Читать книгу A Customer-oriented Manager for B2B Services - Valerie Mathieu - Страница 33

It is not uncommon to hear marketers themselves complain about their difficulty in “getting their strategy down”, implementing their plans and actions, and to encourage managers to use the tools they develop. These complaints are particularly common in service and B2B environments, because in these environments, marketing has difficulty achieving its objectives without the collaboration of field managers. Marketing undeniably suffers from being confined to its own function and department, which gives it a bureaucratic image, far from the reality of the field and the operational people. It is, therefore not surprising that its plans, strategies, actions and tools do not arouse much enthusiasm among employees. On the other hand, marketing and customer orientation have always recognized that they cannot be confined to one department or one function, but that they must be implemented with the support and involvement of the entire organization. It has, therefore, become a challenge for the marketing department to succeed in involving all the company’s employees, and especially the managers, in the achievement of its own objectives. The interrelations and interdependencies between marketing, operations and human resources have always been at the heart of the specificity of service management. The questioning of the interrelationships between marketing and sales is going in the same direction, and we are witnessing a merger between the marketing function and the sales function, with the emergence of new marketing and sales departments.