Discussão sobre a problemática na interface entre as funções marketing e produção

Melo, Denise Ávila de

doi:10.1590/S0103-65131995000100005

Resumos

É comum se encontrar cm uma empresa industrial, divisões e/ou departamentos com funções bastante específicas o que muitas vezes resulta em conflitos. Neste trabalho, será discutida a importância de haver uma boa integração entre duas das mais importantes funções de uma empresa industrial, quais sejam : marketing e produção. Também serão discutidas as principais áreas de conflito entre estas duas funções e as causas de tais conflitos. Pretende-se acima de tudo salientar que as razões dos conflitos, apesar de complexas, podem ser entendidas, e mais ainda, que os mesmos podem ser atenuados, como por exemplo, por meio de programas de fomento á cooperação entre as funções

funções industriais; marketing; produção; integração

It is usual lo find among industrial enterprises, departments and divisions with specific functions, sometimes resulting in conflicts. The importance of providing good integration between two of the most important functions within an industrial enterprise, production and marketing, is discussed in this paper. We also discuss the main conflict areas between these two functions and the reasons for that. The basic purpose is to emphasize that even complexes, the reasons can be understood and minimized

Industrial Junctions; marketing; production; integration

Discussão sobre a problemática na interface entre as funções marketing e produção

Denise Ávila de Melo

Doutoranda da Escola de Administração de Empresas da Universidade de Munique Hedwig-Dransfeld-Allee 24. 80637 Munich - Alemanha. email: DA051263@highlander.cip.bwl.imi-muenchen.DE

RESUMO

É comum se encontrar cm uma empresa industrial, divisões e/ou departamentos com funções bastante específicas o que muitas vezes resulta em conflitos. Neste trabalho, será discutida a importância de haver uma boa integração entre duas das mais importantes funções de uma empresa industrial, quais sejam : marketing e produção. Também serão discutidas as principais áreas de conflito entre estas duas funções e as causas de tais conflitos. Pretende-se acima de tudo salientar que as razões dos conflitos, apesar de complexas, podem ser entendidas, e mais ainda, que os mesmos podem ser atenuados, como por exemplo, por meio de programas de fomento á cooperação entre as funções.

Palavras-chave: funções industriais, marketing, produção, integração

ABSTRACT

It is usual lo find among industrial enterprises, departments and divisions with specific functions, sometimes resulting in conflicts. The importance of providing good integration between two of the most important functions within an industrial enterprise, production and marketing, is discussed in this paper. We also discuss the main conflict areas between these two functions and the reasons for that. The basic purpose is to emphasize that even complexes, the reasons can be understood and minimized.

Key-words: Industrial Junctions, marketing, production, integration

Texto completo disponível apenas em PDF.

Full text available only in PDF format.

Agradecimentos: A autora agradece imensamente Prof. Benson P. Shapiro da Escola de Negócios da Universidade de Hann rd (Hanard Business School). Boston, E.U. A. por ler gentilmente cedido parte do material de referência para este trabalho, inclusive suas: anotações para discussão cm aula.

Bibliografia

Nota final: Este texto foi baseado na experiência profissional da autora e em um levantamento bibliográfico feito pela mesma cm preparação para uma palestra com mesmo titulo apresentada em um seminário na Escola de Administração de Empresas da Universidade de Munique (Fakulat fu Betriebswirtschaftlehre der Ludwing-Maximilians-Universtã Muchen). Munique, Alemanha.

CRITTENDEN. V. L. Close the Marketing/Manufacturing Gap. Sloan Management Review. Spring 1992, 41-52.
DRUCKER, P. F. The Emerging Theory of Manufacturing. Harvard Business Review. May-June 1990, 94-102.
FISHER, M. L., HAMMOND, J. H OBERMEYER, W. R. & RAMAN, A. Making Supply Meet Damand in an Uncertain World. Harvard Business Review. May-June 1994, 83-93.
GOLDRATT, E. M. & COX. J. The Goal: A Process of Ongoing Improvement. Spectrum, New Haven. Conn., 1986.
GOLDRATT. E. M. What is this thing called Theory of Constraints and how it should be implemented? North River Press, Inc., Croton-on-Hudson, N.Y., 1990.
HAYES, R. H. AND WHEELWRIGHT, S. C. Link manufacturing process and product life cycles. Harvard Business Review, January-February 1979, 133-140.
JOHN, C. H. ST., & RUE. L. W. Research notes and communications co-ordinating mechanisms, consensus between marketing and manufacturing groups, and marketplace performance. Strategic Management Journal, Vol. 12. 1991, 549-555.
MILLER, J. G. Fit production systems to the task. Harvard Business Review, January-February 1981, 145-154.
PORTER, M. E. Competitive Advantage. Campus Verlag, New York, 1989.
PORTEUS. E. L. & WHANG, S. On Manufacturing/Marketing Incentives. Marketing Science, Vol. 37, September 1991, 1166-1191.
RUEKERT, R. W. & WALKER JR., O. C. Marketing's Interaction with Other Functional Units: A Conceptual Framework and Empirical Evidence. Journal of Marketing, Vol. 51 (January' 1987), 1-19.
SHAPIRO. B. P. Can Marketing and Manufacturing Coexist? Harvard Business Review, September-October 1977, 104-114.
SHAPIRO, B. P. The New Intimacy. Harvard Business School, class discussion note No. 9-587-121, 1987a.
SHAPIRO, B. P. Functional Integration: Getting All The Troops To Work Together. Harvard Business School, class discussion note No. 9-587-122, 1987b.
SHAPIRO, B. P. Variety Versus Value: Two Generic Approaches to Product Policy. Harvard Business School, class discussion note No. 9-587-119, 1987c.
SHAPIRO, B. P. The Magic Matrix: Products and Accounts. Harvard Business School, class discussion note No. 9-588-006, 1987d.
SHAPIRO. B. P. What the Hell Is "Market Oriented". Harvard Business Review. November-December 1988.
SHAPIRO, B. P., RANGAN V. K, & SVIOKA, J. J. - Staple Yourself to an Order. Harvard Business Review, July-August 1992, 113-122.
SKINNER, W. The focused factory. Harvard Business Review, May-June 1974, 113-131.
WHEELWRIGHT. S. C. Manufacturing Strategy: Defining the Missing Link. Strategic Management Journal, Vol. 5, 1984, 77-91.
WILDEMANN, H. Die modulare Fabrik - kundennahe Produktion durch Fertigungssegmentiening. gmft, St. Gallen. 1992

Datas de Publicação

Publicação nesta coleção
08 Nov 2010
Data do Fascículo
Jun 1995

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

[1] CRITTENDEN. V. L. Close the Marketing/Manufacturing Gap. Sloan Management Review. Spring 1992, 41-52.

[2] DRUCKER, P. F. The Emerging Theory of Manufacturing. Harvard Business Review. May-June 1990, 94-102.

[3] FISHER, M. L., HAMMOND, J. H OBERMEYER, W. R. & RAMAN, A. Making Supply Meet Damand in an Uncertain World. Harvard Business Review. May-June 1994, 83-93.

[4] GOLDRATT, E. M. & COX. J. The Goal: A Process of Ongoing Improvement. Spectrum, New Haven. Conn., 1986.

[5] GOLDRATT. E. M. What is this thing called Theory of Constraints and how it should be implemented? North River Press, Inc., Croton-on-Hudson, N.Y., 1990.

[6] HAYES, R. H. AND WHEELWRIGHT, S. C. Link manufacturing process and product life cycles. Harvard Business Review, January-February 1979, 133-140.

[7] JOHN, C. H. ST., & RUE. L. W. Research notes and communications co-ordinating mechanisms, consensus between marketing and manufacturing groups, and marketplace performance. Strategic Management Journal, Vol. 12. 1991, 549-555.

[8] MILLER, J. G. Fit production systems to the task. Harvard Business Review, January-February 1981, 145-154.

[9] PORTER, M. E. Competitive Advantage. Campus Verlag, New York, 1989.

[10] PORTEUS. E. L. & WHANG, S. On Manufacturing/Marketing Incentives. Marketing Science, Vol. 37, September 1991, 1166-1191.

[11] RUEKERT, R. W. & WALKER JR., O. C. Marketing's Interaction with Other Functional Units: A Conceptual Framework and Empirical Evidence. Journal of Marketing, Vol. 51 (January' 1987), 1-19.

[12] SHAPIRO. B. P. Can Marketing and Manufacturing Coexist? Harvard Business Review, September-October 1977, 104-114.

[13] SHAPIRO, B. P. The New Intimacy. Harvard Business School, class discussion note No. 9-587-121, 1987a.

[14] SHAPIRO, B. P. Functional Integration: Getting All The Troops To Work Together. Harvard Business School, class discussion note No. 9-587-122, 1987b.

[15] SHAPIRO, B. P. Variety Versus Value: Two Generic Approaches to Product Policy. Harvard Business School, class discussion note No. 9-587-119, 1987c.

[16] SHAPIRO, B. P. The Magic Matrix: Products and Accounts. Harvard Business School, class discussion note No. 9-588-006, 1987d.

[17] SHAPIRO. B. P. What the Hell Is "Market Oriented". Harvard Business Review. November-December 1988.

[18] SHAPIRO, B. P., RANGAN V. K, & SVIOKA, J. J. - Staple Yourself to an Order. Harvard Business Review, July-August 1992, 113-122.

[19] SKINNER, W. The focused factory. Harvard Business Review, May-June 1974, 113-131.

[20] WHEELWRIGHT. S. C. Manufacturing Strategy: Defining the Missing Link. Strategic Management Journal, Vol. 5, 1984, 77-91.

[21] WILDEMANN, H. Die modulare Fabrik - kundennahe Produktion durch Fertigungssegmentiening. gmft, St. Gallen. 1992

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Discussão sobre a problemática na interface entre as funções marketing e produção

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