleventh (international) edition, Englewood Cliffs, New Jersey: Prentice Hall, 2003.
Gebhardt, Gary F., Gregory S. Carpenter, and John F. Sherry, 'Creating a market Orientation: A Longitudinal, Multi-Firm, Grounded Analysis of Cultural Transformation', Journal of Marketing, vol. 70 (October), 2006, pp. 37-55.
E. Maltz and A.K. Kohli, ‘Reducing Marketing’s Conflict With Other Functions: The Differential Effects of Integrating Mechanisms’, Journal of the Academy of Marketing Science, vol. 28 (October), no.4, 2000, pp. 479-492.
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
Tel: (001)347-983-5186