Bakgrund Tidigare studier belyser vikten av att företag integrerar marknadsfunktionen och logistikfunktionen, detta då en sådan integration leder till fördelar för företag. När funktionerna är integrerade kan företag bland annat möta kunders förväntningar vad gäller produkttillgänglighet och leveransservice på ett mer effektivt sätt än om funktionerna inte är integrerade. I dagsläget finns endast begränsade studier om hur integration mellan marknadsfunktioner och logistikfunktioner ser ut i praktiken. En empirisk kunskapslucka vad gäller integration mellan marknadsfunktioner och logistikfunktioner i svenska detaljhandelsföretag kunde således påvisas och det är dennakunskapslucka som legat till grund för denna studie. Syfte Denna studie syftar till att analysera om, och i så fall hur, marknadsfunktioner och logistikfunktioner inom svenska detaljhandelsföretag är integrerade. Genomförande För att uppnå syftet genomfördes intervjuer med medarbetare på marknadsfunktionen och logistikfunktionen inom tre svenska detaljhandelsföretag. Dessa företag var Cervera, Glitter och KappAhl. Vidare genomfördes observationer i två av respektive företags butiker för att undersöka produkttillgängligheten på aktuella kampanjvaror. I  samband med observationerna genomfördes intervjuer med företagens butikschefer. Slutligen intervjuades ett antal branschaktörer gällande deras erfarenheter av integration mellan marknadsfunktioner och logistikfunktioner inom detaljhandelsbranschen. Slutsats Enligt denna studie framgår att marknadsfunktioner och logistikfunktioner inom svenska detaljhandelsföretag till viss del kan anses integrerade men att integrationen kan förbättras. Funktionerna är främst integrerade genom att de utbyter dokument, delar på resurser, har en vilja att uppnå mål tillsammans, en gemensam vision samt har en gemensam planering. Under ett företags kampanjperiod är det framförallt av stor vikt med en effektiv integration mellan de två funktionerna då de behöver delge varandra information. Inom svenska detaljhandelsföretag påverkas integrationen mellan marknadsfunktionen och logistikfunktionen av organisationskultur, organisationsstruktur, kommunikation, informationssystem och funktionernas fysiska placering. / Background Previous studies highlight the importance of integration between the marketing function and logistics function since it leads to several bene- fits for an organization. For example, an organization can in a more efficient way meet customers’ expectations regarding product availability and delivery service when the functions are integrated. It only exists limited studies on how integration between marketing functions and logistics functions appear in practice. An empirical gap in knowledge regarding integration between marketing functions and logistics functions in Swedish retail companies was detected. This knowledge gap has been the basis for this study. Aim This study aims to analyze whether or not the marketing functions and the logistics functions within Swedish retail companies are integrated, and in that case, to analyze how they are integrated. Execution To achieve the aim of this study, interviews were conducted with employyees of the marketing function and the logistics function within three Swedish retail companies. These companies were Cervera, Glitter and KappAhl. Observations were made in two of each company's stores to examine the availability of current campaign products. During the observations interviews were conducted with the stores manager. Finally, interviews were made with industry participants to investigate their experience of integration between marketing functions and logistics functions within the retail industry. Conclusion This study indicates that market functions and logistics functions within Swedish retail companies can be considered integrated to some extent but it also indicates that the integration can be improved. The functions are primarily integrated by exchanging documents, sharing resources, having a desire to achieve goals together and by sharing a vision and having a common planning. During periods with product campaigns it is important with an effective integration of the two functions since they need to share information. In Swedish retail companies the integration between the functions is affected by the organizational culture, organizational structure, communication, information systems and the physical placement of the functions.

This study investigates the use of the consumer buying club concept in the savings and loan industry. The major purposes of the study were to determine the effectiveness of savings and loan clubs as promotional tools and to reveal some broader marketing implications of the savings and loan club concept. The study's findings provided support for the following hypotheses: I. If savings and loan clubs were independent business operations in the channels of distribution for the goods and services they offer members, these clubs, based upon the marketing functions they perform, would be classified as two or more different types of distinct marketing institutions. II. Rather than being temporary promotional tools, savings and loan clubs are permanent organizational units of some savings and loan associations. III. Savings and loan clubs offer access to a large market for manufacturers and middlemen of certain goods and services. Primary data on the operations and activities of savings and loan clubs were collected in semi-structured interviews with executives of ten clubs that are believed to represent every type of club program existing in the fall of 1973. A mail survey of selected regulatory authorities provided information about the present and future regulatory environment in which clubs operate. Analyses of the data suggest that there are qualitative and quantitative differences in club programs based upon the geographic scope of a club's operation and the size of the sponsoring savings and loan association; however, the club concept appears to be an effective and relatively inexpensive promotional tool when matters of club objectives and design are carefully considered. The regulatory environment for club operations may be described as a passive one, and the findings indicate that this environment will not change in the near future. Savings and loan clubs are consumer-oriented and service-oriented promotional tools indicative of a recent marketing awareness in the savings and loan industry. Clubs both require and facilitate the planning of marketing strategies and objectives, including the use of market segmentation and product differentiation. The study's findings suggest the club concept is growing in popularity in the savings and loan industry, and the use of clubs as promotional tools will continue to grow in the future. Savings and loan clubs function as facilitating agencies in the marketing process by arranging for members to receive special discounts from established sellers of a wide variety of consumer goods and services. Some clubs function as merchant middlemen, either as retail stores or as mail order retail establishments, based upon their practices of buying merchandise to be sold to club members at cost. Savings and loan clubs are not profit-making organizations, with the exception of franchising activities by some national clubs. A functional analysis of club operations suggests that these clubs may be more effective than American consumer cooperatives have been. The savings and loan club market is a large and growing one offering manufacturers and middlemen, particularly retailers, access to an affluent market. The findings indicate that merchandise offers, involving buying and re-selling items to members, is an unpopular and unsuccessful type of club benefit. For this reason, manufacturers and wholesale middlemen derive indirect benefit from the club market through increased sales that established retailers may obtain by participating in a club's discount program.