Marketing/Manufacturing Interfaces
Most firms separate the marketing and manufacturing functions into distinct organizational groups without fully considering the interactions and conflicts between the two functions. These interactions can have very significant costs for the if they are not recognized. We discuss situations in which...
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Institutional Knowledge at Singapore Management University
1985
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sg-smu-ink.lkcsb_research-26072015-05-28T10:05:00Z Marketing/Manufacturing Interfaces MONTGOMERY, David B. Hausman, W.F. Most firms separate the marketing and manufacturing functions into distinct organizational groups without fully considering the interactions and conflicts between the two functions. These interactions can have very significant costs for the if they are not recognized. We discuss situations in which strategy and policy in the two areas are not synchronized. They include issues such as capacity decisions, inventory deployment and location in manufacturing; and price-promotion policy, forecasting and market intelligence in marketing. These topics are discussed in the context of case examples, which illustrate problems that can arise when interactions are not recognized. 1985-01-01T08:00:00Z text https://ink.library.smu.edu.sg/lkcsb_research/1608 info:doi/10.1007/0-387-25002-6_11 Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Business Administration, Management, and Operations Marketing |
| institution |
Singapore Management University |
| building |
SMU Libraries |
| continent |
Asia |
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Singapore Singapore |
| content_provider |
SMU Libraries |
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InK@SMU |
| language |
English |
| topic |
Business Administration, Management, and Operations Marketing |
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Business Administration, Management, and Operations Marketing MONTGOMERY, David B. Hausman, W.F. Marketing/Manufacturing Interfaces |
| description |
Most firms separate the marketing and manufacturing functions into distinct organizational groups without fully considering the interactions and conflicts between the two functions. These interactions can have very significant costs for the if they are not recognized. We discuss situations in which strategy and policy in the two areas are not synchronized. They include issues such as capacity decisions, inventory deployment and location in manufacturing; and price-promotion policy, forecasting and market intelligence in marketing. These topics are discussed in the context of case examples, which illustrate problems that can arise when interactions are not recognized. |
| format |
text |
| author |
MONTGOMERY, David B. Hausman, W.F. |
| author_facet |
MONTGOMERY, David B. Hausman, W.F. |
| author_sort |
MONTGOMERY, David B. |
| title |
Marketing/Manufacturing Interfaces |
| title_short |
Marketing/Manufacturing Interfaces |
| title_full |
Marketing/Manufacturing Interfaces |
| title_fullStr |
Marketing/Manufacturing Interfaces |
| title_full_unstemmed |
Marketing/Manufacturing Interfaces |
| title_sort |
marketing/manufacturing interfaces |
| publisher |
Institutional Knowledge at Singapore Management University |
| publishDate |
1985 |
| url |
https://ink.library.smu.edu.sg/lkcsb_research/1608 |
| _version_ |
1770569966244855808 |