Outline for an Organized and Managed of Factory

(Issued by: Nguyễn Trí Tùng - Could be adjust for upon requested)

I.Administrative & human resources management of the factory

A.Organized Human Resources

1.Continually invest in human resources through cross-training (for mastery of multiple skills), education, job and career path rotation such as: beginning from level one to level seven depend on other industries

2.Training to group & team leader: including some group leaders, shift leaders, quality control leaders, improvement & development product leader , production line leader (such as: technical training, advanced training)

3.Planning to new managers in the future: including the shop foreman, production line leader, managers of QC, technical manager through in several short and long training courses (inside or outside factory, Vietnamese the chamber of commerce and industry)

4.The system of Salary scale

a)Set up the standard of salary scale based on some coefficient & level from state-owned of salary scale (applying for various industries) including some allowances

b)Seniority (the length of service): based on their length of service

5.Promotion regulation

a)The length of service’s standard

b)Contribution about expand the factory from theirs initiative (e.g. at five percent or above)

c)How percentage did they make to fulfill theirs tasks (e.g. at above seventy percent)

6.Labor union and labor law

a)Labor union: performing labor union in the out of the time working and reporting to the board of director periodically

b)Social insurance and heath insurance: obeying the labor law in force

7.

Commend & rewarding - discipline (this vote in from any good & excellent standards of factory from some workers) workers should be making to vote in every week, month, quarter for a-half year and yearly (e.g. level A= average, B= advanced, C= good). Performance of any selecting through discussion model workers regularly which one will be make theirs encouragement and will be making some motivated to theirs contribution from a lot of initiative and improvement on the production line of the factory.

B.Administrative Management of Factory

1.Managed to the working time and managed to go on a mission for the outside factory

a)Managed to the working time: any staffs and workplaces must be doing on time of their working time every day, in some case, they are late over five minutes, must be call them to warning (order), if they are late for three time, must be make a themselves-criticism in writing

b)Going on a mission for the outside factory: when any staff go on a mission or business for the outside factory must be permit of theirs high authorities in writing

2.Management of administrative to specialized assets, specialized equipments & tools: when they move from one place to another (outside of the factory) they must be permit of the senior for responsible in writing

3.Arranged to some working place for all division in the factory: they must be arrange some suitable for within theirs activities (such as: office division; administrative, human resources, accountant, statistics – warehouse division & coordinating the transport system, et cetera)

II.Organized to Accountant Division of Factory

A.Organized:

1.The chief accountant of factory responsible for reporting of a balance sheet to the chief accountant of company

2.Stores accounts responsible for in store & out store of raw materials, products, equipments & tools in writing

3.Warehouse-keeper responsible for quantities in store & out store of raw materials, products, equipments & tools in the warehouse of factory

BManaged:

1.Managed to all of assets, equipments, tools, raw materials: they must put theirs specification, actual value and time-limit of use in card.

2.Allocated and keeping track of any expenses, raw material norm from the planning was approved of high authority

3.Keeping track all of cost price of product and post it in the accounts book

III. Production and Operations Management

A.Organized:

Including planning & statistic section and operational section, quality control section such as: leader of planning & statistic section, manager of shop-floor or workshop for every product, the chief of production line (every step), team leaders for the different steps in the manufacturing process

B.Operation:

Checking all products is making before acceptance to in store (according to approval measured standard) every section is function as follow:

1.Planning & Statistic Section:

a)Setting up a production plan based on some place differ orders and predetermined order (of annual, a quarter & every month)

b)Production schedule is including: determined how many kind of material will be manufacture (involved; particularly, quality, quantity & timely) - Materials Requirements Planning (MRP)

c)Making to all of order note of raw material, fuel, equipment & tool to make any produce

d)Reporting all of raw materials of use after production

·Any leftover or shortage and some quantity of damaged

·In case: they must be point out any main cause from them

e)Comparing between raw material standard with raw material was use in reality (putting forward some ideas to improve the style of work)

f)Performing to time-keeping of workers

·Administrative & direct production management (such as: output-link salary)

g)Providing these figure for any section concerned with them

2.Action Plans:

·Performance of production in compliance the order note from planning & statistic section

·Carry out the action plan from them

·Capacity Requirements Planning (CRP)

·Moderation in Production (Gantt Chart – Johnson method)

IV.Technical and Quality Control Division

A.Technical:

Technical group must be ensuring all of machineries, production lines & specialized equipments in good condition. Carry out some maintenance & improved planning. Controlling all of production lines fifteen minutes before working time go on

B.Quality control:

Quality control group must be performed a verifiable regularly to control product quality – I suggest to apply ISO 9001:2008 Implementation

V.Research and development division

Solution for Small & Medium-sized Enterprises

Solution for Small & Medium-sized Enterprises (Suggested by Nguyễn Trí Tùng)


- How small & medium-sized enterprises to cope with high interest rate from lending – petrol prices & electricity increased – wages hike – depreciation dong/dollars – input materials prices increased. While the price not increases for product.
- Customers should be paying less or tightening their belt from expenditures habit of them
- How about solutions for them?

• Situation

1. The Bank loans was offering a high interest rate (at the presently, over 20 percent)
2. Electricity price hikes
3. Increasing petrol price
4. Input material & wave raises
5. SMEs lack of capital for production & business
6. Can not raising price
7. Cutting or stopped operating 's SMEs is feasible

• Solution

1. Reducing costs
2. Saving material (reduced waste & reduced rework)
3. Restrained damaged material (more efficiency use of material)
4. Revising & being reasonable to human resources
5. Improving & increased productivity
6. Saving to expend electricity & fuel
7. Organized all capitals resources (restructured resources)

Outline for an Organized and Executive of Enterprises

Outline for an Organized and Executive of Enterprises

I. Organized and Administrative Department

Article I. Organized human resources
Section 1.01 Recruiting& labor contract
Section 1.02 Training
Section 1.03 Human resources project
Section 1.04 Building to the system of scale salary
Section 1.05 Regulation to get promotions
Section 1.06 Labor law and labor union
Section 1.07 Social and health care insurance
Article II. Administrative management
Section 2.01 Intramural regulations
Section 2.02 Commend and reward – discipline
Section 2.03 Working time management
Section 2.04 Specialized equipment & property management

II. Financial and Accounting Department

Article I. Accounting management
Section 1.01
Article II. Financial analysis

III. Business and Research & Development Department

Article I. Business management
Article II. Research& development

IV. Planning and Production Department

Article I. Planning& statistic
Article II. Production management

V. Coordinating the Transport System Department

Article I. Coordinating the transport system
Article II. Loading and unloading management

VI. Miscellaneous division

ALTERNATIVE OUTLINE FOR A MARKETING PLAN Appendix

Appendix(referring to Business library )

1. Return on Investment (ROI): ratio of net profit (after taxes) to the investment used to make the net profit –multiplied by 100 to get rid of decimals

a. There are two ways to figure ROI
i. The direct way is:
ROI(in %) = Net profit (after taxes) x 100
Investment
ii. The indirect way is:
ROI(in %) = Net profit (after taxes) x Sales x 100
Sales Investment
This indirect way makes it clearer how to increase ROI. There are three ways:
- increase profit margin (with lower costs or higher price)
- increase sales
- decrease investment
(Profit margin: measures the average proportion of each dollar of revenue that ends up as profit)
2. Risk level: Suggested to refer three case
a. Risk profile: a plot showing how the value of the firm is affected by changes in prices or rates
b. Risk taking: bearing the uncertainties that are part of the marketing process
c. Risk-free rate: the required rate of return before risk is explicitly considered. It is composed of the real rate of return plus a rate equivalent to inflationary expectations.
3. Constraint: Anything that prevents a company from achieving higher performance in terms of sales.
4. Customer needs: suggested to refer some rating
a. Customer orientation: a management concept that encourages all managers and employees (including those in the factory) to be in tune with the wants and needs of customers. Leads to flexible product designs and production process
b. Customer service level: how rapidly and dependably a firm can deliver what customers want.
5. Competitor analysis: suggested to refer from something
a. Competitor analysis: an organized approach for evaluating the strengths and weaknesses of current or potential competitor’s marketing strategies
b. Competitive advantage: a firm has a marketing mix that the target market sees as better than a competitor’s mix – or – something unique or special that a firm does or possesses that provides an advantage over its competitors
c. Competitive barriers: the conditions that may make it difficult or even impossible, for a firm to compete in a market
d. Competitive bids: terms of sales offered by suppliers in response to the buyer’s purchase specifications
e. Competitive environment: the number and types of competitors the marketing manager must face, and how they may behave
f. Competitive parity method: a method of setting the advertising and promoting budget based on matching the absolute level of percentage of sales expenditures of the competition
g. Competitive advertising: advertising that tries to develop selective demand for a specific brand rather than a product category
6. Marketing information system (MIS): an organized way of continually gathering and analyzing data to provide marketing managers with information they need to make decision
7. Marketing management process: the process of
a. Planning marketing activities
b. Directing the implementation of the plans
c. Controlling the plans
8. Marketing mix: the controllable elements of a marketing program including product, price, promotion, and place– and – controllable variables that company put together to satisfy a target group
9. External search: the search process whereby consumers seek and acquire information from external sources such as advertising, other people, or public sources.
10. External analysis: the phase of promotional planning process that focuses on factors such bas the characteristics of an organization’s customers, market segment, positioning strategies, competitors and marketing environment.
11. Promotion:
a. communicating information between seller an potential buyer or others in the channel to influence attitudes and behavior
b. the coordination of all seller-initiated efforts to set up channels of information and persuasion to sell goods or services or to promote and idea
12. Promotional management: the process of coordinating the promotional mix elements
13. Promotional mix: the tools used to accomplish an organization’s communications objectives. The promotional mix includes:
a. Advertising
b. Direct marketing
c. Sales promotion
d. Publicity/public relation
e. Personal selling
14. Promotion plan: the framework for developing, implementing, and controlling the organization’s communications program
15. Promotion products marketing: the advertising or promotional medium or method that uses promotional products such as ad specialties, premiums, business gifted, awards, prizes or commemorative.
16. Promotional pull strategy: a strategy in which advertising and promotion efforts are targeted at the ultimate consumers to encourage them to purchase the manufacturer’s brand
17. Promotional push strategy: a strategy in which advertising and promotional efforts are targeted to the trade to attempt to get them to promote and sell product to the ultimate consumer
Compiler
Nguyen Tri Tung

PRINCIPLE OF TQM

Managing Organizational Behavior for Quality & Results

(Referred Robert KREITNER - Ph.D & Angelo Kinicki)

Principle of Total Qualify Management

• Despite variations in the language and scope of TQM programs, it is possible to identify four common TQM principle.

1. Do it right the first time to eliminate costly rework
2. Listen to and learn from customers and employees
3. Make continuous improvement an everyday matter
4. Build teamwork, trust, and mutual respect.

W.Edwards Deming's 14 points

W.Edwards Deming's 14 points

Deming philosophy synopsisThe philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces."^[21]

In the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison:

(a) When people and organizations focus primarily on quality, defined by the following ratio,

quality tends to increase and costs fall over time.

(b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

[edit] The Deming System of Profound Knowledge

"The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
"The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.
"Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual, once transformed, will:

• Set an example;
• Be a good listener, but will not compromise;
• Continually teach other people; and
• Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past."

Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:

1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known (see also: epistemology);
4. Knowledge of psychology: concepts of human nature.

Deming explained, "One need not be eminent in any part nor in all four parts in order to understand it and to apply it. The 14 points for management in industry, education, and government follow naturally as application of this outside knowledge, for transformation from the present style of Western management to one of optimization."
"The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.
"A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. A psychologist that possesses even a crude understanding of variation as will be learned in the experiment with the Red Beads (Ch. 7) could no longer participate in refinement of a plan for ranking people."^[22]
The Appreciation of a system involves understanding how interactions (i.e., feedback) between the elements of a system can result in internal restrictions that force the system to behave as a single organism that automatically seeks a steady state. It is this steady state that determines the output of the system rather than the individual elements. Thus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.
The Knowledge of variation involves understanding that everything measured consists of both "normal" variation due to the flexibility of the system and of "special causes" that create defects. Quality involves recognizing the difference to eliminate "special causes" while controlling normal variation. Deming taught that making changes in response to "normal" variation would only make the system perform worse. Understanding variation includes the mathematical certainty that variation will normally occur within six standard deviations of the mean.
The System of Profound Knowledge is the basis for application of Deming's famous 14 Points for Management, described below.

[edit] Key principles

Deming offered fourteen key principles for management for transforming business effectiveness. The points were first presented in his book Out of the Crisis. (p. 23-24)^[23] Although Deming does not use the term in his book, it is credited with launching the Total Quality Management movement.^[24]

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out of the Crisis")
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
    b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
    b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective (See Ch. 3 of "Out of the Crisis").
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."^[25]

[edit] Seven Deadly Diseases

The "Seven Deadly Diseases" include:

1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual review of performance
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who work for contingency fees

"A Lesser Category of Obstacles" includes

1. Neglecting long-range planning
2. Relying on technology to solve problems
3. Seeking examples to follow rather than developing solutions
4. Excuses, such as "our problems are different"
5. Obsolescence in school that management skill can be taught in classes^[26]
6. Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
7. Placing blame on workforces who are only responsible for 15% of mistakes where the system desired by management is responsible for 85% of the unintended consequences
8. Relying on quality inspection rather than improving product quality

Deming's advocacy of the Plan-Do-Check-Act cycle, his 14 Points, and Seven Deadly Diseases have had tremendous influence outside of manufacturing and have been applied in other arenas, such as in the relatively new field of sales process engineering.^[27

Theory X and theory Y

From Wikipedia, the free encyclopedia

Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two contrasting models of workforce motivation.

Contents · 1 Theory X · 2 Theory Y · 3 Theory X and Theory Y combined · 4 McGregor and Maslow's hierarchy · 5 Criticisms

Theory X

In this theory, which has been proven counter-effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. According to Michael J. Papa, if the organizational goals are to be met, theory X managers rely heavily on threat and coercion to gain their employee's compliance. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of training that deserves the blame. A Theory X manager believes that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager's job to structure the work and energize the employee. One major flaw of this management style is it is much more likely to cause Diseconomies of Scale in large businesses.

Theory Y

In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to Papa, to them work is as natural as play[1]. They possess the ability for creative problem solving, but their talents are underused in most organizations. Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the right conditions, most people will want to do well at work. They believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates. He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human resource development. It's human resource development that is a crucial aspect of any organization. This would include managers communicating openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities. This climate would include the sharing of decision making so that subordinates have say in decisions that influence them. This theory is a positive view to the employees, meaning that the employer is under a lot less pressure than some one who is to influenced by a theory X management style.

Theory X and Theory Y combined

For McGregor, Theory X and Y are not different ends of the same continuum. Rather they are two different continua in themselves. Thus, if managers need to apply Theory Y principles, that does not preclude them from being a part of Theory X & Y.

McGregor and Maslow's hierarchy

Criticisms

Today the theories are seldom used explicitly, largely because the insights they provided have influenced and been incorporated by further generations of management theorists and practitioners. More commonly, workplaces are described as "hard" versus "soft." Taken too literally any such dichotomy including Theory X and Y seem to represent unrealistic extremes. Most employees (and managers) fall somewhere in between these poles. Naturally, McGregor was well aware of the heuristic as opposed to literal way in which such distinctions are useful. Theory X and Theory Y are still important terms in the field of management and motivation. Recent studies have questioned the rigidity of the model, but McGregor's X-Y Theory remains a guiding principle of positive approaches to management, to organizational development, and to improving organizational culture.

A Topic Model for What Lies Ahead (Organizational Behavior)

A topic Model for what Lies Ahead

External Environment

(Cultural Context)

Organization

(Structure, Culture, Change)

Managers Responsible for Achieving Organizational Results with and Through Others

• Understanding and Managing Individual Behavior
• Understanding and Managing Group and Social Process
• Understanding and Managing Organizational Processes and Problems

Organizational Effectiveness Through Continuous Improvement

THE 4P CYCLE OF CONTINUOUS IMPROVEMENT

• People

1. skill development
2. motivation
3. teamwork
4. personal development and learning
5. readiness to change and adopt
6. increased personal responsibility for organizational outcomes
7. greater self-management
8. decreased stress

• Processes

1. technological advancement
2. faster produce development and production cycle times
3. system flexibility
4. learner and more effective administration
5. improved communication and information flow
6. organizational learning
7. participative and ethical decision making

• Productivity

1. reduced waste
2. reduced rework
3. more efficiency use of material, human, financial, and informational resources

• Product

1. greater customer satisfaction
2. better quality goods and services

Why Sales and Marketing Don’t Get Along

Why Sales and Marketing Don’t Get Along

by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer | 8:00 AM November 4, 2013

 

Sales teams and marketing teams pursue a common objective: create customer value and drive company results. But sales and marketing don’t always get along. Certainly, all-out war between the two teams drains productivity. Yet having the two teams work in perfect harmony and reach an easy consensus on every decision is a pipedream, and in fact, is not the best answer either.

 

Some tension between sales and marketing is healthy and productive.

 

Sales-marketing tension can stem from differences in marketers’ and sellers’ perspectives. Marketers think in terms of aggregate customer segments; sellers think in terms of individual customers. Marketers design strategies; sellers implement tactics.  Marketers focus on analysis and process; sellers focus on relationships and results. These diverse perspectives often lead to conflict. For example, marketing says, “We develop thoughtful strategies that can drive sales force success, but most salespeople won’t even take the time to understand them.” Sales says, “Marketers are locked in the ivory tower. Their plans look good on paper, but don’t work with real customers.”

 

But the tension created by diverse viewpoints also has a positive side. It sparks creativity and ensures that multiple sides of issues are expressed. Sales makes certain that customer needs are addressed and that short-term company revenue goals are achieved; marketing ensures that product and customer segment strategies anticipate the evolution of longer-term customer needs. Sales pushes for competitive pricing; marketing ensures that the company uses discipline in pricing.

 

Sales-marketing tension can also stem from the co-dependence of the sales and marketing teams. Especially when things don’t go well, situations can quickly turn to finger-pointing. Marketing says “We worked hard and generated good leads for sales, but they didn’t follow up.” Sales says, “Marketing’s leads aren’t worth my time; the last lead they gave us was for a business that shut down two years ago.”

 

But the mutual dependence of sales and marketing creates a productive sense of urgency and encourages both teams to do their jobs better. Sales insists that marketing provide better leads. Marketing makes sure that sales follows up. Sales helps marketing develop strategies and sales collateral that address customer needs. Marketing urges sales to spend time strategically and implement the marketing plan.

 

Accomplishing the common objective of creating customer value and driving company results requires competency in a wide range of tasks which fall into three categories.

 •Sales tasks. Account management, personal selling, distributor management, merchandising, sales compensation design, and numerous other sales management activities typically fall within the purview of Sales.

 •Marketing tasks. Market research, competitive analysis, market segmentation, brand positioning, packaging, and dozens of other market-focused undertakings are usually the responsibility of Marketing.

 •Joint Sales/Marketing tasks. Sales strategy formulation, lead generation, sales collateral development, pricing, sales forecasting, and many other tasks frequently require the participation of both Sales and Marketing.

 

Entire books, journals, business courses, and consulting companies are dedicated to helping marketers and sellers with these tasks. Yet very little is written about how to get sales and marketing to work together to keep all of the tasks aligned around the common objective.

 

Four strategies help companies accomplish all of this work with a healthy balance of sales-marketing harmony and tension.

 1.Make sure all sales tasks to get done well. Design a high-impact sales organization, hire sellers with characteristics such as interpersonal ability and results-drive, and develop the competencies sellers need to succeed. Support the sales force with structures, processes, systems, and programs that enable sales success.

 2.Make sure all marketing tasks get done well. Design a high-impact marketing organization, hire marketers with characteristics such as analytical savvy and strategic thinking ability, and develop the competencies marketers need to succeed. Support the marketing team with structures, processes, systems, and programs that enable  marketing success.

 3.Implement processes and systems that encourage communication and collaboration. Ensure that Sales and Marketing communicate about tasks that the two teams perform independently, and collaborate around tasks that require joint effort.

 4.Create a culture that facilitates teamwork. Start with strong sales and marketing leaders who, through their words and actions, consistently reinforce a cooperative, customer-focused culture.

 

Reference to Harvard Business Review (HBR Blog Network)