Syfte: Syftet med studien är att undersöka marknadsavdelningens roll och inflytande inom en organisation vid förmedlandet av ett marknadsorienterat synsätt. Metod: Studien antog en kvalitativ forskningsmetod där empirin samlades in via en multipel fallstudie där semistrukturerade intervjuer genomfördes med personalrelaterade till ett marknadsorienterat arbetssätt. Vidare spelades intervjuerna in, för att sedan transkriberas samt analyseras utifrån en tematisk analys. Resultat och slutsats: Studiens resultat visar att företag kan operera med eller utan en marknadsavdelning, beroende på dess bransch. För att implementera ett marknadsorienterat synsätt krävs en ledning med insikt i ämnet, marknadsföringsrutiner som genomsyrar hela organisationen, en god kommunikation mellan marknadsfunktionen och övriga funktioner och avancerade datasystem som gynnar ett kundorienterat arbetssätt. Ett företags affärsprestation ökar ifall dess marknadsföringsförmåga är hög. Examensarbetets bidrag: Studiens teoretiska bidrag är en ökad förståelse för hur organisationer implementerar en marknadsorienterad organisation. Det praktiska bidraget för studien är ett ramverk för hur organisationer ska strukturera dess framtida marknadsfunktion. Förslag till fortsatt forskning: Förslag till fortsatt forskning är att undersöka marknadsförarens framtida roll relaterat till teknologi. Framtida forskning kan undersöka samband mellan organisationsstruktur och ett marknadsorienterat synsätt, samt huruvida ledare lyckats förmedla ett marknadsorienterat synsätt gentemot övriga anställda. / Aim: The aim of the study is to investigate the role and influence of the marketing department within an organization in communicating a market-oriented approach. Method: When conducting the study, a qualitative research method was adopted where the empirical data was collected through semi-structured interviews with staff that are related to a market-oriented approach. Furthermore, the interviews were recorded, then transcribed and analyzed based on a thematic analysis. Results and conclusions: The study shows that companies can operate with or without a marketing department, depending on its industry. Implementing a market-oriented approach requires management with insight into the subject, marketing routines that influence the entire organization, good communication between the marketing function and other functions, and advanced computer systems that favor a customer-oriented approach. A company's business performance increases if its marketing ability is high. Contribution of the thesis: The study's theoretical contribution is an increased understanding of the implementation of a market-oriented organization. The practical contribution is a framework for how organizations should structure their market function. Suggestion for future research: Suggestions for further research are to investigate the marketer's future role related to technology. Future research may examine the relationship between organizational structure and a market-oriented approach, as well as whether leaders have succeeded in communicating a market-oriented approach to other employees.

Cette recherche doctorale a pour objectif de clarifier les apports de la fonction marketing à la stratégie générale de l’entreprise. Il s’agit de comprendre comment se réalise le lien entre les deux fonctions – marketing et stratégie, dans le contexte spécifique d’une entreprise ayant créé une direction de marketing stratégique. En nous fondant sur la théorie du lien marketing-stratégie et sur les apports des sciences cognitives, nous avons proposé un cadre théorique intégratif basé sur la notion de représentation. D’un point de vue méthodologique, la cohérence entre la problématique, les données auxquelles nous avons accès et la nature du phénomène étudié, nous ont conduit à privilégier une démarche de recherche qualitative. Nous avons choisi l’étude de cas unique comme méthode de collecte des données et nous nous sommes appuyés sur l’observation participante comme démarche d’accès au terrain. Notre recherche a mis en relief l’émergence successive de trois types de représentations du lien marketing-stratégie, les facteurs qui influencent leur transformation et leurs conséquences. Finalement, la lecture transversale de nos résultats nous permet d’enrichir le cadre théorique initial par la prise en considération de variables liées à l’architecture des activités marketing, à la culture d’entreprise, à l’apprentissage organisationnel ou encore au rôle des dirigeants. / This doctoral research aims to clarify the contribution of the marketing function to corporate strategy. We want to uncover the link between these two fields - marketing and strategy, in the specific context of a company having a strategic marketing department. We bring together the theory of marketing-strategy interface and the contributions of cognitive science, in order to propose an integrative theoretical framework centered on the notion of managerial cognition. From a methodological point of view, the consistency between our research question, the available data and the nature of the phenomenon, led us to adopt a qualitative research approach. We chose a single case study combined with a participant observation as a method of data collection and analysis. Our research has highlighted the emergence of three successive types of mental models of marketing-strategy interface, the factor that influence their transformation and their consequences. To conclude, our results allows us to enrich the initial theoretical framework by some emergent themes relative to the architecture of marketing activities, the corporate culture, the organizational learning and the role of the marketing manager.

<p>Background: The company Skandia desired for its marketing function to be reorganised to become customer oriented, joint, co-ordinated and homogenous in order to gain market shares. These aspects are both structural and strategic. The question of whether the way that Skandia has chosen to reorganise the new and joint marketing function, in terms of choices of structure, is preferable in order to obtain a high overall business performance emerged.</p><p>Purpose: The purpose of this thesis is to, from a structural and manager perspective, explore and explain the structure of the marketing function in a customer oriented organisation.</p><p>Method: The thesis is a case study of Skandia. The empirical findings constitute of sex interviews with managers from various positions and functions along with e-mail interviews with twenty-three co-workers. The result from the empirical findings is a comprehensive image of the marketing function.</p><p>Result: The new marketing function in Skandia turned out to have structures of, for instance, increased centralisation, higher vertical formalisation and increased degree of specialisation, all in order to act customer oriented. The result shows that it seems preferable that the marketing function in a company as Skandia would configure the structure in this way. The explanation is that no matter whether structure follows strategy or the other way around, there are strong indications that it is the combined configuration of structure and strategic behaviour (in this case customer orientation) that forms a marketing function’s organisational archetype. This type in conjunction with the selected overall company business strategy implies an either high or low overall business performance. In the case of Skandia it is proved high.</p>

Background: The company Skandia desired for its marketing function to be reorganised to become customer oriented, joint, co-ordinated and homogenous in order to gain market shares. These aspects are both structural and strategic. The question of whether the way that Skandia has chosen to reorganise the new and joint marketing function, in terms of choices of structure, is preferable in order to obtain a high overall business performance emerged. Purpose: The purpose of this thesis is to, from a structural and manager perspective, explore and explain the structure of the marketing function in a customer oriented organisation. Method: The thesis is a case study of Skandia. The empirical findings constitute of sex interviews with managers from various positions and functions along with e-mail interviews with twenty-three co-workers. The result from the empirical findings is a comprehensive image of the marketing function. Result: The new marketing function in Skandia turned out to have structures of, for instance, increased centralisation, higher vertical formalisation and increased degree of specialisation, all in order to act customer oriented. The result shows that it seems preferable that the marketing function in a company as Skandia would configure the structure in this way. The explanation is that no matter whether structure follows strategy or the other way around, there are strong indications that it is the combined configuration of structure and strategic behaviour (in this case customer orientation) that forms a marketing function’s organisational archetype. This type in conjunction with the selected overall company business strategy implies an either high or low overall business performance. In the case of Skandia it is proved high.

The present work presents a case study, in a beverage industry, in Santa Maria, RS, which uses Strategic Planning in its activities. The goal of this research is to identify the managing competences of the Marketing Manager of the studied company. In order to achieve this goal, the main Strategic Management Models and the current Marketing department structure models were studied, the Strategic Planning, the Organizational Structure and the Marketing Department were analyzed as well as the present and expected Roles and the Competences of the Marketing Manager of the studied company. In order to collect data, a structured interview was used, based on open and close questions, applied to the Marketing Manager, his/her superiors and subordinates. With these interviews, it was possible to identify the way the company s marketing structure is organized, as well as to analyze the managing competences that this professional has and should have, for and efficient perform of his/her functions and the optimization of the company s Strategic Management / O presente trabalho apresenta um estudo de caso, em uma indústria de bebidas, localizada no município de Santa Maria, RS, que utiliza o Planejamento Estratégico em suas atividades. O objetivo desta pesquisa é identificar as competências gerenciais do Gerente de Marketing da empresa em estudo. Para atingir este objetivo, foram estudados os principais Modelos de Gestão Estratégica, os modelos atuais de estrutura do departamento de Marketing, analisou-se o Planejamento Estratégico e a Estrutura Organizacional bem como do Departamento de Marketing e também as Funções e as Competências, presentes e esperadas do Gerente de Marketing da empresa em questão. Para coletar os dados, foi utilizada entrevista estruturada, com auxílio de questões abertas e fechadas, aplicadas junto ao Gerente de Marketing, seu superior e seus subordinados. Com essas entrevistas, foi possível identificar como está organizada a estrutura de marketing da empresa, como também, fazer a análise das competências gerenciais que esse profissional possui e deveria possuir, para o eficiente desempenho de suas funções e otimização da Gestão Estratégica da empresa.

This Diploma thesis concretely analyses methods promotion of products, meaning of marketing department in a company and means of promotion efficiency meansurement. It further analyses existing marketing structure of the company Tescan, Ltd. and it contains recommendations and proposals of improvement present position for this company.

<p>Syftet med denna uppsats är att studera företaget ÅF:s employer branding-arbete, närmare bestämt samverkan mellan ledningen, HR-avdelningen och marknadsavdelningen.</p><p>Uppsatsen är av kvalitativ fallstudiekaraktär ochämnar utveckla teori genom en kombination av en deduktiv och induktiv undersökningsansats. Insamlad data är baserad på intervjuer medrepresentanter på ÅF.</p><p>Sammanfattningsvis har vi kommit fram till att ÅF:s samverkan inom employer branding-arbetet i stort överensstämmer med den teoretiska modell som presenteras. Det finns en huvudsakligen god samordning av ledningens, HR- och marknadsavdelningens samt employer brandmanagers aktiviteter som syftar till att stärka arbetsgivarvarumärket. Dock finner vi en diskrepans mellan ÅF:s och litteraturens definition av begreppet samt en allt för stor fokus på de externa aktiviteterna som en följd av employer brand managers starka band till marknadsavdelningen.</p> / <p>The objective of this thesis is to study the employer branding of the company ÅF, and more specifically the interaction between the senior management, HR department and marketing department.</p><p>The thesis is a qualitative case study and aims to develop theory through a combination of a deductive and inductive approach. The data is collected through interviews with representatives from the company.</p><p>We have concluded that the collaboration within ÅF regarding employer branding for the most corresponds with the presented theoretical model. There is a well functioning integration of activities aimed at strengthening the employer brand between the senior management, HR department, marketing department and employer brand manager. There is, however, a discrepancy in the definition of employer branding between ÅF and the literature. The strong connection between the EBM and the marketing department might also lead to a too strong focus on the external activities.</p>

Syftet med denna uppsats är att studera företaget ÅF:s employer branding-arbete, närmare bestämt samverkan mellan ledningen, HR-avdelningen och marknadsavdelningen. Uppsatsen är av kvalitativ fallstudiekaraktär ochämnar utveckla teori genom en kombination av en deduktiv och induktiv undersökningsansats. Insamlad data är baserad på intervjuer medrepresentanter på ÅF. Sammanfattningsvis har vi kommit fram till att ÅF:s samverkan inom employer branding-arbetet i stort överensstämmer med den teoretiska modell som presenteras. Det finns en huvudsakligen god samordning av ledningens, HR- och marknadsavdelningens samt employer brandmanagers aktiviteter som syftar till att stärka arbetsgivarvarumärket. Dock finner vi en diskrepans mellan ÅF:s och litteraturens definition av begreppet samt en allt för stor fokus på de externa aktiviteterna som en följd av employer brand managers starka band till marknadsavdelningen. / The objective of this thesis is to study the employer branding of the company ÅF, and more specifically the interaction between the senior management, HR department and marketing department. The thesis is a qualitative case study and aims to develop theory through a combination of a deductive and inductive approach. The data is collected through interviews with representatives from the company. We have concluded that the collaboration within ÅF regarding employer branding for the most corresponds with the presented theoretical model. There is a well functioning integration of activities aimed at strengthening the employer brand between the senior management, HR department, marketing department and employer brand manager. There is, however, a discrepancy in the definition of employer branding between ÅF and the literature. The strong connection between the EBM and the marketing department might also lead to a too strong focus on the external activities.