Strategic marketing and operations relationships: the case of the lean enterprise

Piercy, Niall C. and Rich, Nicholas Leo 2004. Strategic marketing and operations relationships: the case of the lean enterprise. Journal of Strategic Marketing 12 (3) , pp. 145-161. 10.1080/0965254042000262896

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Abstract

Commentators are increasingly suggesting that marketing may be suffering a ‘mid‐life crisis’ and that marketing research and practice is stagnating and loosing corporate influence. In parallel, the management of operations is gaining increasing organisational attention and research prestige. One of the most influential of the new operational strategies is the lean enterprise, which proposes organisational design based around its own core principles, extending from raw materials to final consumer. In this paper, we investigate the short‐comings of the value definitions contained within the lean enterprise, and propose that an opportunity exists for the strategic integration of marketing activities and lean operations to provide marketers with access to a tool kit for quality and efficiency improvements, whilst at the same time resolving shortcomings in the lean enterprise to improve organisational effectiveness in the marketplace.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Schools > Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HF Commerce
Uncontrolled Keywords:	Marketing; lean enterprise; operations management
Publisher:	Taylor & Francis
ISSN:	0965-254X
Last Modified:	19 Mar 2016 23:11
URI:	https://orca.cardiff.ac.uk/id/eprint/41894

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