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International Journal of Management (IJM)
Volume 7, Issue 4, May–June 2016, pp.61–75, Article ID: IJM_07_04_005
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PLACE OF THE MARKETING FUNCTION
AND ITS INTERACTIONS WITH THE
FUNCTIONS OF COMMUNICATION AND
INFORMATION SYSTEM: EMPIRICAL
STUDY ON THE CASE OF
ORGANIZATIONS IN MOROCCO
Hamid NAHLA
Professor at ENSEM – Hassan II University – Casablanca, Morocco
Systems Architecture Team, Laboratory of Informatics, System and Renewable
Energy
ABSTRACT
The Marketing is a high value-added function for any organization. It
needs to be clearly situated in the structure of organization to play completely
its role. According to the Level of development of the organization, the
company or the country, its place and its attributions are often badly defined.
Its interactions also. We believe that numerous factors macro as those of the
external environment and the micro as those of the business sector of the
organization, its size, its structure have a determining role. To validate our
hypotheses, we realized an empirical study on a sample of 262 Moroccan
organizations, between companies and organizations other than companies.
Ce travail pourrait server aussi bien aux professionnels, aux chercheurs
qu’aux managers.
This work could server as well to the researchers, to the professionals, as
to the managers.
Key words: Management, Marketing, Organizations, Interactions, Models,
Morocco.
Cite this Article: Hamid NAHLA, Place of the Marketing Function and Its
Interactions with The Functions of Communication and Information System:
Empirical Study on The Case of Organizations In Morocco. International
Journal of Management, 7(4), 2016, pp.61–75.
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1. INTRODUCTION
Marketing is perhaps the most important activity in a business because it has a direct
effect on profitability and sales. Larger businesses will dedicate specific staff and
departments for the purpose of marketing.
The marketing function which is situated between the functional functions (on the
strategic plan) and operational (on the practical plan) was not enough developed in the
structures of organizations of the emerging countries. This work will try to fill this
gap.
This article focuses on the marketing function in organizations. It shows that its
existence depends on macro and micro factors:
But we found nothing as works dedicated to the impact of factors micro on the
existence of a marketing function. We consider that the size of the company, the
nature of sound or its product(s), the role of its image to communicate on these
products, the internal information system are so many factors which decide on the
creation or not on the marketing structure.
Let us note of passage that fact to have no marketing structure does not mean the
absence of a marketing practice of a way informal, it is the essence of any commercial
organization on a market.
We found nothing as work on the impact of micro factors on the existence of a
marketing function. We believe that the size of the business, the nature of his or her
product (s), the role of his image to communicate about these products, the internal
information system ... are all factors that decide the creation or not a marketing
structure.
At first it is going to need to define the marketing function with its attributions, its
formalized place whatever is its title (Direction, Department, Division, Service, etc.)
and its place in the structure with the hierarchical links of connections and
interactions.
Then, identify, then analyze factors determining the existence of the marketing
function. There are factors macro such as the existence of a market on which the
organization has to act (marketing) in relation with the structure of the market (level
of competition), the culture of the consumerism (Behavior of the consumer and the
sensibility to the communication and to the marketing [1]. The nature and the
structure of the sector in which the organization operates (activity, macro environment
and micro) are also important.
The focus will be more on this aspect, because we believe that the macro is rather
generic and valid everywhere and anywhere, while the micro supposes the existence
of a real organizational structure effective with the human, financial and logistical
means. It comes true through the size of the organization, the existence of the other
support functions as Production, Human Resources Management, the Directorate of
Information System (SI), Communication (Com), ... etc., especially as its interactions
with other strategic functions is more than obvious.
To validate our hypotheses of departure, we proceeded by eliminating little or no
significant variables as to the existence or not of the marketing function, retaining
only those who seem to us solid, namely: the sector of activity (and thus its markettarget), the size of the company and the existence of both support functions of the
marketing that are: the Com and SI.
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Place of The Marketing Function and Its Interactions with The Functions of Communication
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At first, we shall recall, in the literature review, the evolution of the marketing
function in organizations. In a second part, we shall present the results of an empirical
study on the marketing function in the Moroccan organizations.
2. LITERATURE REVIEW
The marketing is a relatively recent discipline. But it knew of enormous evolution
since the beginning of the 20th century. Here are some marks of the research in the
marketing theory [1] [2]:

1900s: discovery of basic concepts and their exploration





1910s: conceptualisation, classification and definition of terms
1920s: integration on the basis of principles
1930s: development of specialisation and variation in theory
1940s: reappraisal in the light of new demands and a more scientific approach
1950s: reconceptualisation in the light of managerialism, social development and
quantitative approaches
1960s: differentiation on bases such as managerialism, holism, environmentalism,
systems, and internationalism
1970s: socialisation; the adaptation of marketing to social change


With the growth in importance of marketing departments and their
associated marketing managers, the field has become ripe for the propagation of
management fads which do not always lend themselves to periodization.
Marketing management is the organizational discipline which focuses on the
practical application of marketing orientation, techniques and methods inside
enterprises and organizations and on the management of a firm's marketing resources
and activities. Globalization has led some firms to market beyond the borders of their
home countries, making international marketing a part of those firms' marketing
strategy [4]. Marketing managers are often responsible for influencing the level,
timing, and composition of customer demand. In part, this is because the role of a
marketing manager can vary significantly based on a business's size, corporate
culture, and industry context. For example, in a large consumer products company,
the marketing manager may act as the overall general manager of his or her assigned
product [5]. To create an effective, cost-efficient marketing management strategy,
firms must possess a detailed, objective understanding of their own business and the
market in which they operate [6]. In analyzing these issues, the discipline of
marketing management often overlaps with the related discipline of strategic planning
[7].
The good marketing is in connection with the other functions. The interaction of
marketing with other business functional units has been receiving increasing attention
of the discipline. Some studies were completely dedicated on this matter, as those of
Joseph L. Orsini [8]. His works study examines the impact of the quality movement,
services expansion, and the evolution of marketing on the relationships between
marketing, production, and human resources management, concluding that increasing
interaction is taking place.
Marketing orientation is a business model that focuses on delivering products
designed according to customer desires, needs, and requirements, in addition to
product functionality and production efficiency (i.e., production orientation). As
stated by Bernard J. Jaworski and Ajay K. Kohli [9], marketing orientation is the,
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"The organization-wide generation of market intelligence pertaining to current and
future customer needs, dissemination of the intelligence across departments and
organization wide responsiveness to it."
The marketing function evolved. It knew the following stages [10]:
Figure 1. Simple Sales Department
Figure 2. Sales Department with
Ancillary Marketing Functions
Figure 3. Separate Marketing
Department
Figure 4. Modern/Effective Marketing
Company
Figure 5. Process and Outcome- Based Company
Source: Delımä, J. Evolution of Marketing Department
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But Marketing Managers are different to a marketing manager 10 years ago.
While having an overarching capability to ensure that the team delivers the marketing
plan as it was meant to be delivered, it is also equally as imperative to be kept up to
date with the latest in marketing techniques, changes in economic and political
environments and an ability to work closely in partnership with sales professionals.
Today, components which define a marketing orientated organization include:


Customer orientation
Competition orientation

Interfunctional coordination
As stated, the most important focus in a market-orientated business is the
customer. Similar to a production-oriented company, one of the primary goals of
marketing-oriented or customer-oriented businesses is long-term profitability.
Nevertheless, organizations that follow a marketing orientation model realize that
delivering superior customer value through product innovation, as well as products
and services tailored to customer needs, directly correlates with generating revenue
[11].
3. EMPIRICAL STUDY
3.1. Objectivities
The objective of this paper is twofold: examine the Marketing function in Moroccan
organizations. This study focused on the place and interactions of this function.
3.2. Research hypotheses
The marketing function which is situated between the functional functions (on the
strategic plan) and operational (on the practical plan) [12] was not enough developed
in the structures of organizations of the emerging countries. This work will try to fill
this gap.
3.3. Research methodology
We have already realized in the month of Mars 2016, the first empirical study on
Communication in Organizations in Morocco. This was possible thanks to our
engineering students at ENSEM who administer questionnaires of 45 questions with
300 organizations. We validated initially 212 questionnaires, the other had no official
stamp or signature of the organization contacted.
The perusal of questionnaires and the treatment of the data were realized with the
Software Sphinx and Excel.
For companies and about this article concerning the marketing function, we added
50 other questionnaires to obtain finally 262 organizations. The sample was
constructed using the quota method. Were taken into account 3 criteria: Size [less than
100 employees, 100 at 500, 500-1000, over 1000], Type of organization [Enterprise,
Administration,..] and Activity [Activities represented in the official High
Commission for Plan in Morocco] [13].
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Table 1 Sector of activity of the company
Financial activities and of insurance
Information and communication
Education (primary, secondary, upper, public, private)
Transport and storing
Arts, show and creative activities (Music, cinema…)
Manufacturing industry
Construction (Building, public works)
Trade, repair of automobile and motor bicycles
Public administration (Prefecture, municipality, district…)
Human health and social action (Hospitals, private hospitals)
Agriculture, forestry and fishing
Mining industries
Production and supply of electricity, gas, vapor and air-conditioning
Specialized, scientific and technical activities
Activities of administrative services and support
Real estate activities (Sale, rent)
Production and water distribution, purification, waste management
Hosting and restoration
TOTAL the OB.
Legend Freq.
Increasing
cumulative
FII
COM
EDU
TRS
ART
MAI
BTP
CAR
ADM
HUM
AFF
MII
PEG
SST
AAS
REA
PWD
HOT
14%
26%
35%
42%
50%
56%
61%
67%
72%
77%
81%
85%
89%
93%
97%
98%
99%
100%
14%
12%
9%
7%
8%
6%
5%
6%
5%
5%
4%
4%
4%
4%
4%
2%
1%
1%
100%
Source: Extra from « Nomenclature of HCP »
First 5 sectors on 18 (Table 1), (28%) occupy half of our sample (50% exactly).
For organizations other than companies, we selected fields of activity strongly
influencing the economic, social, cultural and political life of the country (Table 2).
71% of the part of the sample reserved for organizations consists of Professionals,
Associations and municipalities (Table 2).
Table 2 business sectors of the organization
Professional Chamber (Commerce-Industrie-Services-Agriculture)
Labor unions (UMT-CDT-UNTM-UGTM)
Grouping of professionals (Announcers (GAM) - employers
(CGEM) Importers and Exporters
Associations (Cultural, social, artistic, scientific...)
Municipalities (rural urban-common Municipalities)
Councils of the State (Rights of the Man-fight, the resident
Moroccans at foreigner, the economic and social council, Council
Aniti corruption...) ;
International organization
Organs of regulation and control (ANRT, HACA, OJD,
Mediametrie...)
Parliament (The chamber of the representatives and the Chamber
of Councillors)
TOTAL the OB
Legend Freq.
Increasing
cumulative
Pc
Lu
18%
14%
18%
32%
Gr
14%
46%
As
Mu
14%
11%
61%
71%
Cs
11%
82%
Io
9%
91%
Rc
5%
96%
Pi
4%
100%
100%
3.4. Variables to study
To validate our hypotheses of departure, we proceeded by eliminating little or no
significant as to the existence or not of the marketing function, to retain only those
who seem to us solid, namely: the sector of activity (and therefore its market-target),
the size of the company and the existence of both support functions of the marketing
that are: the Communication and Information systems.
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Place of The Marketing Function and Its Interactions with The Functions of Communication
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3.5. Analysis
To analyze the place of the marketing function in the Moroccan companies, the
possible interactions with the other functions, and the determining factors, we chose
significant variables and built some map of factorial analysis by correspondence.
The Marketing Manager is, in an organization, the member of the Management
being at the head of the marketing department. Il He is in charge of the application of
the marketing strategy in the company and the supply of the necessary information to
make it. This information is quantitative or qualitative. They come from internal
sources (Accounting, statistics of sales, purchases, stocks, production, human
resources, logistic means...) and external sources (quantitative and qualitative Needs
for the market, the capacity of the competitors, the business, technological, strategic
intelligence). Where from the necessity of being in touch with all these parts.
We retained here two functions: upstream, the Function of Information Systems
and downstream the Direction of Communication … The existence of these three
departments denotes of a structure mature as we shall show it farther. On whom
depends the Marketing director?
Figure 6 Map of variables "Size of the company", "Size of the Department of Marketing" and
"hierarchical Dependence"
In theory, the marketing is always a matter of the strategic sphere of the
management. According to the results of our study, in 58% of the cases, he depends
on a manager furthermore haunt Level (Table 3). To throw a new product, to set him a
price, to choose its market position and its communication policy are so many big
decisions which are actually a matter of the Marketing strategic, but which concern
and affect all the senior officials of the organization.
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Table 3 Liaison hiérarchique directe en fonction de la taille de l’organisation
By taking into account variables "Size of the company", "Size of the Department
of Marketing" and "hierarchical Dependence", we note what follows:. In the small
structures (Dial B), it is the President who oversees the marketing policy. The small
size does not favor the investment in an expensive and so strategic post for the
organization. In large companies (Dial D), the marketing structure depends on a
Marketing director or on the Deputy Chief Executive Officer. But, it is necessary to
refine the analysis by separating organization between “companies” and
“organizations other than companies”.
3.5.1. Analysis of companies
In this first map, we note two vertical rectangles:

A first orange (left), is represented by two dials A and C. These are the sectors whose
companies mainly have a marketing function;

A second blue rectangle (right), is composed of two dials B and D. These are the
areas where we do not find any marketing structure.
A and C: Companies with Marketing function
This rectangle A-C can be analyzed in two stages:
Dial A: represents the sectors which have a Marketing structure and which are BTP,
CAR, AFF, MII and REA. They weigh for 21% of our sample (Table 1) and marked
by large-sized companies (More than 1000 employees). It is true that a company is
market-oriented, according to the technical definition, if it has mastered the art of
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listening to customers, understanding their needs, and developing products and
services that meet those needs. Believing that this process yields competitive
advantage, companies spend billions of dollars on focus groups, surveys, and social
media. The “voice of the customer” reigns supreme, driving decisions related to
products, prices, packaging, store placement, promotions, and positioning [14].
However, the size of the company also stays of a major importance for the blooming
of marketing policy.
Figure 7 Map of companies
Also it means that the marketing function exists in sectors with high value added,
in industry as building and civil engineering works, automobile, agriculture, foresty
and fishing, the very profitable activities in Morocco… The marketing is here a
support of preservation of profitability.
The dial C: conains 5 sectors: FII, TRS, AAS, PEG and PWD with a total part of
31% of sectors represented in this study. In the FII (14%), the sector of banks, finance
and insurance, marketing is, unsurprisingly, and just like all the countries, the driving
element in their strategies.
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Table 4 Crossed board of variables Marketing Existence and Sector of activity
To verify better this relation of the Marketing With the financial activities and the
insurances, we recut the variable "Existence of the marketing function" and that of the
"Sector of activity". It appears that this activity is widely first with 10 companies on
12 (83%) having a marketing function.
Shaken by the crisis, the regulations, the technological metamorphoses, the sector
of the bank and the insurance must evolve and cope with the rise of a certain defiance.
Building on the new behavior motivations of purchase of the customer [15] [16], he
proposes methods and tools to improve the performance of all the elements of the
marketing mix with the aim of:


Better integrate the multi-channel buying purchase of the customer;
Better know the customer, develop the interactive communication [17] and make
prefer the values of the brand [18];


Create an offer bringing some value for the customer as for the staff in contact;
Reconcile the paradox of the expert and comparator customer with the skills rise of
people in relationship.
Other sectors, in particular the transport (7%), Production, and supply of
electricity, gas, vapor and air-conditioning (4%) and Activities of administrative
services and support have a marketing structure because of the necessity to adapt
themselves to market with the increased competition [19].
A and C: Companies without Marketing function
The dial B includes essentially three sectors: MAI, the manufacturing industry with
6% of all the sectors; ADM, the Public administration (Prefecture, municipality,
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district) with 5% and SST, companies with activity scientific or technical (4%). These
sectors so occupy 15% of our sample.
Set apart the ADM which has an activity particular citizen with a plethoric
workforce, two other sectors use little or nothing the marketing function if we refer to
the criterion of existence or not an appropriate structure. This segment MAI-SSI is
fundamentally represented by small and/or medium-sized enterprises medium-sized
enterprises (SMES).
These sectors do not market consumer products answering the conventional
marketing standards of a product with packaging put on sale in an intensive circuit or
a big point of sale with a mediatization of mass.
It is enough for it to resort to rudimentary means of direct communication by
telephone or by physical contact to present its product, negotiate and sell possibly …
The dial D: they are the small companies of less than 100 employees (34% of our
sample). They consist of small structures certainly, but very directed to activities with
strong human connotation and especially with big effects of training. They concern:




Information and communication (COM, 12%) ;
Education (primary, secondary, upper, public, private) (EDU, 9%);
Arts, show and creative activities (Music, cinema…) (ART, 8%);
Human health and social action (Hospitals, private hospitals) (HUM, 5%).
These sectors are marked by their small staff and their low capitalization. Can we
deduce that a marketing function develops in large capitalistic structures for their own
development?
In view of the results of our study, the figure 7 supplies us an answer is in the
affirmative.
3.5.2. Analysis of organizations excepting companies
Except companies in the industrial and commercial sense of the term, we notice that
the organizations which have a Marketing structure are Labor unions (Lu), the
international organizations (Io) and Professional Chambers of Commerce, Industry
and Services. These three entities represent 41% of organizational entities in our
sample. They are often well enough enriched in staff, or at least, they represent
thousands, even millions of people. The Marketing is an asset to touch their targets...
As regards the big causes, and not the purely commercial products, the Marketing
favors here its techniques of social communication. it is obviously inspired by classic
strategies of the trade marketing "to sell" a social, labor-union, corporatist or
humanitarian cause.
We note a correlation almost completed between the lowest organizations in staff
and the non-existence of a marketing structure. In spite of their strong symbolism, the
Parliament, (Pl), the Councils of State (Cs) and the Organs of regulation (Rc) which
represent 20% of our sample of Organizations, do not have Marketing structure. Set
apart the Parliament, their first vocation is to serve the public interest without too
much mediatization, nevertheless, the Communication remains for some, their first
vocation.
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Figure 8 Map of Organizations excepting companies
3.5.3. Analysis of the companies and organizations simultaneously
The map which includes all the organizations (Fig. 9) confirms the analysis of both
separate organizations.
Figure 9 Map of all Companies and Organizations simultaneously
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3.5.4. Analysis of Marketing, Communication and Information system functions, in
all the organizations by sector and staff
This factorial analysis of the multiple correspondences takes into account variables:
business sector, Authority and Organization, Staff, Existence of the marketing
function (Mkg), Existence of the function Communication (Com) and Existence of the
"Information system" function (SI). The map shows the positions of 33 modalities. 5,
1% of the variance is explained by two represented axes. The non-answers were
ignored. 6 modalities were taken into account no (worthless staff).
Figure 10 Map All Functions and all Sector of activities and size of all organizations
According to this map, it confirms our hypotheses of departure: not only the
Marketing function, but so these three support managerial functions exist when the
organization (public or private) is large-sized, in sectors characterized by products
(Goods or services) intended for the general public (Rectangle A-C). The opposite (BD) is also true!
4. PROPOSAL SIMPLIFIED ORGANIZATIONAL MODELS 3M
In the light of our documentary study, and in view of the results and of the analysis of
our empirical study, we can succeed towards a model simplified by the existence of
the marketing function in interaction with the size of the company and by the sector of
activity in particular.
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Figure 11 Model of the
existence of the marketing
function
Small to
medium
Size of
organization
Large
organization
Marketing structure
Not Formalized
Formalized
Little existing or downright non-existent, the marketing
function promotion is often confused with the function
selling or advertising … Everything remains to be done!
Overseen by the highest level
The company often
of the management it
detains a monopolistic
occupies a strategic
position … The priority is
dimension on key sector on
given to the commercial
markets often very expanding
logistics of sale, storage
general publics or at least
or / and delivery.
"milk cows"
This model could be enriched by other variables inputs and outputs.
5. CONCLUSION
This article raised a subject little approached by the managerial literature, worth
namely the existence of a marketing structure in organizations. To approach it, we
asked ourselves questions on the factors which determine its existence or not. There is
so much. But we limited ourselves to some: the size of the company, the sector of
activity and the existence of support functions of marketing function …
According to the results of our empirical study realized in 262 Moroccan
organizations of various sizes and all the business sectors, we deducted that there is
strong correlations between the existence of the marketing function, the size and the
interactions with the managerial functions supports.
As an example, in certain cases, we noticed that sectors strongly marked by their
small staff, generally small and medium-sized enterprises do not arrange a marketing
function in a formalized way. Does marketing bloom only in big capital-intensive
structures to make them finally spread?!
We proposed finally a model simplified of the existence of the marketing function
(Figure) 11) for deepening. Besides, the weakness of our research consists of the
limitation in two support functions (Com and SI). Other interactions should be
analyzed. We think of factors of inputs such as the skills, the research and
development or the lean management [20], among others; and factors of outputs such
as the size of the market, the strategic segmentation by sectors, by products, by
geographical zone etc.
It could be the object of other research. However, this work could server as well to
the researchers, to the professionals, as to the managers.
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