Achieving Cross‐functional Co‐ordination for Marketing Implementation

Abstract

The prospects for effective external marketing are substantially eroded by internal hostility towards or non‐compliance with external marketing implementation. Non‐marketing specialists view marketing personnel with hostility and oppose the marketing way of doing business for reasons embedded in lack of marketing understanding, functional self‐interest, complacency and intransigence. Provides three sets of guidelines for increasing cross‐functional support for marketing. First, reviews a set of actions to be administered by the CEO and top management. Second, discusses the individual elements of an internal marketing strategy. Third, provides guidelines for application by marketing managers to build tight interactive and supportive relationships with other functions.

Citation

Shipley, D. (1994), "Achieving Cross‐functional Co‐ordination for Marketing Implementation", Management Decision, Vol. 32 No. 8, pp. 17-20. https://doi.org/10.1108/00251749410069444