The disadvantages of the product organizational structure of the marketing service are. Organizational structures of marketing service. Marketing organizational charts

30.06.2020

The dependence of the organizational structures of marketing services on the content of the tasks they solve

Marketing activity only then becomes relevant for enterprises of a particular country (region) when the producer's market in this territory begins to turn into a consumer market, i.e. when the supply for a given product begins to exceed demand and the buyer begins to dictate his will on the market. The manufacturer can solve all his problems in the consumer market only through the active use of marketing methods and techniques, which were discussed in sections I-IV. However, the effective use of marketing tools presupposes the presence at enterprises of certain services (departments, bureaus), the main functional responsibility of which would be the organization of marketing activities.

The marketing service (department or bureau) of the enterprise should deal with the following tasks.

Constant monitoring of the market and analysis of the entire external environment (near and distant environment) in order to determine the possible directions for the development of the enterprise (firm) in the future.

Organization of continuous collection, storage and processing of customer data in order to identify market development trends and forecast sales volume depending on the state of the external environment and the capabilities of the enterprise.

Determination of the nomenclature of goods for production that will find sales in the market, as well as consumer properties of these goods.

Development of market novelty products.

Determination of the onset of the recession stage for obsolete goods and the development of recommendations for their removal from the market.

Development of market strategies for the development of the enterprise and plans for specific actions to promote goods on the market.

Implementation control technological processes and their adjustment in case of deviations that ensure a decrease in the quality of products and, as a result, difficulties in marketing.

Creation of external communication systems, advertising campaigns, organization of public relations (public relations).

Development of measures for the formation of demand and sales promotion (FOSSTIs) and recommendations for their implementation.

Participation in the creation and development of the mission of the company (enterprise), the formation and maintenance of its image at a high level.

The content of the listed tasks, which must be solved by specialists of marketing services, of course, is of a general nature. Therefore, each of them can be transformed in accordance with the specifics of a particular enterprise. This is creative work, which is necessary for highly effective marketing activities. Without it, it is hardly worth counting on success.

The concept of organizational structure

The set of marketing tasks facing the enterprise determines the organizational structure of its marketing service. But what is the content of the concept of organizational structure? The content of this concept can be deduced from the meanings of its constituent terms. The term organization has French roots and means the structure of something specific. In enterprise management, an organization is understood as a group of people united on the principles of the division of labor to achieve a common goal that none of the people in the group is able to achieve on their own (see digression 15.1).

The term structure is of Latin origin. They usually denote the relative position and connection of the constituent elements of some more or less complex structure. In management theory, when they talk about structure, they mean the structure of the enterprise. Therefore, here these two terms are combined into one concept - the organizational structure, denoting the internal structure of the organization (enterprise) with the definition of the relationship between its constituent units, ensuring their interaction in solving problems to achieve a common goal.

Not only the enterprise (organization), but also each division has its own organizational structure: the marketing department, accounting, etc. The principles and methods for constructing the organizational structures of the divisions are the same as the organizational structures of the enterprises themselves. They are similar in form. For example, an enterprise may have a functional structure, as well as its individual divisions.

The organizational structure of marketing plays a leading role in the successful implementation of the marketing concept of enterprise management. Therefore, it is very important to adapt these structures to the specifics of the marketing of the enterprise. In the process of marketing practice, the following types of organizational structures were created to manage marketing at enterprises , , :

functional;

Commodity;

Market;

Regional.

Functional (basic) structure of the marketing service

The functional structure is well suited for enterprises that produce products in a narrow range, which, moreover, are sold by them in a limited number of markets.

If, despite the quantitative limitation of the nomenclature and markets, the enterprise has significant production and sales volumes, then its functional structure may include units involved in the development of new products, product distribution management, marketing planning, etc.

The functional structure has its advantages and disadvantages. With a small range of products and stable production, it is quite maneuverable, simple in coordination and control procedures. With an increase in the nomenclature, the maneuverability of the functional structure noticeably decreases, since the narrow specialization of workers, due to their division of labor, acts as a kind of brake on the reaction of the enterprise to the dynamics of the external environment. The functional structure of marketing is the basis for all other kinds of structures.

Marketing service product structure

For enterprises that produce a large number of products that differ in a significant variety in manufacturing technologies, as well as in consumption, which requires special conditions for production and marketing, it is advisable to build the structure of the marketing service according to the principle of product orientation.

As follows from Fig. 15.2, the product structure of marketing cannot replace the functional one. Its essence boils down to the fact that another level of hierarchy is added in the management of marketing activities in the enterprise. It turns out that the manager, for example, for product B, coordinates the entire range of work on its marketing. And since he owns all the marketing information on this product, his reaction to problems arising in the market will be more prompt. Thus, despite the fact that such a structure will be somewhat more expensive for the enterprise, the return on it may be more significant, because the time factor in a market economy is of particular importance.

Recently, the product orientation of marketing structures is gaining more and more development. This is due to the acceleration of the renewal of goods offered by the enterprise to the market. The aggravation of competition is forcing manufacturers to shorten the life cycle of goods, on the one hand, and to develop fundamentally new models of goods to offer the market, on the other. All this makes it necessary to focus the attention of the marketing services of the enterprise on the consumer properties of goods, customer feedback, marketing procedures, the actions of competitors, etc., which makes the product orientation of marketing structures in some cases simply irreplaceable.

The functional responsibilities of a marketing manager for a particular product, which has recently become known as a brand manager (or brand manager), usually includes the following tasks:

Coordination of the activities of all departments of the enterprise (including production ones) that affect the marketing of the goods supervised by him;

Development of consumer properties of goods;

Removing obsolete goods from production and introducing new ones to the market; brand formation and development;

Studying the activities of competitors and controlling prices in the market;

Forecasting the dynamics of the market of the goods supervised by him;

Drawing up a marketing plan for this product.

It is clear that the functional area of the product manager can be supplemented, changed, adjusted - this is determined by the specifics of the product and (or) the market. The main thing here is the full coverage of all tasks for the production and promotion of a particular product by one division of the marketing service. This is what ensures the high quality of the activity of commodity structures. The product structure is flexible. It is able to quickly respond to market demands, but requires a lot of work of narrow specialists due to duplication of functions.

Market structure of the marketing service

Quite often, in order to increase sales, the company is forced to operate in several markets, where there are different consumer preferences due to established traditions and customs, and therefore require special forms of product promotion. In such cases, the market orientation of the marketing service of the enterprise is appropriate, the structure of which is shown in Fig. 15.3.

In this case, positions of market managers are introduced (similar to the product structure), which allows focusing on the needs, requirements and demands of buyers of specific markets or their segments. For each market, a marketing strategy corresponding to its specifics is developed, focused on the fullest possible consideration of the consumer properties of the product, forms of its promotion, conscious and unconscious expectations of buyers. All this makes market-oriented structures more efficient.

Regional structure of the marketing service

If an enterprise produces products that are sold in several regions that differ from each other in natural and climatic conditions, people's lifestyles, etc., it makes sense to orient the structure of its marketing service to the regions (Fig. 15.4). This will make it possible to take into account the specifics of the consumption of the same product in different territories in marketing strategies and reflect it in the consumer properties of the product (it is obvious that, for example, cars supplied to the northern regions of our country should differ in a number of parameters from cars supplied to southern regions).

General and special typical structures of marketing services

The last three types of marketing organization structures are very similar in form to each other. Their difference is seen only in the fact that at the second level of the hierarchy, managers (heads of bureaus) can be oriented either to work with goods, or to work with the market, or to work with the region. In fact, despite the same task names at the third level of the hierarchy, the differences between these three structures are more significant. And these differences lie in the content of the tasks being solved. In particular, market research in the product structure is certainly not similar to the complex of similar tasks in the other two structures. In addition, quite specific structural subdivisions may appear at the third level of the hierarchy. So, in the market structure, it will be justified to create a unit, for example, to work with intermediaries.

It may also seem that market and regional structures are adequate. But this is possible only if the markets in which the firm operates are geographically dispersed. In a more general case, different markets can be located in the same territory. If so, then there is certainly a big difference between market and regional marketing structures.

The above organizational structures of marketing can, perhaps, be called typical. They are of a generalized nature and in each case can only be the basis for creating the most appropriate marketing service for a particular enterprise. In reality, based on the conditions in which the enterprise operates, the structure of its marketing service can combine the features of functional and commodity, or functional and market, or functional and regional structures. This means that the company, paying great attention to the marketing functions, at the same time conducts a lot of marketing work in the direction of either goods, or markets, or territories. An example of a functional-commodity structure of a marketing service is shown in fig. 15.5.

Such combined organizational structures of the marketing service, using simultaneously two or more signs of the division of labor (in particular, by function and product, as in Fig. 15.5, by function and region, by function and market, as well as by product and region, etc. .p. - there can be a lot of combinations), allow organizations to better adapt to the dynamics of the external environment, characterized by the inexhaustibility of combinations of its various factors. However, this kind of combination inevitably leads to an increase in the levels of the hierarchy of the organizational structure. In other words, the transition from more efficient, as recognized by modern management theories, flat structures to less efficient high structures is conditioned. This gives rise to problems in the transfer of information from top to bottom and vice versa, since the likelihood of distortion in messages increases. But at the same time, the possibilities of marketing services to participate in the development of enterprise development strategies, in substantiating and making effective and efficient decisions oriented towards the future, remain practically at the same level.

Staff organizational structures and the place of marketing units in them

The problems associated with the participation or non-participation of the marketing service in the development of strategic directions for the development of the enterprise are removed when creating headquarters organizational structures, which involve the introduction of the position of deputy head of the enterprise for marketing. This kind of structure is shown in Fig. 15.6.

The staff structure is similar to the functional one, but only in form. Headquarters, in contrast to the heads of functional units, participate in the development of enterprise development strategies. Since the marketing director is the head of one of the headquarters, marketing services become involved in the development of enterprise strategies, and not only in solving its tactical tasks. However, the staff structure is not without some shortcomings. Since employees of various headquarters take part in the development of some decisions, there is a blurring of responsibility, including among those units that do not participate in the implementation of these decisions. In addition, the headquarters structure is rather cumbersome, clumsy and slow to respond to changes in the external environment.

Matrix structures and their role in marketing

Thanks to the development of computer technology, information and transport technologies, the business world has become more dynamic. Responding to the challenge of the time, enterprises must learn to quickly respond to the dynamics of the external environment. This can be achieved, among other things, by creating organizational structures that are susceptible to changes in the external environment. These flexible organizational structures include matrix ones (Fig. 15.7).

Matrix structures are most effective in solving any problems of a design nature. For example, you need to develop a new product model, a new advertising campaign, or something else that requires a significant amount of skilled labor in a short time. To solve the problem, temporary groups of specialists (teams) from the relevant departments are created. For example, as shown in fig. 15.7, the market research division sent five people to work in marketing programs: three people in program No. 1 and two people in program No. 2. The remaining six people in this unit do current work. And so on for all functional divisions of the marketing service. The employees included in the programs are not released from their current work, but their main work for some time is determined by the content of the programs in which they are included. For this period, they are subject to dual reporting: they continue to report to the head of their unit in which they work on a full-time basis, and the head of the program.

Thus, matrix structures are temporary, they are not permanent. Among their advantages are the combination of functional content in the activities of project program participants and their (teams) pronounced problem orientation, flexible use of specialists, reduced response time to market requests, and increased efficiency of marketing departments. However, along with the obvious advantages, matrix structures also have disadvantages. These include the emergence of conflicts between project managers and heads of functional units due to the dual subordination of participants project teams, violation in the balance of rights and responsibility due to the short duration of the existence of teams, an increase in the cost of control (again, due to double subordination).

Conceptual evolution of organizational structures

Analyzing the types and varieties of organizational structures, we can conclude that there are no ideal structures and cannot be. The parameters of the external environment are changing and, in order to correspond to the situation, the organizations themselves, their structures and cultures must change. In this regard, new, unconventional views and judgments on the internal arrangement of organizations are constantly emerging. So, in particular, foreign scientists T. Berne and G.M. Stalker (1961), analyzing the factors that determine the ability of an organization to respond to change, grouped all organizational structures into two large classes: mechanistic and organic (sometimes written organic).

These classes of structures can be represented as the poles of a continuum. The organizational structure of a particular enterprise may be more or less organic, or more or less mechanistic, and can hardly be only one or the other in an absolutely pure form. In organizations of a mechanistic type, all tasks are clearly differentiated and employees perform unambiguously expressed instructions within a strictly defined hierarchy. Such structures are associated with the bureaucracy, characterized by M. Weber, in which great importance attached to a detailed description of the procedures performed, the rights and obligations of the performers. Mechanistic structures, as a rule, work well in a stable, slowly changing (or rather, imperceptibly changing) external environment. At the opposite end of the continuum, there are organizational structures of an organic type, in which performers are guided not only (and even not so much!) by prescriptions, but also by the requirements of the external environment, new conditions of the situation that are not reflected in the prescriptions. Such structures are most effective in a rapidly changing external environment, since decisions are made on the basis of quick expert assessments of specialists free from bureaucratic barriers. It is obvious that organic structures imply a departure from centralization and delegation of authority in decision-making by specialists.

A mechanistic structure can be likened to a mechanism, and an organic structure can be likened to an organism. Mechanistic structures are practically insensitive to changes in the external environment or, at best, react to them with difficulty and with great delay, but at the same time they are powerful and enduring, like machines. Organic structures are more sensitive, react instantly, but are not able to bear the full burden of organizational problems.

There are other approaches to creating organizational structures that respond quickly to changes in the external environment. About two of them, formulated by C. Handy, in question in retreat 15.2.

Thus, the conceptual evolution of organizational structures testifies to the inexhaustibility of the forms of internal regulation of the activities of enterprises and their divisions. This circumstance, of course, must be taken into account when designing (or improving) marketing services at domestic enterprises. They must be reliable and efficient, on the one hand, and flexible and receptive to the dynamics of the external environment, on the other hand. When forming the organizational structures of marketing services, it should be remembered that the work of a marketer is creative, therefore, it does not tolerate rigid forms. It is very responsible, because it largely determines the future success of the enterprise in the market, therefore, it must be controlled. It is in such contradictory dialectical principles that one should look for organizational forms of interaction between employees of marketing services at domestic enterprises.

Depending on the type of product, production volumes, market capacity, various options marketing service organization, which is usually headed by a deputy director or vice president of marketing. Each enterprise creates a marketing department (service) in such a way that it best contributes to the achievement of marketing goals (identifying unsatisfied demand, geographical expansion of the market, identifying new market segments, increasing profits, etc.). Marketing services can be built in accordance with one of following principles: functional organization (the department consists of several functional divisions - advertising, sales, market research, etc.; commodity organization (along with the functional division of department employees they are differentiated by type of goods); market organization (if there are market segments); commodity- market (matrix) organization (for firms with a wide range of products).

Organization of service according to the functional principle(Fig. 2.4.) is formed in cases where the number of goods and markets is small and they are considered as some kind of homogeneity. The company creates special departments that perform all the functions of marketing: market research, production and marketing planning, sales management, promotion, etc.

Rice. 2.4. The scheme of organization of the marketing service according to the functional principle.

Organization of a marketing service on a commodity basis is used when the company produces different products or product groups that require special production, marketing, service, which requires the allocation of special groups of marketing specialists for each of the products (Fig. 2.5.).

Rice. 2.5 Scheme of organization of the marketing service on the basis of the product principle.

It does not replace the functional scheme of the organization of the marketing service, but eliminates its shortcomings, since it more accurately responds to changes in market conditions, and is a good school for training personnel. At the same time, it can lead to a contradiction in the powers of managers at different levels, management costs increase, and narrow product specialization does not contribute to the acquisition of skills by employees in other functional areas.

At the same time, each product (product group) has its own manager with a subdivision of employees who perform all the functional tasks of marketing for this product. Product Specific Marketing greater value because product differentiation is becoming one of the main factors of competition. The main functions of the product manager are:

Developing a marketing plan and budget for your product

forecasting possible changes in the product market;

Collecting information and studying the activities of competitors;

coordination of activities of all departments of the enterprise that affect the marketing of a particular product;

control over the ratio of prices and compliance with budget items;

Introduction of new products and removal of old ones.

For enterprises that sell their goods in markets with different consumer preferences, and the goods themselves require special services, a market organization of the marketing service is appropriate. 2.6.

Rice. 2.6 Scheme of organization of the marketing service according to the market principle.

With this scheme, the needs of buyers in specific market segments are optimally taken into account. The main markets are assigned to the market managers, the latter cooperate with the specialists of the functional divisions in the development of plans for various areas of functional activity.

The limitation of the commodity and market organization of marketing services is overcome by the introduction of a commodity-market or matrix scheme (Fig. 2.7).

Rice. 2.7 Scheme of the commodity-market organization of the marketing service

Under this scheme, product managers are responsible for marketing and profit planning for their products, while market managers are responsible for developing markets for existing and potential products. Such an organizational structure is justified in enterprises with a wide range of products and a large number of markets in which it operates.

However, you should always keep in mind that there is no ideal organizational structure of the marketing service that works equally well in all conditions. Each of them has its own advantages and disadvantages. Some of them are given in Table. 2.1.

Table 2.1.

Advantages and disadvantages of various schemes for organizing marketing services

Organization Chart	Advantages	disadvantages
functional	Ease of controls Description of the employee's responsibilities Functional specialization and staff development	There is no marketing management for specific products Lack of marketing management in specific markets
Commodity	Full marketing of each product Deeper study of the specific needs of the market and their satisfaction	Increasing costs and expanding employee responsibilities make it difficult for employees to grow their skills The presence of overlapping departments
Market	High coordination of services when introducing to the market	complex structure Low degree of activity specialization Duplication of functions Poor product knowledge Lack of flexibility
Commodity market	Good organization of work when introducing to the market Development of a comprehensive program of introduction to the market More reliable market forecast Good product knowledge	High management costs The possibility of conflict between different services when resolving issues on the same market

The structure of the marketing service being developed or implemented must meet the following requirements:

be as simple as possible;
provide effective system links between departments;
be low-level (low-link);
have good flexibility and adaptability.

The economic meaning of using marketing is to accelerate the return on the production assets of enterprises, increase the mobility of production, the level of competitiveness of the created technologies and goods, ensure promotion to markets, and especially to those where maximum commercial success can be achieved.

That is, marketing is designed to contribute to the creation and maintenance of a stock of competitive sustainability of the enterprise.

The core of all activities of the enterprise is the product. If he is unable to satisfy the needs of the buyer, then marketing will not be able to improve his position in the market.

Each product is on the market for a limited time. The life cycle of a product is characterized by several stages: introduction, growth, maturity, saturation, decline. Marketing activity is based on this objective truth. The most important thing is to catch the stage of saturation in a timely manner and, in particular, the decline, since keeping a "sick" product in the product range is not only unprofitable, but also harmful to the prestige of the company.

Obviously, in the foreseeable future, they will face the need to reorient themselves from sales to marketing activities. At the same time, such problems as an assessment of the production, resource and marketing capabilities of an enterprise will come to the fore; analysis of its financial and economic situation; product range development; diagnostics and accounting of production capacities, material and technical base and scientific and technical potential.

The marketing service should have the status of a coordinating, planning and controlling body, and its activities should meet the following basic requirements: competence, initiative, mobility, contact, adaptability, relative simplicity, compliance with the scale of implementation and assortment, number and nature of markets. This service must decide when to upgrade products so as not to bear the increased costs of advertising and selling obsolete goods and not to reduce the price of it (ie, determine the optimal "market novelty" of the product); plan the distribution of goods, incl. marketing operations, and constantly monitor the state and prospects for the development of the market in the area of interest of your enterprise, as well as manage the supply-demand ratio in commodity markets

For successful activity, the marketing service must be delegated certain rights (authorities) within its competence:

drafting a program for the activities of the enterprise;
· coordinate and adjust the production and marketing activities and the distribution system, based on market requirements;
· require coordination with the marketing service of all decisions that may lead to a change in the position of the enterprise in the market, shake its prestige or change its image;
Monitor the implementation of marketing activities.

Organization of marketing activities or marketing includes:

building (improving) the organizational structure of marketing management; selection of marketing specialists (marketers) of appropriate qualification;
distribution of tasks, rights and responsibilities in the marketing management system;
creation of conditions for effective work employees of marketing services (organization of their jobs, provision of necessary information, office equipment, etc.), organization of effective interaction of marketing services with other services of the organization.

There are no single recipes for using well-defined marketing management organizational structures.

The organizational structure of marketing activities in an enterprise can be defined as the structure of the organization on the basis of which marketing is managed, in other words, it is a set of services, departments, divisions, which include employees engaged in a particular marketing activity. Any marketing management organizational structure should be based on the following dimensions: functions, geographic areas of activity, products (goods) and consumer markets.

Based on the foregoing, the following principles for organizing marketing units are distinguished: functional organization, geographical organization, product organization, market organization, and others.

Functional organization

The functional type structure is appropriate for enterprises with a small number of goods and markets. In this case, markets and manufactured goods are considered as homogeneous, for which specialized departments are created. Figure 1 shows a diagram of a marketing service organized by function. In addition to these divisions, departments can be created in the marketing service: marketing planning, product distribution management, new products. The functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers. With a small product range, a functional marketing organization is highly maneuverable due to ease of management. However, with the expansion of the range of manufactured products, production flexibility decreases, since the period of reaction to changes in external conditions increases. The functional structure of marketing is characterized by a weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. Such a structure of marketing activities does not contribute to dynamism and innovation. In general, such a structure is an effective form of organization only in the sustainable production of a limited range of products. The functional marketing structure is the base for the rest of the forms.

In addition to the above, the important tasks of functional marketing services are: to ensure that all activities of the organization are oriented towards the use of marketing principles, to coordinate the work of all departments and services of the organization in this direction.

Product (commodity) organization

A marketing management organizational structure in which a product manager is responsible for developing and implementing marketing strategies and plans for a specific product or group of products. It is used by organizations that produce diversified products that are very different from each other.

The advantages of this type of organizational structure of management are revealed in the following:

- the manager involved in a particular product has the ability to coordinate various activities throughout the marketing mix for this product;
- the manager can quickly respond to market demands;
- in the field of view of the manager are constantly all models of the product, both in high demand and less popular among buyers;
- it is easier to identify capable employees, as they are involved in all areas of operational marketing activities.

However, this type of organizational structure, especially when there are functional marketing services in parallel at the enterprise, also has certain disadvantages;

- the manager responsible for a certain product is not endowed with powers that would fully correspond to his activities;
- product organization often requires more costs than expected. Initially, managers are appointed for the main products. However, managers soon appear in the structure of the enterprise, responsible for a less important product, with their own staff of assistants;
- employees of product departments may have double lines subordination: to their immediate supervisors and heads of functional marketing services.

market organization

For enterprises selling their products in different markets, where there are unequal product preferences, and goods require specific services, it is advisable to organize marketing by market (Fig. 3). The market can be an industry or a segment of homogeneous buyers. The introduction of the position of market manager puts the needs of buyers in the spotlight. The main markets are assigned to the market managers, the latter cooperate with the specialists of the functional divisions in the development of plans for various areas of functional activity. Each market must have its own marketing strategy.

Geographic organization

At enterprises that produce products purchased by many regions, in each of which it is advisable to take into account the specifics of the consumption of these products, marketing structures can be organized by regions (Fig. 4) When organizing marketing on a regional basis, sales agents can live within the service area and work with minimal travel time and cost. Such a marketing structure is most often found in large decentralized firms (especially international ones) with vast markets, which are sometimes delimited into separate zones and areas. The disadvantage of such a marketing structure, as well as structures focused on products and markets, is the duplication of work, as well as coordination problems.

More often, a combination of these principles of organization is used, for example, functional-product (commodity), functional-market, product-market and functional-product-market marketing management structures.

Functional food organization ation

This is the organizational structure of marketing management, in which the functional marketing services of the enterprise develop and coordinate the implementation of some common marketing goals and objectives for the enterprise. At the same time, they are responsible for the development and implementation of marketing strategies and plans.

The product manager is responsible for developing and implementing marketing strategies and plans for a particular product or group of products. He also formulates for the functional marketing services of the enterprise tasks in the field of marketing of certain products.

Functional market organization

This is a marketing management structure in which the functional marketing services of the enterprise develop and coordinate the implementation of some common marketing goals and objectives for the enterprise. At the same time, the managers responsible for working in these markets are responsible for developing and implementing marketing strategies and plans for certain markets. They also formulate tasks for the functional marketing services of the enterprise in the field of marketing activities in certain markets.

There are no single recipes for using well-defined marketing management organizational structures. It should be noted that the optimal structure and form of marketing organization depends on various factors and conditions of the situation in which the enterprise is located. The determining factors are:

1. Goals of the enterprise:

from a technical and economic point of view, the organization must ensure the fulfillment of tasks, facilitate the management of the enterprise;

the mobility of the organization, the motivation of employees and the realization of their creative potential should be ensured.

2. Environmental conditions:

External conditions: competition; external distribution channels; the number and size of markets; number, structure of consumers and purchasing power of consumers, legal norms, political and social relations.

Internal conditions: the size of the enterprise and its age; the number and diversity of products; qualifications of employees; financial potential; available distribution channels.

marketing service planning

The main types of organizational structure of the marketing unit -- functional, commodity, market and matrix.

Functional structure- the organizational structure of management, in which the activities of specialists in marketing departments are organized based on the marketing functions that they perform. This structure provides for the assignment of certain functions, such as advertising, sales promotion, pricing, market research and marketing planning, to individual departments, work groups or employees. Depending on the scale and nature of the business, the marketing division may include some or all of the listed activities. On fig. 1 shows the functional organizational structure of marketing management.

Picture 1.

This form is based on the subordination of specialists in various marketing functions to the Vice President of Marketing, who coordinates their activities.

The functional approach is often used when a company promotes one product or a narrow product range addressed to one target market segment. In addition to solving specific marketing tasks, important tasks of functional marketing services are to ensure that all activities of the organization are oriented towards the use of marketing principles, to coordinate the work of all departments and services of the organization in this direction.

The main thing dignity Functional management structure is easy to manage. The advantages of a functional marketing organization are as follows:

clear division of responsibility and competence;
Ease of control
fast and economic forms of decision-making;
simple hierarchical communications;
individual responsibility.

However, as the firm's product range and markets grow, this scheme rapidly loses its effectiveness; developing specific strategies for each individual market or product and coordinating the marketing activities of the company as a whole are becoming more and more difficult with each stage.

To shortcomings Functional marketing organizations include:

Lack of specialized product divisions;
Difficulty in communication and control over the process of developing ideas for a new product, its creation and introduction to the market, leads to a slowdown in innovation;
· due to the lack of special services in the regions, their specificity is not taken into account or difficulties arise with the introduction of the product to certain markets;
Difficulties in solving the issues of financing marketing departments;
high professional requirements for managers;
complex communication between performers;
Strong authoritarian leadership style
Leader overload.

Organizational structure by product principle

The organizational structure can largely depend on the company's product line.

Product (commodity) organization-- the organizational structure of marketing management, in which the product manager is responsible for the development and implementation of strategies and ongoing marketing plans for a particular product or group of products, who has subordinate employees who perform all the marketing functions necessary for this product. An example of an organizational structure according to the commodity principle is shown in fig. 2.

Figure 2.

Enterprises producing wide range of goods, often create a management system based on the differences between the goods. Such a marketing organization is an addition to the functional organization, another level of management. At the head of the management of the entire process of commodity production is the manager of the commodity nomenclature. He, in turn, is subordinate to the managers for groups of goods, who manage the activities of managers for a particular product, each responsible for the production of its specific product. Each product manager independently develops his own production plans, monitors their implementation, controls the results, and, if necessary, revises them.

The product-based organization allows for a clear distribution of responsibility for the market performance of individual products, and also facilitates coordination between the various functional departments of the company. However, excessive focus on the product can divert attention from the current market situation. In addition, this approach breeds excessive pickiness about financial performance in the short term.

Advantages of this type of organizational management structure are identified in the following:

The manager dealing with a certain product has the ability to coordinate various marketing costs for this product;
The manager can quickly respond to market demands;
· in the field of view of the manager are constantly all models of goods, both in high demand and less popular among buyers;
· it is easier to identify capable employees, as they are involved in all areas of operational marketing activities.

However, this type of organizational structure also has certain limitations:

The manager responsible for a certain product is not endowed with powers that would correspond to his activities (a number of functions of marketing activities are not within the scope of his competence);
Product organization is often more expensive than expected (initially, managers are assigned responsibility for the main product; however, managers responsible for a less important product soon appear in the structure of the enterprise, each of which has its own staff of assistants).

Organizational structure according to the market principle

This approach is used if the company serves several target markets, and the characteristics of consumers largely determine the type of organizational structure of the marketing unit. An example of an organizational structure based on the market principle is shown in fig. 3.

Figure 3

The use of a market management structure is appropriate and effective in cases where different buying habits or different product preferences prevail in different sales markets. The main advantage of such an organizational structure lies in customer orientation. Recourse to such a structure is fraught with potential conflict if, at the same time, the company tries to maintain a focus on its products, i.e. maintain an organizational structure on a commodity principle. Some companies establish positions of market managers and form a sales staff based on needs certain types consumers.

Market manager functions in many ways similar to the functions of a product line manager, however, they assume responsibility for planning and researching the market, advertising and coordinating the actions of sales personnel. The sales division in this approach is formed taking into account the nature of the industry, the number of consumers, the ways the product is used, or any other features that allow achieving specialization in different consumer segments.

Appeal to the organizational structure according to the market principle is expedient in the presence of the following conditions: servicing several target markets with one strategic element of the business; significant differences in customer requests within the same target market; purchases of large volumes of goods by each existing consumer.

Matrix organizational structure

At the heart of this approach lies the focus on both the products offered by the company and the markets it serves. Localization of sales personnel is carried out according to the territorial principle, and product orientation is supported by product line managers.

Manager functions. Product line managers coordinate promotional activities and market research, as well as interactions with sales representatives. An example of an organizational structure according to the matrix principle is shown in fig. 4.

Of course, there are various options for the matrix structure. For example, within the sales regions depicted in Fig. 5.4, the sales force may be organized according to product types or customer groups. In addition, functions regarding marketing activities can be carried out for each product category separately, such as the appointment of an advertising manager for Product 1.

Figure 4

The matrix management structure is more flexible than other traditional approaches. In addition, it eliminates the following drawback inherent in the organizational structure of project management: it is easy to achieve a continuous workload of individual employees who are on the staff list of permanent structural units engaged in the same type of activity.

The main drawback of this approach is the dispersal of responsibility and authority. The duality of leadership inherent in the organizational structure of the matrix type leads to the emergence of such a shortcoming as the definition of responsibility when difficulties arise in the implementation of the program, as well as the degree of control in relation to some marketing functions. Nevertheless, the popularity of the matrix structure testifies to the significant superiority of its advantages over disadvantages.

Achieving the goals of the enterprise depends mainly on three factors: the chosen strategy, the organizational structure and how this structure functions.

The optimal structure and form of marketing organization depends on various factors and conditions of the situation in which the enterprise is located. The determining factors are:

1. Goals of the enterprise:

From a technical and economic point of view, the organization must ensure the fulfillment of tasks, facilitate the management of the enterprise, and minimize coordination problems;

The mobility of the organization, the motivation of employees and the realization of their creative potential must be ensured.

2. Environmental conditions.

External conditions: competition; external distribution channels; the number and size of markets; number, structure of needs and purchasing power of consumers; legal norms; political and social relations.

Internal conditions: the size of the enterprise and its age; the number and diversity of products; qualifications of employees; financial potential; available distribution channels.

The marketing structure is critical to the successful implementation of the marketing concept. There is no universal scheme for organizing marketing. Marketing departments can be created on different bases; they are usually part of the commercial scope of the enterprise. However, in enterprises producing specific products, these departments sometimes become part of the technical area. Each enterprise (firm) creates a marketing department in such a way that it best contributes to the achievement of marketing goals (identifying unsatisfied customer demand, geographical expansion of markets, finding new market segments, increasing profits, etc.).

At the same time, marketing structures largely depend on the size of the enterprise's resources, the specifics of the products manufactured and the markets in which they are sold, and the existing structure of enterprise management. Despite the very big number options, the real unification of the marketing activities of enterprises is most often carried out by function or by product. The organizational structure of the marketing service can have one of the following orientations:

functions;

markets and buyers;

regions;

functions and products;

functions and markets;

functions and regions.

The functional organization of marketing means that marketing acts as a line along with other functions of the enterprise. The functional type structure is appropriate for enterprises with a small number of goods and markets. In this case, markets and manufactured goods are considered as homogeneous, for which specialized departments are created. On fig. Figure 1.5 is a diagram of a marketing service organized by function. In addition to solving specific marketing tasks, the important tasks of functional marketing services are to ensure that all activities of the organization are oriented towards the use of marketing principles, to coordinate the work of all departments and services of the organization in this direction.

Fig.1.5

From the standpoint of marketing, sales is one of its functions and may be part of the marketing service (see Figure 1.5). However, in practice, the sales department, as a rule, is not included in the structure of marketing services, but forms an independent branch in the organizational structure of the organization's management. At the same time, employees of sales services often, in contact with intermediaries and consumers, also perform purely marketing functions. For example, they collect information about the attitude of consumers to the company's products. Despite this, marketers are mainly engaged in operational, rather than analytical work. Therefore, the marketing department may have a sales department that evaluates the effectiveness of existing distribution channels and develops recommendations for improving the distribution network.

In addition to these divisions, departments can be created in the marketing service: marketing planning, product distribution management, new products.

The functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers. Specialization, standardization of management processes, a clear delineation of competencies determine the high efficiency of this organizational structure. With a small product range, a functional marketing organization is highly maneuverable due to ease of management. However, with the expansion of the range of manufactured products, production flexibility decreases, since the period of reaction to changes in external conditions increases.

The functional structure is characterized by the following problems: group selfishness, difficulties with coordination; the solution of tasks that go beyond the competence of the line is transferred to the top, which entails the danger of excessive centralization; employees do not always understand the ultimate goal, lack of motivation. The functional structure of marketing is also characterized by the weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. Such a structure of marketing activities does not contribute to dynamism and innovation. In general, such a structure is an effective form of organization only in the sustainable production of a limited range of products.

To overcome coordination problems within the functional organization, product management is introduced (Fig. 1.6). The product manager is responsible from introduction to retirement for one or a group of similar products. His task is to coordinate the work of various enterprise services in connection with the release of this product. The product manager usually performs a coordinating role without specific authority. Typical tasks of a product manager are, for example, the following: observation and analysis of the market; product planning and control; product positioning; suggestions for product improvement, innovation; verification of a set of marketing tools.

Fig.1.6

Implementation under this structure is left to functional managers, so the performance of the product manager's tasks depends on his competence and persuasive power.

When integrated into the organizational structure of the enterprise, product managers may report directly to the management of the enterprise or the marketing department. Historically, the second option prevailed at first. The advantages of the first - the ability of the product manager to influence all areas of the enterprise, and not just marketing. However, in both cases, there are problems of differentiation of competencies. Product management can improve product planning, market adaptability, coordination between departments, but this requires the support of enterprise management.

For enterprises that produce a large number of diverse products that require specific conditions for production and marketing, it is advisable to organize marketing according to commodity principle (Fig. 1.7). It has a number of advantages. The product manager coordinates the entire marketing mix for that product and responds more quickly to market problems. Such a marketing structure is more expensive than a functional one, since more labor costs are required due to an increase in the number of employees. Therefore, the organization of the marketing service on a product basis is common only in large enterprises, where the sales volume of each product is sufficient to justify the inevitable duplication of work. A similar marketing structure in developed countries takes place in large decentralized companies, where each branch specializes in the production of a particular product. With such an organization, the potential for conflicts in management is relatively low, and employees are better motivated.

Fig.1.7

Marketing of a specific product has recently become more important because in developed market countries, product differentiation has become one of the main factors of competition. In this regard, the activity of the product manager is important. The range of his duties in different firms(enterprises) is not the same, however, its main functions can be noted:

developing a marketing plan and budget for your product;

forecasting possible changes in the commodity market;

collecting information and studying the activities of competitors;

coordination of activities of all departments of the enterprise that affect the marketing of a particular product;

control over the ratio of prices and compliance with budget items;

the introduction of new products and the removal of old ones.

It should be noted that depending on the specific conditions of the enterprise, these functions may be somewhat different. Responsibility for marketing should lie with the product manager when buying habits are product specific and similar across all categories of industrial buyers and end-users. If it is possible to group the differences in the needs and habits of individual groups of consumers, the latter can be considered as different markets.

Fig.1.8

For enterprises selling their products in different markets, where there are unequal product preferences, and products require specific services, it is advisable to organize marketing by markets(Fig. 1.8). The market can be an industry or a segment of homogeneous buyers. The introduction of the position of market manager puts the needs of buyers in the spotlight. The main markets are assigned to the market managers, the latter cooperate with the specialists of the functional divisions in the development of plans for various areas of functional activity. Each market must have its own marketing strategy. Sometimes a manager is entrusted with only one, but a very important client. Such a structure justifies itself if the market segments are large enough and sufficiently different from each other. The problems of this structure also lie mainly in the coordination of individual areas and the performance of common functions (research, supply, etc.).

At enterprises that produce products purchased by many regions, in each of which it is advisable to take into account the specifics of the consumption of these products, marketing structures can be organized by region(Fig. 1.9). When organizing marketing on a regional basis, sales agents can live within the serviced territory and work with minimal time and cost for traveling. Such a marketing structure is most often found in large decentralized firms (especially international ones) with vast markets, which are sometimes delimited into separate zones and areas. The disadvantage of such a marketing structure, as well as structures focused on products and markets, is duplication of work, as well as problems of coordination of activities.

Fig. 1.9 Organizational structure of the marketing service with a focus on regions

Fig.1.10

Fig.1.11

In an organizational structure with an orientation by function and product the functional marketing services of the enterprise develop and coordinate the implementation of certain common marketing goals and objectives for the enterprise. At the same time, the product manager is responsible for developing and implementing marketing strategies and plans for a particular product or group of products. He also formulates for the functional marketing services of the enterprise tasks in the field of marketing of certain products and controls their implementation. It is used by the enterprises which are letting out diversified nomenclature production.

The advantages of this type of building an organizational structure of management are as follows:

a product manager has the ability to coordinate various activities across the entire marketing mix for that product;

the manager can quickly respond to market demands;

all product models, both in high demand and less popular among buyers, are constantly in the field of view of the manager.

This type of organizational structure also has certain disadvantages:

the manager responsible for a certain product is not endowed with powers that would fully correspond to his activities (he, as a rule, in the production sphere only determines the policy in the field of developing new products, tracking its completion to production; R&D, pilot production and production departments do not obey);

product organization is often costly;

employees of product departments may have double lines of subordination: to their immediate supervisors and heads of functional marketing services.

Organizational structure of marketing service with orientation by function and market used when an organization produces relatively homogeneous products intended for markets various types. The main advantage is the concentration of marketing activities around the needs of specific market segments, and not around individual products. Disadvantages are similar to the disadvantages of the previous type of organizational structure.

In addition to the considered approaches to the organization of marketing management, two more types of organizational management structures can be distinguished, which are quite universal in nature and are used in the organization of management. various types production and economic activities of the enterprise, including marketing. It means management by project and matrix structure management applied when it is required to focus resources, including personnel and management, on solving problems that are especially important for the organization, for example, entering the market with new products. These organizational structures do not cover the solution of all marketing problems, but only certain target tasks.

As the organization and the customers placed more and more importance on the end results, i.e. end product with high consumer properties, it became increasingly clear that someone should be empowered and accountable for delivering these end results. This can be achieved using the traditional organizational structure by function and product. If, within the framework of the latter, the person responsible for marketing a certain product is given broad powers, temporarily subordinating to him all employees from the linear and functional divisions involved in the development, implementation, production, after-sales service, and the implementation of other marketing functions, then we get the organizational structure for project management for the production and marketing of a certain product .

For a number of reasons, project-based management is often not feasible. It is not always possible to ensure full employment of personnel (the workload of personnel of different specializations as the project develops is uneven). In addition, the duration of the project may be relatively short. Often, project managers do not have sufficient authority to have a real impact on the activities of functional units. In these cases, they act only as a kind of accumulator of information about how things are with the projects entrusted to them.

These shortcomings are largely overcome in the organizational structures of the matrix type. The advantage of the matrix structure is the low loss of information and better coordination of activities.

The essence of relations in the formation of matrix organizational structures of management is as follows (Fig. 1.13).

The manager of the program, for example, for the development of a certain market for a certain product, is transferred from the management of the enterprise the necessary powers to allocate resources, as well as to carry out the activities that make up the program. The head of the marketing program temporarily reports not only to the employees of the relevant marketing services, but also to the employees of the departments involved in the development and bringing to production of the corresponding product (in Fig. 1.13 this is shown by arrows that go beyond the figure). Thus, each participant in the work under the program, being on the staff list of the corresponding unit, has a dual subordination: along the line program work he reports to the head of the marketing program, for everything else - to his line manager.

Fig.1.13 Matrix organizational structure of management

When several programs are being developed simultaneously, then for the general management of all program activities (development of a unified market, scientific, technical and economic policy, distribution of resources between programs, etc.), the position of the head of the marketing program management center can be introduced (Fig. 1.13). Then the heads of individual programs report directly to him.

The duality of leadership inherent in the matrix structure causes the following drawback. If there are difficulties with the implementation of the program, it is often very difficult for the management of the enterprise to find out who is to blame for this and what is the essence of the difficulties that have arisen. They are overcome by establishing clear boundaries of authority and responsibility for the implementation of the entire program; they establish contacts with customers, manage the budget of the program.

Functional managers are empowered to manage employees working in their field and exercise control over the integrity and completeness of their research, design and other work.

In general, when organizing the marketing structure of an enterprise, it is necessary to observe the following principles of its construction.

Unity of purpose. The basic targets are: sales volume, profit, profit-to-sales ratio, earnings per share, company's market share, capital structure (ie share of subsidized capital). However, the goals should not be mutually exclusive.

The simplicity of the marketing structure. The simplicity and clarity of building an organizational structure contribute to an easier adaptation of the personnel of the enterprise to it and, therefore, active participation in the implementation of goals.

Efficient communication system between departments, providing a clear transfer of information. The communication system must necessarily have feedback.

The principle of unity. An employee should receive orders from only one superior. For a set of functions performed with the same goal, there must be one leader.

Low link marketing structure. The fewer links the structure is characterized by, the less time-consuming is the transfer of information from the bottom up and orders from the directorate from top to bottom.

Responsibilities should be coordinated by senior marketing management.

Influenced by rapid change consumer demand, high rates of scientific and technological progress, growth in scale and complexity of production, as well as other factors, the nature and direction of the goals of the enterprise, ways to achieve them are changing. Because of this, marketing structures must have a certain flexibility and adaptability.

Marketing structures can only be considered flexible if they are able to change their organizational forms when the strategy of the enterprise changes. Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change is inherent in the structure itself. In order for marketing structures to be flexible, enterprises must constantly have current information about the internal state of affairs and the external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.

Organizational structures can be of two types: “rigid” (mechanistic); "soft" (organismic). A rigid structure has the following features: the terms of reference of employees are clearly defined by the contract; increased centralization and specialization of power; the employee is not obliged to perform work not provided for by the position; there are many formal instructions. Such organizational structures are effective in a stable external environment. In a changing environment, “soft” structures are more appropriate. They are less specialized in comparison with rigid ones, decentralization of powers prevails in them. The scope of duties of employees is defined approximately, and the employee is obliged to perform any work related to the main one. The content of the work is constantly changing, and the management is waiting for suggestions from the performers to improve the work. There are few formal instructions in “soft” structures, and relations between employees are better. The "softness" of the organizational structure provides a favorable climate for innovation and encourages the promotion of new ideas.

Of considerable importance for achieving the set marketing goals is the creation of internal organizational units in the marketing service of an enterprise (firm). Here, as a rule, the following structural divisions are organized.

1. Department for market research, including: information and research group (bureau); a group (bureau) to study the demand for products; group (bureau) Maintenance market research. The information and research group needs specialists in economic information, in the field of collecting and processing commercial information, and library and information services. The product demand research team should have experts in demand analysis and forecasting. In the technical service group of market research, specialists in automated information processing and computers are needed.
2. Department for managing the product range, including groups (bureaus) for: managing the range of old products; managing the range of new products. These departments should have specialists in the formation of the product range, as well as in product quality.
3. Sales department, containing subdivisions for operational and marketing work, the number and name of which are determined mainly by the breadth of the product range and the specifics of the production and economic activities of the enterprise.
4. Department for the formation of demand and sales promotion. As a rule, it consists of groups (bureaus): advertising; sales promotion. The advertising group should be made up of specialists in the main forms and means of advertising, an economist for appropriations for advertising, specialists in organizing exhibitions and fairs, showcases, demonstrating goods, organizing company stores and holding trade events.
5. The service department is created only at enterprises (firms) that produce complex equipment, machines. The department should employ specialists in managing the service network, repair shops, and in providing spare parts for workshops and service centers. High-quality service can be the main competitive advantage of the enterprise, allowing you to set higher margins.