Functional Areas of Business Management Essay

Abstract A summary of the sales and marketing functional areas of an organization’s structure as an examination of the overall role and responsibility of the managers of each area. The sales manager’s primary goal is the development, implementation and evaluation of the strategic goals they desire to achieve with the sale organization to be able to meet the company’s overall goals. The marketing manager is responsible for indentifying of the market space with respect to the client, client’s needs and the ability of the product to meet the customer’s needs. Marketing managers are also critical for conducting and evaluating the results of a SWOT analysis for the company. This information is vital to the development of corporate goals of the organization. Functional Areas of Business Management There are a number of functional groups that make up an organization’s structure. Each of these business areas or internal organizations within the company provides a vital function or role to the overall success of the business. Some of these functional groups include; finance, human resources, marketing, operations, sales, customer service, research and development to list a few standard functional business groups. The two functional areas of business that will be reviewed and explored with respect to the manger’s roles and associated responsibilities are the sales and marketing functional areas or organizations of a company. There is a strong correlation to these functions within a business organization. Many organizations may separate these two functional groups and others may closely integrate these to ensure the overall goals are achieved through the cross functional interaction of these resources. â€Å"Sales management can be most easily defined as planning, implementing, and controlling personal contact programs designed to achieve the sales and fit objectives of the firm† (Gale, 2006,). As a sales manager the responsibility is instilled upon this person to be the leader of the sale team. As the leader you are responsible for the strategic planning and the overall process of setting the desired goals of the sales organization and it is a vital function of the sales manager. â€Å"Goal setting is usually based on a company’s overall sales objectives or targets† (Gale, 2007). These goals may be cascaded down from senior management in a large organization or be developed through the overall profit and growth that the company is trying to achieve. As the manager of the sales organization it will be important to examine the past history of the products you are selling as an initial assessment of the previous success. Once you have reviewed the revenue results you can compare these to the state of the economy and determine if these results were typical of the results that other competitor companies achieved in a similar market under these conditions. Also the manager will have to examine the resources that are available and determine if these resources are similar to that of the resulting period being evaluated. â€Å"The ability of the sales manager to set goals is strongly related to the desires to change past performance—by lifting all sales, high-margin sales, creating sales for new products, etc† (Gale, 2007). Implementing the strategic plans are the next key functions of the sales manager. Depending upon the overall size of the company, size of the territory to cover and the market to cover the sales department may be subdivided into regions. These regions would then have regional managers responsible for each region all working to achieve the overall sales goals and objectives developed within the organization. In developing the plans for implementing, the sales manager may have to answer questions such as â€Å"how should a sales force be structured? How large a sales force is needed† (Gale, 2006) etc. The sales manager will create strategies to be able to achieve the goals. The plans developed for implementation may also include such things as if training is required and if so then what training is required. They will also be concern with determining if there are requirements for new budgets or increases to old budgets to be able to implement the strategic plans and successfully execute the strategy. Marketing is the second functional area to be examined as a manager in the organizational structure. The overall function of the marketing department and the leaders of this organization can be viewed as the research group for determining the business needs of the client and indentifying the market place. (Moorman and Rust, 1999) â€Å"Define the marketing managers as the liaison between the customer and the product†. The marketing manager plays a vital role in understanding the client, understanding the marketing place the client represents and how the product best fits the overall needs of this market place. Once the marketing manager and the through the marketing team has identified the market space and the need for the product in it, they will then focus on creating a plan that best allows the company to successfully introduce or continue to succeed in selling the product in the identified market. The marketing manager will be responsible to set goals that will create a path for the identified product into the identified market and clients. The marketing manager will utilize the SWOT analysis to create the data that supports the need of a customer to buy and use a desired product. In the SWOT process the marketing manager will also typically identify if there is a market for a new product that the company may have interest in developing. This feedback will be relayed to the research and development organization to identify the economical impact of such a new design. This cost to develop the desired product will be evaluated against the potential revenue that can generate. With this information the company will typically decide if the investment will be made to develop the new product or if simply an old product can be modified to achieve the desired results to the client. Once a new product is developed or a current product is improved the marketing organization will determine the most beneficial way to introduce these changes to the desired client base. This method can vary from printed material in magazines, internet, client handouts or simply by the sale organization when directly dealing with the existing and new clients when they interact with them. There is significant correlation between the sale department and the marketing department in many industries today. Often it will be observed that the two roles of sales and marketing can be combined to a product marketing manager with sole responsibilities to a single product or product line. When the two functions are combined the manager will be responsible for the growth and success of the product. This manager will also be required to conduct the market research and develop the most successful path to market for the product. Whether the sales and marketing managers are reviewed individually or as a combined role they both play vital roles in the overall developing, implementing and evaluating of the companies goals. References Moorman, C., and Rust, R.T.(1999). â€Å"The role of marketing†, Journal of Marketing, Vol. 63, pp. 180-197 (special Issue) â€Å"Sales Management.† Encyclopedia of Management. Ed. Marilyn M. Helms. 5th ed. Detroit: Gale, 2006. 778-782. â€Å"Sales Management.† Encyclopedia of Small Business. 3rd ed. Vol. 2. Detroit: Gale, 2007. 993-996