Marketing and operations management: an integrated approach to new ways of delivering value

Abstract

The respective roles of marketing and operations management in contributing to effective strategy are considered. This article considers both the technological developments and the changes in management perspectives. Technology has presented management with increased flexibility in the strategic positions available. Some argue (Porter, 1996) that technological developments have been viewed as opportunities to increase productivity rather than to shift the organisations strategic direction. An increasing application of value as a customer requirement has resulted in a corporate value proposition: a statement of how superior value is to be created and delivered. Operations strategy has typically been described as being supportive (to the overall organisational strategy) or exceptionally as a major element of an organisations competitive advantage. A number of authors have identified operations strategies which link manufacturing operations and strategic management. A missing link is an exploration of the marketing/operations interface and how this may lead to an effective value based strategy.

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