Even a production-oriented new industry must soon become market-minded and organize its distributive staff accordingly if it is to survive in today's sales jungle, this article declares, using as its case in point a study of what is happening right now in the semiconductor industry.
Get full access to this article
View all access options for this article.
References
1.
The Wall Street Journal, p. 1, col. 8, February 24, 1961.
2.
See, for example, PhillipsC. F.DuncanD. J., Marketing, Principles and Methods (Homewood, Ill., Richard D. Irwin, Inc., 1960), p. 13.
3.
Supported by the Sloan Research Fund of the School of Industrial Management, Massachusetts Institute of Technology.
4.
For a history of the industry, see “Semiconductors—Fastest Growing Big Business in the World,”Business Week, March 26, 1960.
5.
For a theoretical discussion of the relationships between organizational policies and innovation, see MarchJ. G.SimonH. A., Organizations (New York, N.Y., John Wiley & Sons, Inc., 1958), ch. 7. For a more practical discussion, see ThorntonC. B., “Organizing For Industrial Change,”General Management Series, #178, American Management Association, 1955.
6.
“Semiconductors—Fastest Growing Big Business in the World,” see note 4.
7.
“Why Modern Marketing Needs the Product Manager,”Printers Ink, October 14, 1960, p. 29.
8.
MarchJ. G.SimonH. A., see note 5, p. 159.
9.
Ibid., p. 198.
10.
For further comments on the use of market managers, see JacobsR. H., “The Effective Use of the Product Manager,”Marketing Series #97, American Management Association, 1956, p. 20.
11.
According to Phelps and Westing, “… departmentalization on a product basis is often the result of an unwise grouping of products for manufacture and sale by business concerns,” in PhelpsD. M.WestingJ. H., Marketing Management (Homewood. Ill., Richard D. Irwin, Inc., 1960), p. 391.
