Why Boardroom Should Have a Cmo's Voice

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Student
 ID:
 1244604
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Student
 name:
 Bin
 Wang
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Strategic
 Marketing
 and
 Consulting
 

Why boardroom should have a CMO’s voice
It might be a sense that the marketing people are losing power in a company, the company’s board meeting members might include the CEO, the CFO, the COO, in some case, the CIO also might be include in this kind of meeting, but it is rarely to see the figure of CMO. The cause of this situation is that the CEO treats marketing as a specific function of a company and asserts that the marketing function just narrowly focuses on 4Ps (price, product, place and promotion) and has no any contributions to the company strategies marking. This paper is going to discuss and try to find evidence to convince that how important the role of marketing act in day-to-day operation and strategy making within a company in two main aspects. One is from marketing function aspect to examine how marketing connect each department in a firm, especially in a marketing-orientated firm; another is from strategic making aspect to debate how marketing function is working in a strategy-making process. During several decades’ innovation and developing of marketing function, many scholars agree a tendency that the “marketing less as a function and more as a set of values and process that all function participate in implementing” (Moorman & Rust 1999, p. 181). According this view, marketing will become the job of every division in a firm; in other words, the function of marketing will be the connection of each department in an organization, and the influences are showing increasing (Greyser 1997). It is same with the view that Haeckel (1997, p. ix) mentioned, “Marketing’s future is not a function of business, but is the function of business.” In addition, in nowadays, the operation environment of company is becoming more dynamic and complicated because of the environment circumstances, tendencies and changes are uncertain (Johnston et al. 2008). In this case, in order to meet the needs of marketing developing and survive from intense competition market, one of the major concepts has been introduced that is strategic marketing. As West (2010) defined, the strategic marketing is “the development and implementation of the marketing concept”. And the marketing concept explained by Kotler (2000) as “a way of thinking–a management philosophy guiding an organization’s overall activities.” Compared these theories and definitions, it can perceive that marketing function has been a movement toward cross-function to link with others departments within a firm (Workman, Homburg, and Gruner 1998). This paper is based on previous empirical studies literatures to argue how important of the marketing function in a firm, meanwhile, it also will compare and synthesize marketing theories to support this argue. Some relative models and data will be utilized as the evidences in this essay as well. Both these sources are from relative academic Journals and books that refer to this area, therefore these evidences might be much objective and convictive. Grant (1996) pointed out in his “Organization Capability as Knowledge Integration” there is a tendency that many company try to move to cross-functional capabilities structure from individual function knowledge. In order to define what the value of the marketing function contribute in this cross-function structure within a firm, Moorman & Rust (1999) had investigated totally 1200 samples included marketing officer, R&D officer, operations officer, accounting office, financial office and HR officer, the detail data are showed in appendix 1. After analysis this data they examined out a model called “Functional Influences on the Connections between Central Elements of the Firm” (see figure 1), and

Student
 ID:
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