University of Cebu-Banilad Library

Includes bibliographical references and index.

Contents: Part 1 Introduction to marketing and business processes -- 1 Marketing and process-based management -- 2 Customer-focused management -- Part 2 Future-predicting processes (scenario building and forecasting) -- 3 Environment scanning and strategy -- 4 Demand management (market and technology forecasting) -- Part 3 Data management processes -- 5 Corporate structure, network and knowledge management -- 6 Strategic information systems -- 7 Marketing measurements and analysis --
Part 4 Keeping existing customer processes (order fulfillment) -- 8 Market value chain management -- 9 Customer relationship management and marketing insights -- 10 Operations and marketing programming -- 11 Distribution product category management and new delivery channels -- Part 5 Getting new customer processes (order acquisition) -- 12 Marketing and resource allocation in financial management -- 13 Reputation management: corporate image and communication -- 14 Innovation management: market timing and solution planning -- Part 6 Organizational development and co-ordination (infrastructure processes) -- 15 Solutions design -- 16 Strategic planning effectiveness: performance measurement -- 17 Marketing and its implications for financial management -- 18 Strategic brand management -- 19 Managing the marketing and e-business interface -- 20 Cross-boundary and global (international) management: some considerations on recent events -- Part 7 The future -- 21 Future trends in marketing.

"Work by a number of researchers on the concept of proceed came to fruition in the early 1990s, and by the middle of of texts aimed at practicing managers reflected both the interest in the the number of organizations attempting to follow it. Hammer and Champ'ys article in the Harvard Business Review (1990) and Davenport and Short's par Sloan Management Review (1990) were seminal. Both defined the scope and of business process re-engineering (BPR) and opened a debate about the best method of applying it. That debate continues today.

Although we have titled this book Strategic Marketing Management, its content draws heavily on BPR, a term which, in the past 10 years, has caught the imagination of the business and commercial world. The title was conferred, or at least popularized, by Hammer and Champy in 1990. Why, then, did we not specifically use the term BPR in the title of the book or a chapter?

Until the advent of the process-based approach, the practice BPR of management was structured around functional departments that called upon the specialist skills of marketing, operations, finance and human resource management. Such organizational structures derived from historical work on division of labour and economies of scale by Adam Smith, developed later, some would say to excess, by the fathers of the school of scientific management, Taylor and Ford.

Proponents of BPR argue that this resulted in the erection of 'Chinese walls' around functional silos, impeding the natural flow of ideas, information and physical material to complete a business transaction and deliver value to the customer. In their view, business processes cross the boundaries of function-based departments. Some even argue that in the future, traditional management functions will become redundant, processes will be managed by multi-functional teams, and functional specialists will be a thing of the past.

We would council caution, and counter-argue that BPR, while it has its merits, also has disadvantages. In the evangelical rhetoric that has accompanied BPR, we are in danger of diminishing the value of specialization associated with the word management rather than with the word business. Comparing the two in terms of other words used to define their meanings in a dictionary, and in terms of words having connota-tions with them, we see that they are perceived differently (see table). The word business carries a much greater connotation of excitement than management. Its value as a marketing tool is indicated by using a simple count of UK universities using it in their relevant departmental titles. Thirty-eight use it, while only ten use management, and two universities use both.

But business is what we do, and management is how we do it. It follows that in management we need to be more methodical, and perhaps bureaucratic, to draw together and analyze information in a more scientific manner to better inform business decisions. Functional management specialists will therefore still be needed to support the business, and perhaps to analyze the business processes identified by the business minds." --Preface

Adult

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