Freedom From Functions

Schultz, Don E.
May 2003
Marketing Management;May/Jun2003, Vol. 12 Issue 3, p8
This article emphasizes on the development of an effective marketing program. Firms have spent far too much time creating functional activities, codifying functional structures, arguing for functional budgets and expenditures, and embedding functional thinking. Too many organizations are functionalizing their brands and brand initiatives the same way they've functionalized marketing. This functionalization of both brands and marketing is a problem that, given the trajectory of current business activities, will likely only get worse in the future. The problem is that marketing generally has little to do with these critical elements, namely the people who deliver the brand contacts and provide the brand touchpoints. For the most part, today's managers are still trying to organize and manage the firm by putting functional managers into competition for finite resources and challenging functional groups to measure functional returns rather than improve overall processes and systems. They rely instead on short-term thinking and planning, based primarily on incremental returns, rather than longer term programs to build brands and ongoing customer relationships.


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