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[...]
“In the marketing of certain but not all products, additional activities are often matters
of major importance and tend to be a critical subject of policy determination within the
business enterprise. Illustrative are product planning, branding, relationships with
distribution channels, and pricing. For various appropriate reasons, these less pervasive
areas of marketing policy are discussed in the following major part of the book.
For purposes of analyzing marketing in terms of functions, attention is directed to the
nature of each basic function, its importance, who performs it, how well it is performed,
and business management and social implications of its performance.
Marketing, it may be recalled, is universally defined as a process — one in which no person
or institution is self-sufficient. It involves many participants and consists of various
functional components. One must consider each of these functions and their interrelationships
to understand the totality of the process.”
[...]
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[...]
“Many different departments and groups of people may participate in the management of
marketing programs. At the planning stage, both the internal marketing and sales people
are involved as well as their counter parts in the channel. Budgets are approved by the
corporate financial area. Product availability, special packaging, scheduling and shipping
include people in manufacturing and distribution Market research measure's the program's
success. Human resources may train sales people to present the program. The key to a successful
marketing program is to be sure that all involved, both internally and in the channel, know
what is going on and when and what they are expected to do to help make a marketing program
run successfully.”
[...]
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