AZLINOR BIN ZABIDIN

M18201105

PAPER CRITIQUE

FUCTIONAL MANAGEMENT (QGM5074)

INTRODUCTION

Anna Martenson, associate professor and Jan Mauritsen, professor, the authors of
Prioritization of marketing investments in different types of marketing functions from
Copenhagen Business School, Frederiksberg which was published in Danish Journal of
Management & Business in 2015, pages 45-69.

Authors explained on how the marketing function’s effort influence the company results
performances. The study identifies 4 type of marketing function which are (1) the
broadly- based, (2) the hesitant, (3) the traditional and (4) the market-creating marketing
function.

Finding study was sited by authors that marketing functions are hetero-generous, and
the effect achieved from investing in any given prioritization of the marketing roles
where by the management of company need to focus to maximize the marginal impact
on the company performances as well as shifting the marketing function between type
of marketing function by prioritizing some roles differently.

LITERATURE REVIEW

In literature review, authors had sited the others references that significant in associated
to their journal write up. For examples, Verhoef and Leeflang (2009), recommend the
establishment of strong marketing functions as they found that marketing activities have
a direct effect on the company’s performances. Also highlight three circumstances
issued in perspectives and challenges the marketing function. Firstly, marketing function
may be comprised by many roles and they are different from others in way they employ
and priorities these roles to achieve result. Secondly on the influence of marketing
function within organization and thirdly, some research shows a positive correlation
between the senior management’s respect from the marketing function and influence of
this function on the company’s business results. A proactive marketing function that
through its work is capable of demonstration that it has a direct impact on the company
result’s. As well as factor needed to re-establish the senior management’s respect and
to increase the marketing function’s influence in the organization.

Also, study found out the as marketer, impact of knowledge can be used to demonstrate
accountability and support decisions concerning budget allocations.

Authors also discuss on the theoretical foundations where by the typical activities of
marketing function, also on how marketing serve to develop the influence of the
marketing function and what influence concerns. As well as the roles and their
structure.

RESEARCH METHOD/MATERIAL

Methodology used in this study by Authors is an empirical study among 385 marketing
managers. The seven marketing roles were operationalized by the way of 36 survey
questions that were formulated by a group of experts consisting of four research and six
marketing practitioners. The quantitative online questionnaire by Danish employees in
charge of marketing, which is used empirical validation of the frame of references.

Based on the authors research results, characteristics of the four types of marketing
function’s average effort made for each of the seven roles are well describe by authors.

Firstly, the hesitant marketing function is the polar opposite of the broadly- based
marketing function whereby from survey most company that have few marketing
employees and invest less in marketing than any others type.

Secondly, authors had discussed on the traditional marketing functions is the type of
marketing that invests most in marketing activities. As for the broadly-based marketing
function, this type of function is found in many medium- sized and large companies that
have a relatively high number of marketing employees.

Thirdly, on the market-creating marketing function is characteristic by performing new

marketing tasks. It builds new markets and performs marketing activities according to
plan and guidelines given. The company invests relatively heavily in marketing, given
that the level of investments is slightly below that seen for the broadly- based and the
traditional types of marketing functions.

Fourthly, the broadly-based marketing function has more marketing employees per
number of employees in the company than any type of other types and it invests heavily
in marketing. The effort and performance of four types of marketing functions.

DISCUSSION

Based on the result of the survey used, indicate that a more positive from agenda may
be established for the development of the marketing function and its role within
companies. Authors assume that the marketing function’s influence is based on the
roles that it has control over and performs because these efforts directly influence the
company results.

The organizational power balance and the management’s delegation of decision-making

competence to the marketing function are important issues, but these will not help the
marketing function build an understanding of how it may increase its influence on the
company’s results by way of its own activities.

Authors contribute to extant research by studying which roles have the greatest impact
on the company’s results as we assume that the achieved results will, in turn, increase
the respect in the company for the marketing function’s work.
Authors findings show that through its efforts within the seven generic roles and their
composition, the marketing function influences the company’s results and senior
management’s respect. We document that the roles’ impact and prioritization depend on
the type of marketing function in question, and it follows that the marketing function’s
next move will depend on its current type.

Authors also had discussed on the marketing function challenges. The marketing
function faces three essential challenges. One challenge is that the four types of
marketing function are very different. The dilemma therefore is that marketing functions
can choose to shift from one type to another, but this may not be well advised. It is clear
that the broadly-based marketing function does everything well, but it is just as clear
that it requires considerable resources.

A second challenge is the organization of the marketing function and the decision as to
who should attend to each of the roles. The dilemma here is that the marketing function
unites the qualifications needed to manage and lead innovation owing to its insight into
clients and markets.

A third challenge is cross-functional coordination, including the marketing function’s

understanding of other functions. This may be relevant to the hesitant marketing
function where coordination has considerable impact on the company’s results. But it is
also an advantage if marketing can help other functions gain insight into what marketing
can offer as a discipline, and why it is essential to follow the marketing function’s
objectives.

In discussion also, author highlight on the limitations and recommendation for future
research. In company, the division of marketing functions into types according to their
efforts on seven marketing roles seems relevant and applicable in a theoretical as well
as in a managerial perspective. But authors recommend that the typology be tested
further to validate the generalizability of the findings, e.g. by using data from other
countries. It may also be interesting to study how different types of marketing functions
interact with other functional areas in the company.

CONCLUSION

Marketing is an important concept in business and one that several business functions
are affected by. The importance of marketing is always increasing. Marketing is perhaps
the most important component in determining a business’ profitability and success.
As certain goods and services become more popular, more businesses start offering
them, making competition for them stronger. Marketing helps make business stand out
so that customers will prefer to buy from you than from businesses that offer similar
goods and services.

Managers evaluated marketing planning and price management as the most important
marketing functions, while product management, marketing research and
communications management appeared to be less important. The analysis based on
characteristics of companies and their markets disclosed more differences in opinions.
Managers of subsidiaries evaluated communication, planning and research activities as
being more important.

In conclusion, marketing is an important concept in business and one that several

business functions are affected by. I agreed with what author highlighted that marketing
function’s effort influence the company results performances. In achieved from investing
in any given prioritization of the marketing roles where by the management of company
need to focus to maximize the marginal impact on the company performances.