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A New Way to Market
It has worked well for years: organize your marketing around distinct product, channel, or customer groups and define clear roles for brand managers and other specialists. But as many companies are learning, this traditional marketing structure can be slow moving and turf oriented. Growth companies from Starbucks to Home Depot to Trilogy Software have instead created fast, fluid marketing organizations that mimic the behavior of venture-backed start-ups: they quickly spot opportunities, allocate resources on the fly, and move people in and out of teams according to their skills, not their job titles. This study of "venture-marketing organizations" shows companies how to adapt to fast-changing markets.
The take-away: Fluid structures demand discipline. Members of venture-marketing teams, though not constrained by traditional organizational boundaries, do have clear goals and areas of accountability. All members are responsible for identifying opportunities and receive the tools, the technology, and the leadership needed to get results.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
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