How to Manage the Marketing Organization Structure?

It is the analysis, planning, execution and monitoring of actions aimed at developing, strengthening and maintaining lucrative exchanges with target audiences to reach the requisite levels of sales, profitability, and market share that constitute marketing management.

When working for b2b demand generation agencies, a marketing manager is someone who is in charge of the creation and expansion of the b2b demand generation strategy. They are also responsible for dealing with challenges that develop due to decreasing demand. 

Consequently, the organization acquires a grasp of the essential degree of demand for its products and services in this manner. The marketing manager is in charge of putting the strategies in place and seeing that they are carried out.

Even B2B marketing departments use a sort of organizational management structure known as a functional organization, in which the activities of professionals are organized according to the marketing functions that they perform (market research, sales, advertising, etc.).

The functional structure of marketing is the most straightforward, but its efficacy diminishes as the number of items produced and the number of markets grows. This is primarily because, in a functional organization, there is no single person (apart from the head of the marketing department who, in addition to marketing problems, must deal with a slew of other issues) who is responsible for the marketing of individual products in general.

The geographic organization is a type of marketing management organizational structure in which marketing specialists, particularly salespeople, are organized together in distinct geographic areas. This organization enables marketers to live in the areas they serve, get to know their consumers well, and operate productively while incurring the least amount of trip time and expense.

This marketing management structure is sometimes referred to as a regional marketing organization or a territorial marketing organization in some circles.

Products are managed by product managers, who are responsible for the formulation and implementation of marketing strategies as well as digital marketing organization structure for a certain product or collection of products, with personnel doing all of the marketing duties necessary for that product.

It is the responsibility of the market organization's market managers to develop and implement marketing strategies and plans tailored to the niche markets in which they operate.

It is not necessary to apply the product and market organizational structures of marketing management in their purest form. Combinations of these organizational principles, for example, functional product, functional market, and product market marketing management structures are more frequently employed than individual organizational principles.

It is known as a functional product organization when the marketing services of a company define and coordinate the implementation of unified marketing goals and objectives for the company. ' Marketing strategies and plans for a certain product or product group are likewise handled by product managers, and they are implemented simultaneously.

Additionally, they define the responsibilities of the company's marketing operations in the field of product marketing and oversee the execution of those responsibilities. Its implementation is made possible by the principles of internal accounting, which are discussed further below. Organizations that manufacture products under a variety of nomenclatures make advantage of this system.

● The manager in charge of a specific product has the power to coordinate multiple operations throughout the product's entire marketing mix, which includes advertising, promotion, and distribution.

● To meet market demands, the product manager must be responsive.

● All product models, both those that are in high demand and those that are less popular with clients, are constantly in the line of sight of the management team.

● The manager in charge of a specific product does not have the authority that would be appropriate for his or her responsibilities (they are usually limited to defining the policy on new product development in the production area, following up on its delivery to production; the departments, pilot production and production do not report to them).

● A common occurrence is that the product organization is more expensive than anticipated. Managers are initially assigned to commodity goods, which is standard practice. Managers in charge of less important products, on the other hand, quickly arise in the company's organizational structure and acquire their personnel.

● In product areas, employees are often subject to a dual reporting structure: they report to their immediate superiors as well as to the heads of functional marketing services.

Although the specific structure of a marketing department will differ from one company to the next, the organizational structure of a marketing department is often comparable in many ways. There are hierarchical structures in place, just as there are in other company areas, such as task coordination. 

The job assignment or number of duties for which an individual in the marketing department is accountable may be more extensive in smaller firms than in bigger companies, particularly in the marketing department of a company with fewer than 100 employees.