Strategic Alignment of Management and Marketing Practices: A Comparative Analysis

Abstract

This research inspects a comparative analysis of management and marketing practices in a range of industries highlighted by the prerequisite for their design to create synergy of these functions and the implication to the performance of the organization. Quoting quantitative methods, the research performs for six companies located at the US consumer goods manufacturers industries and makes a comparison between the level of their functional alignment and strategy planning integration. The most vital performance measures inclusive of the revenue growth, market share and profitability as a key to know the alignment's efficacy are analyzed. In addition to this, the results indicate different cohesion values in the studied companies, a finding where some of the organizations show high match between management and marketing tasks while others exhibit low integration level. Correlation assessment identifies a tight correlation between alignment scores with performance outcome that must be taken into account when strategic coherence is critical for business prosperity. By the same token, the study brings about the requirement for custom-made adaptation policies in which one, specifically, industry activities are taken into account and the organization’s characteristics are put into account.