By Philip Kotler
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Extra info for Marketing Management: Millennium Edition (10th Edition)
Norton, The Balanced Scorecard (Boston: Harvard Business School Press,1996). Sam R. Goodman, Increasing Corporate Proﬁtability (New York: Ronald Press, 1982), ch. 1. Also see Bernard J. Jaworski, Vlasis Stathakopoulos, and H. Shanker Krishnan, “Control Combinations in Marketing: Conceptual Framework and Empirical Evidence,” Journal of Marketing, January 1993, pp. 57–69. For further discussion of this instrument, see Philip Kotler, “From Sales Obsession to Marketing Effectiveness,” Harvard Business Review, November–December 1977, pp.
Finally, brand managers normally move up in a few years to another brand or transfer to another company, leading to short-term thinking that plays havoc with long-term brand building. To counter these disadvantages, some companies have switched from product managers to product teams. For example, Hallmark uses a triangular marketing team consisting of a market manager (the leader), a marketing manager, and a distribution manager; 3M uses a horizontal product team consisting of a team leader and representatives from sales, marketing, laboratory, engineering, accounting, and marketing research.
But matrix management has resurfaced and is again ﬂourishing in the form of “business teams” staffed with full-time specialists reporting to one team boss. 23 Corporate-Divisional Organization As multiproduct-multimarket companies grow, they often convert their larger product or market groups into separate divisions with their own departments and services. This raises the question of what marketing services and activities should be retained at corporate headquarters. Some corporations leave marketing to each division; some have a small corporate marketing staff; and some prefer to maintain a strong corporate marketing staff.
Marketing Management: Millennium Edition (10th Edition) by Philip Kotler