Across the manufacturing‐marketing interface Classification of significant research

Abstract

From a historical perspective, the industrial revolution promoted the ideas of a production-oriented firm, whereas the current trends are customer-driven organizations. One continuum along which a company resides is from production-orientation to market-orientation. One of the components of marketorientation is interfunctional coordination (Narver and Slater, 1990). The critical interfunctional relationship between manufacturing and marketing is a "classical problem that afflicts every manufacturing company" (Shapiro, 1977, p. 104). The article, "Can marketing and manufacturing coexist?" asked more questions than it answered and, as a result, laid the groundwork for much-needed research.There are several methods for expanding the frontiers of knowledge in a field including the generation of new theory (described as "bench level" development (Reisman, 1992b, p. 30)). Another method is to expand knowledge incrementally, much like the TQM philosophy of continuing improvement. A third, but less used technique, is to classify the work of others and to identify voids in the field (Reisman, 1992a). When a review of existing literature is conducted, consolidation and classification allows patterns to emerge. The patterns form a framework that leads to the identification of the categories of research that are needed. Within a framework, areas that are overworked, under-worked, or totally empty are noted.In this study, we develop a generic classification framework for interfunctional research, and apply it specifically to the research on the manufacturing-marketing interface. Such a classification framework will help reveal gaps in the literature and, accordingly, gaps in knowledge. What emerges from the classification of the manufacturing-marketing research are some important unanswered research questions.Each of the articles surveyed is positioned in the framework by determining the aspects of the interface with which the research is concerned. Manufacturing-marketing interface research is defined by positioning with respect to three aspects: process versus outcome, level of interaction (strategic,

Coordination of pricing, advertising, and production decisions for multiple products

“…The points of interface between marketing and operations span operational, tactical, and strategic level decision making within an organization (Parente, 1998). Hence the scope of interface includes almost all business critical areas including pricing, promotion, advertising, delivery times, production, inventory, logistics, quality etc.…”

Alinhamento interfuncional: um estudo exploratório sobre os pontos de contato entre marketing, logística e produção

“…Desde o artigo de Shapiro (1977), vários autores têm investigado a integração da díade MKT-PROD (WHYBARK, 1994;PARENTE, 1998;HAUSMAN;MONTGOMERY;ROTH, 2002;O'LEARY-KELLY;FLORES, 2002;PIERCY, 2007;SONG;SWINK, 2009;LYNCH;. A literatura sugere que as interfaces entre as duas funções são frequentemente conflituosas (SHAPIRO, 1977) Konijnendijk (1994), Meijden, Nunen e Ramondt (1994).…”

A Interface entre as Operações e Marketing: Um Estudo sobre o Alinhamento Estratégico em uma Montadora de Veículos Automotores

“…Para Hausman et al (2002) a defi nição de interface estratégica consiste na habilidade de marke ng e as operações trabalharem integrados na implementação da estratégia corpora va enquanto que para Parente (1998), a interface estratégica entre marke ng e as operações corresponde aos processos e decisões que estão relacionados a essas funções no âmbito do plano estratégico. Marke ng e Operações são exemplos de funções que possuem muitos processos de interação nas a vidades estratégicas e, na maioria das vezes, são essenciais para o sucesso e longevidade da organização (PRABHAKAR 2001).…”