Concurrent marketing poses a major HR challenge
Just as concurrent engineering can improve manufacturing responsiveness, many companies wrestling with rapid change in today's markets can benefit from concurrent marketing. The concurrent-marketing goal - better coordination between staff in product management, sales management and service man...
Ausführliche Beschreibung
Gespeichert in:
| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
1997 |
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| Schlagwörter: |
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| Umfang: |
3 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Management development review - Bradford : MCB Univ. Press, 1992, 10(1997), 3, Seite 97-99 |
| Übergeordnetes Werk: |
volume:10 ; year:1997 ; number:3 ; pages:97-99 ; extent:3 |
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| DOI / URN: |
10.1108/EUM0000000004377 |
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| 520 | |a Just as concurrent engineering can improve manufacturing responsiveness, many companies wrestling with rapid change in today's markets can benefit from concurrent marketing. The concurrent-marketing goal - better coordination between staff in product management, sales management and service management - requires more than vague calls for teamwork or simplistic notions of reengineering. And, once again, there are important implications for human-resource specialists. | ||
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10.1108/EUM0000000004377 doi (DE-627)NLEJ219927758 DE-627 ger DE-627 rakwb eng XA-GB Concurrent marketing poses a major HR challenge 1997 3 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Just as concurrent engineering can improve manufacturing responsiveness, many companies wrestling with rapid change in today's markets can benefit from concurrent marketing. The concurrent-marketing goal - better coordination between staff in product management, sales management and service management - requires more than vague calls for teamwork or simplistic notions of reengineering. And, once again, there are important implications for human-resource specialists. Emerald Fulltext Archive Database 1994-2005 Marketing Sales management Teams Time-to-market Training In Management development review Bradford : MCB Univ. Press, 1992 10(1997), 3, Seite 97-99 Online-Ressource (DE-627)NLEJ219578591 (DE-600)2062804-3 nnns volume:10 year:1997 number:3 pages:97-99 extent:3 http://dx.doi.org/10.1108/EUM0000000004377 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 10 1997 3 97-99 3 |
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Just as concurrent engineering can improve manufacturing responsiveness, many companies wrestling with rapid change in today's markets can benefit from concurrent marketing. The concurrent-marketing goal - better coordination between staff in product management, sales management and service management - requires more than vague calls for teamwork or simplistic notions of reengineering. And, once again, there are important implications for human-resource specialists. |
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Just as concurrent engineering can improve manufacturing responsiveness, many companies wrestling with rapid change in today's markets can benefit from concurrent marketing. The concurrent-marketing goal - better coordination between staff in product management, sales management and service management - requires more than vague calls for teamwork or simplistic notions of reengineering. And, once again, there are important implications for human-resource specialists. |
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Just as concurrent engineering can improve manufacturing responsiveness, many companies wrestling with rapid change in today's markets can benefit from concurrent marketing. The concurrent-marketing goal - better coordination between staff in product management, sales management and service management - requires more than vague calls for teamwork or simplistic notions of reengineering. And, once again, there are important implications for human-resource specialists. |
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