Coordinating manufacturing and marketing in international firms |
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| Affiliation: | 1. Department of Management, Marketing, and Information Systems, College of Business, University of Alabama in Huntsville, United States;2. School of Economics and Management, Tongji University, China;3. School of Economics & Management, Nanjing University of Science and Technology, China;4. Department of Management and Marketing, School of Business and Industry, Jacksonville State University, United States;1. Department of Applied Chemistry, Building Los Acebos, Public University of Navarra, Campus of Arrosadía, E-31006 Pamplona, Spain;2. Department of Inorganic Chemistry, Faculty of Chemical Science, Square of Merced, University of Salamanca, E-37008 Salamanca, Spain |
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| Abstract: | In this article, the authors argue that manufacturing experiences much of the turbulence and conflict imposed by the dynamic global marketplace through its relationship with marketing, because marketing is usually responsible for introducing changing competitive priorities and demand patterns to the organization. Through a survey of manufacturing and marketing managers within international firms, the authors develop a profile of manufacturing-marketing conflicts experienced in each of four international strategy environments: export, multidomestic, global, and transnational. As international strategies became more complex, firms made use of more techniques for coordinating between marketing and manufacturing, with more use of decentralized and informal approaches. Coordinating techniques included individual MBO-reward systems, joint task forces for problem-solving, and direct involvement of manufacturing and marketing in establishing the competitive priorities of the firm. |
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