Planning will not give success unless it is properly implemented, Therefore, once the plan has been prepared it becomes necessary to implement it, For this, resources have to be deployed and efforts have to be directed to utilise resources effectively. This is possible only when a structural framework exists for allocating the requisite authority and responsibility. This structure should be capable of meeting the varying challenges inherent in international marketing. It is, perhaps, for this reason, that international marketing organisations are characterised by flexibility. Development of such organisational structure should be preceded by development of a plan. Such a plan is undertaken at the corporate level and, normally, the following parameters are considered:
• Company objectives and history
• Government policies influencing the firm’s operations
• Marketing Operations
• Decision-making policy and the levels involved in decision-making
• Length of chain of command
• Degree of control
• Degree of involvement in the marketing functions.
These parameters, along with the available resources are aligned with objectives on a production or a function or a
geographical basis. The basis also takes into account the method of decision-making.
Historically, organisational structures were designed around the production function. However, in the present global
economy where organisations-fight intensively to attract and retain customers, it is the finance and marketing functions
which give rise to the organisational structure. Most of the existing organisations can be identified as belonging to
one of the three categories: centralised, decentralised or regionalised.
