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Jim Craig, a marketing manager at a communications equipment firm, was enthusiastic about the prospects for the new, upgraded model of the Apex tester. The previous two models were quite profitable and a marketing research study clearly identified the improvements that should be embodied in the new model. Key market segments wanted a lighter more compact system and one that could handle a wider range of equipment test functions. Given the strength of the firm's R&D and manufacturing capabilities and the "can do" attitude that prevailed in the organization, Jim was confident that the model could be designed to incorporate the new upgrades and meet the planned target to release the new model in fifteen months. To his surprise, however, R&D and manufacturing vigorously resisted his proposed modification. In the end, the Apex tester was released on schedule, embodied the attributes isolated by marketing research, and was a glowing market success. Why do managers who represent different functional areas often see things differently and clash over the appropriate strategic course? What steps can marketing managers like Jim take to minimize cross-functional conflict while serving as a strong advocate for the consumer?
Tobacco
A plant whose leaves are harvested and processed for smoking, chewing, or snuff use, often associated with health risks.
American South
A region in the United States known for its unique cultural, historical, and economic characteristics, often associated with the states that seceded during the Civil War.
Internal Colonialism
The practice of exploiting and dominating a country's minority groups or regions, similar to how a colonial power dominates a colony.
Expulsion
The forcible removal of a population from a territory claimed by another population.
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