With all the originality of the organizational forms of marketing, each of them must meet the following criteria, the observance of which indicates the high efficiency of the marketing structure Evans JR, Berman B. Marketing. M. 1990. S. 199.:

• 1. Unity of purpose of marketing service departments. The basic goals of any organizational marketing structure are: to increase sales and profits and increase the company's market share. The goals of each of the departments of the marketing service should correspond to the specified basic goals and should not be mutually exclusive.
• 2. The simplicity of the organizational structure of marketing is an indispensable condition for its effectiveness. The complexity of the structure always causes a rise in the cost of the management process, makes it more cumbersome, and, consequently, less susceptible to ongoing changes. Simplicity and the presence of a small number of links in the marketing structure are the conditions for the effectiveness of communications between departments of the marketing service.
• 3. An effective system of communications between departments ensures the clearest transfer of information. Feedback must be established in the communication system.
• 4. Single submission. Employees of each division of the marketing service should receive orders from only one immediate supervisor. This principle serves to implement the unification of functions performed by employees that have the same goal.
• 5. Flexibility, mobility, adaptability. These qualities are necessary not only for the marketing structure of the company, but also for its organizational and managerial mechanism as a whole. The marketing service is that “leading belt” that gives the rhythm of work required by the market to the entire company. It is designed to give the company the features of flexibility and adaptability to changing market conditions. Flexibility is ensured by the ability of the organizational structure of marketing to change its forms in a timely manner when strategic objectives change. It is important to note that the possibility of changing forms must be initially incorporated in the structure itself.
• 6. Compliance of the scale of the organizational structure of marketing with the structural and spatial dismemberment of the organizational structure of the company, the features of the profile of its activities, the nature of strategic goals and the corresponding tasks.
• 7. Correspondence of the organizational structure of marketing to the nature of the products produced, the breadth, completeness and depth of the product range. This means that in any marketing structure, the product principle must be incorporated to one degree or another.
• 8. Orientation of the organizational structure of marketing, with all its competitive differences, to end users. Neglect of this principle dooms any organizational structure of marketing to failure.
• 9. Giving the marketing organizational structure the rights necessary for the successful resolution of its tasks and the performance of the functions assigned to it. The list of these rights must necessarily include coordination rights, that is, rights that allow the marketing structure to integrate the entire economic activity firms in order to achieve their market goals.

Based on the provisions discussed in this chapter, we can draw the following conclusions about the features of the existence and activities of organizational marketing structures:

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

The effectiveness of the marketing structure is critical to the successful implementation of the marketing concept. There is no marketing for organizing activities universal scheme. Marketing services can be created on different bases. Each enterprise creates a marketing service in such a way that it best contributes to the achievement of marketing goals (identifying unsatisfied demand of consumers of goods, geographical expansion of markets, finding new market segments, increasing profits, etc.).

However, marketing structures are largely dependent on the size of the enterprise's resources; the specifics of the manufactured products and the markets in which these products are sold; from the existing structure of enterprise management. Despite the large number of options for organizational marketing structures, today the association marketing activities Enterprises are most often carried out on the basis of functions and goods.

Marketing is a system of activity of an enterprise in the market itself, which forms its “mode of action”. It directs the economy to meet the many, ever-changing needs of millions of consumers.

At the level of individual business entities, marketing is defined as an integral system designed to plan the range and volume of products, determine prices, distribute products between selected markets and stimulate their sale, so that the variety of benefits achieved at the same time leads to the satisfaction of the interests of both producers and consumers. This definition has a fairly broad meaning, since it also covers activities and non-profit organizations. Thus, marketing is the activity of an organization in the interests of its customers. Marketing work requires the organization of a specialized service at the enterprise.

It should be noted that the organization and functioning of marketing in an enterprise is not a formal allocation of a special unit, but, first of all, a market reorientation in its activities, a transition from a traditional focus on production requirements to a focus on market requirements. As experience shows, the marketing service at the enterprise is not formed immediately, but in stages, gradually combining the main marketing functions, which are still dispersed among different departments (market research, assortment formation, trade and price policy, advertising, etc.).

Any organizational structure of the marketing service can be built on the basis of the following dimensions (one or more): functions, geographic areas of activity, products (goods) and consumer markets. Based on the foregoing, the following principles for organizing marketing departments are distinguished: functional organization, geographic organization, product organization, market organization.

The choice of the organizational structure of a business unit depends on many factors. The following factors are most important: the type of organization (enterprise) in which the unit is being created; the type of strategy followed by the enterprise; the level of the existing projected division of labor in the unit (service); type of departmentalization of the main functions and works; availability and development of technological and functional links with related departments of the enterprise; the presence of connections with the external environment; existing norms of manageability and controllability; the level occupied in the management hierarchy; the degree of centralization and decentralization in decision-making; the necessary level of differentiation and integration of this unit in the process of its interaction with related departments (groups) of the enterprise.

Thus, organizational structures have an inexhaustible number of forms of internal streamlining 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 on the other, flexible and receptive to dynamics. external environment. When forming the organizational structures of marketing services, it should be remembered that work in this area 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 interaction of employees of marketing services at domestic enterprises.

Designing organizational structures of marketing (marketing services) is an activity for the development and implementation of such structures in the management system of the company. When forming marketing services, you need to adhere to the basic principles:

• a small number of links;
• simplicity of the marketing structure;
• Unity of purpose
• The principle of unified subordination;
• creation of conditions for the development of integrated marketing;
• Assistance to the enterprise in the constant satisfaction of the needs of existing and potential customers;
• Ensuring the development of creativity and innovative activities of employees;
• · Guarantee of rapid adaptation of manufactured products to market requirements;
• Promoting sales growth and cost reduction.

Marketing services include two levels of management:

• central marketing departments (departments);
• operational departments (sectors).

In the general apparatus of enterprise management, central marketing services are not just subdivisions for servicing production and sales, but coordinating, planning and controlling bodies of strategic production and marketing management. Marketing services not only regulate the sale of goods, but also directly participate in the management of the production programs of enterprises, depending on the specific requirements of consumers for manufactured products.

In practice, the structure of marketing services of companies is diverse, but the following main types of linear-functional structures can be distinguished:

• on financial marketing activities;
• By product
• by regions;
• by groups of consumers.

Depending on the characteristics of the activities of companies, the types of products they produce or the services they provide, the specifics of the market segment in which firms operate, there is an interweaving and combination of different types of organizational construction of marketing services.

Marketing Services by Function

In the organization of functional marketing units, each department develops and implements one or a number of specific functions of marketing activities (Fig. 3).

Fig.3

Such a structure has the marketing services of small enterprises that operate with a narrow product range in a small number of national markets and their segments, which are characterized by a certain uniformity, stability and relatively small capacity.

These companies produce a product that does not require significant changes depending on the shades of demand presented to it by end consumers, and is also not subject to the active influence of scientific and technological progress. But this type of structure has disadvantages:

• · the renewal of the range of manufactured products that meet the needs of consumers is slowed down due to the lack of special product units and it is difficult to directly control the processes of developing a new product, its creation and implementation;
• · the absence of special divisions for specific regional market segments leads to a slower response to consumer requirements and changes in market conditions;
• Difficulties in solving the issues of financing marketing activities, etc.

Product Marketing Services

The organization of marketing services by product has become widespread in practice. foreign companies and is considered the basis for the formation of an organization on a commodity-industry basis - the types of goods produced and services provided (Fig. 4).

Rice. 4

The marketing services of companies producing a wide range of products with different production technologies and specializing in a small number of sales markets of a relatively homogeneous nature have a similar structure. This allows firms to better adapt to market requirements for each individual product or homogeneous group of products.

The goods of such companies are characterized by different production technology, short life cycle, a significant degree of innovation requirements. Markets are dynamic, so the flexibility and responsiveness of marketing services to changing consumer demands is essential.

Disadvantages of the commodity-industry structure:

• · Insufficient market orientation, the difficulty of implementing a comprehensive regional policy, especially with a significant share of export and foreign activities;
• Inefficiency of work due to the weighting of the administrative apparatus due to numerous commodity departments;
• Excessive emphasis on the technological orientation of marketing activities, the difficulty of finding new areas for the introduction of goods and entering new markets;
• · the lack of a high management effect in the supply of complex and science-intensive products, as well as a package of goods for various purposes of targeted delivery;
• weakening of coordination links certain types marketing functions, and even duplication and unnecessary fragmentation of key functions for individual product marketing services;
• complication strategic management and implementation of a unified marketing program.

Marketing Services by Region

The organization of marketing services in the region is typical for enterprises in a few, heterogeneous markets with clearly defined boundaries.

Rice. 5

This structure makes it possible to achieve success in pursuing a comprehensive and differentiated market policy, to ensure a close connection between the development of new products and the requirements of end users of certain markets, to coordinate all market strategy enterprises. formation service marketing enterprise

The regional structure, which provides advantages for enterprises that carry out extensive production and marketing activities abroad, implies, at the same time, special requirements for the nature of the goods produced:

• goods must be homogeneous and satisfy the homogeneous requirements of consumers of different segments in the region, or be complementary or interchangeable;
• · goods should not be subject to sharp changes in market conditions and seasonality or be highly innovative.

These are goods that are in stable demand among a significant group of the population and are sold through a wide network of intermediaries, whose activities are extended to the entire region.

The regional structure of building marketing services also has its drawbacks:

• decentralization and duplication of marketing management functions;
• Difficulty in coordinating products and functions, dismemberment commodity policy by market regions;
• · Insufficient efficiency for knowledge-intensive, highly innovative products, as well as for companies with a wide, multi-assortment range.

Marketing Services by Consumer Groups

AT modern conditions of a differentiated market, the organizational structure by consumer groups is of particular importance, which is a kind of marketing management departments for market segments. It makes it possible to direct all the activities of the company to end consumers and, on this basis, to implement for each of their groups an individual, specialized integrated market policy throughout the reproduction process.

This structure is aimed at individual service and satisfaction of the requirements of each specific group of consumers, therefore it is most consistent with the principles of the marketing concept. The structure by consumer groups makes it possible to implement a comprehensive marketing strategy in each market segment across the entire list of marketing functions, to obtain reliable and complete information on market niche, provides an opportunity to choose the most effective sales channels and methods of its promotion for each segment. Such an organizational structure ensures long-term relationships with consumers-partners in supply operations and, as a result, profit stabilization.

Matrix structure

In practice, among marketing services, there is, although quite rarely, a matrix structure. The matrix structure is characterized by a high degree of specialization of individual services, which creates the prerequisites for conflict situations at the points of intersection of their competence in the management process; Therefore, a clear division of rights and responsibilities between separate links management system. The matrix structure is not very efficient.

This structure is suitable for enterprises operating in a diverse profile of markets, characterized by a high degree of centralization and control of operational activities in a common management system. In practice, for such enterprises, it is more efficient and expedient to divide the management apparatus into autonomous divisions and build management services like holding companies, which makes it possible to avoid excessive complication of the management system.

Fig.6 Linear-functional matrix structure

As a result of mastering this chapter, the student should:

know

• types of organizational structure of the marketing service;
• stages of creating a service/marketing department;
• functions and tasks of the marketing service/department;

be able to

Develop Regulations on the marketing service/department;

own

marketing budgeting skills.

Conditions for organizing marketing activities

Organization of marketing in the company involves:

• 1) awareness new feature on the interaction of the enterprise with the market;
• 2) development of a management system for marketing activities;
• 3) creation of a marketing structure (service or department) that ensures the implementation of marketing at the enterprise together with other departments.

The creation of a marketing division depends on the goals of the enterprise, its financial opportunities, the specifics of products, the current organizational structure and its size. Marketing services are created at large enterprises, departments at small and medium-sized ones. In some firms, there is no need to form their own department at all, so at best there is one marketer, and at worst one of the employees performs his functions.

Experts identify the following options for creating a marketing service in an enterprise:

• initiative, when a group of specialists, full-time employees of the enterprise takes the initiative and goes to the management with the idea of ​​organizing a marketing service (department);
• compromise, when a marketing group is formed within a department, for example, a sales department;
• intermediate, when a marketing group is formed to solve a problem from among the staff and attracted employees;
• administrative, when a marketing service (department) is created by decision of the enterprise management;
• modern, when a marketing service (department) is created, taking into account the selected reasonable organizational structure.

It's no secret that some leaders still Russian companies they do not always understand the feasibility of creating a marketing unit, therefore, when organizing it, you should:

• convince management of the need to create a marketing structure;
• have a clear idea of ​​what place the marketing department will occupy in the structure of the enterprise;
• make connections with others structural divisions enterprises;
• ensure organizational subordination to one of the top managers of the enterprise (for example, to the commercial director in the absence of the position of "marketing director");
• choose the appropriate organizational structure of marketing, taking into account the specifics of products, the number of markets and the scale of the marketing activities of the enterprise;
• develop a regulation on the marketing service / department and determine the optimal number of employees - marketing specialists;
• solve issues with the material base and the formation of the marketing budget.

In the future, in the process of work, it is necessary to form the authority of the marketing structure through a deep knowledge of the company's activities, conducting marketing analysis, planning marketing activities, taking into account the development strategy of the enterprise, obtaining results from the implementation of specific marketing activities, etc.

Types of organizational structures of marketing services

The organizational structure of marketing plays a leading role in the successful implementation of the marketing concept of enterprise management.

Organizational structure marketing service relies on the use of one of the organizational structures: functional, product, market, regional, as well as divisional, matrix (Table 10.1).

Table 10.1

Types of organizational structures of the marketing service

Functional structure involves the organization of the activities of specialists of the service (department) of marketing, based on the functions they perform. It is used for enterprises with a small range of products that are sold in a limited number of markets (Fig. 10.1).

This is the simplest marketing organization, but its effectiveness decreases with an increase in the range of products and the number of markets served.

The advantages of this structure are:

• simplicity (is understandable to all employees);
• conciseness and convenience (easy enough to build);
• clear delineation of rights, duties and responsibilities.

The disadvantages include:

• focus on the performance of functions, and not on the achievement of results;
• high cost to operate.

Rice. 10.1.

Commodity structure - typical for enterprises that produce a wide range of products that require specific conditions for production and marketing in a large number of homogeneous markets (Fig. 10.2).

Rice. 10.2.

The advantages of the commodity organization of the marketing service are the complete marketing of each product and the ability to study the specific needs and main consumers for each product.

The disadvantages are a wide range of responsibilities of the product marketing manager, who coordinates the entire marketing mix, coordinates the activities of all departments of the enterprise that affect the marketing of the product he supervises, studies the activities of competitors; predicts market dynamics, develops a marketing plan and budget, etc.

Market structure - used for businesses that sell their products in several markets with different consumer preferences. As noted above, the market can be either an industry or a customer segment (Figure 10.3).

Rice. 10.3.

The advantages of a market organizational structure include better coordination of services when entering the market; the possibility of developing a comprehensive program for entering the market; a more reliable forecast of the market, taking into account its specifics.

The disadvantages include the low degree of specialization of the work of departments, duplication of functions, poor knowledge of the product range, lack of flexibility.

Regional structure - typical for enterprises that produce products that are marketed in several regions that differ from each other in natural and climatic conditions, people's lifestyles, etc. This will take into account marketing strategies the specifics of the consumption of the same product in different territories and reflect it in the consumer properties of the product (Fig. 10.4).

The main advantage of this structure is the ability to specialize in certain regions (territorial zones), knowing their consumers well.

The main disadvantages of the regional marketing structure are duplication of work and problems of coordination of activities.

The product, market and regional structures of the marketing organization are very similar in form to each other. Their difference lies in the fact that at the second level of the hierarchy, managers can be focused on working with a product or working with a market, or working with a region.

Rice. 10.4.

The above organizational structures of marketing are of a generalized nature and can only be the basis for creating the most appropriate marketing service for a particular enterprise. In practice, based on the conditions in which the enterprise operates, the structure of its marketing service can combine the features of a product and functional, or market and functional, or regional and functional structures, i.e. represent more complex from the point of view of the organization, mixed organizational structures (Table 10.2).

Table 10.2

Mixed organizational structures of the marketing service

divisional structure usually used large enterprises, as it allows to ensure the independence of units, which is the logical conclusion of universalization and at the same time the development of the principle of specialization at a new qualitative level.

The divisional organizational structure is a set of independent units that are part of the organization, spatially separated from each other, having their own field of activity, independently solving current production and economic issues. At the same time, the company's management provides a strategy for its development as a whole, controlling the profitability of subordinate units (Fig. 10.5).

Foreign experience

American corporation General Motors was one of the first organizations to overcome the limitations of a linear functional structure. In the conditions of diversified production, it was decided to significantly expand the independence of large divisions and, giving them the right to respond to market conditions themselves, turn them into "profit centers". This bold management decision was proposed and implemented by the President of the company

L. Sloan, who called new structure"coordinated decentralization". In the future, such an organizational structure was called divisional.

Rice. 10.5.

The main advantage of a divisional organization is a closer relationship between the material incentives of divisions and the results of their activities than other organizational structures, which increases the motivation of employees.

The main disadvantages of the structure are duplication of management functions at different levels, which leads to an increase in the cost of maintaining the administrative apparatus, and duplication of work for different departments.

Matrix Organization is a two-level organizational structure, in which the vertical level is created hierarchical structure, and horizontal - marketing programs. In other words, the matrix structure is based on the principle of double subordination of performers: on the one hand, to the direct head of the functional service, and on the other, to the head of the marketing program (Fig. 10.6). This structure is suitable for large companies marketing oriented.

The matrix structure is effective in solving any design problems, for example, the need to develop in short time new marketing program advertising campaign or others.

To solve problems, temporary groups of specialists from different functional departments of the enterprise are created. The employees included in the program are not released from their current work and for this period they fall under double subordination: the program manager and the heads of the relevant structural units.

The advantages of the matrix structure are the involvement of managers at all levels and specialists in the field of active creative activity, the possibility of using effective methods management, personal responsibility of the head for the implementation of the program as a whole, a large scope of work and management objects, etc.

The disadvantages include the problem of double funding, the emergence of conflicts between the heads of functional units and program managers, the problems of distribution of rights, duties and responsibilities, etc.

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• Gaidaenko T. A. Marketing Management. Full course MBA. Principles of management decisions and Russian practice.