Dispersed marketing responsibility enhances the profitability of firms in the early stages of their operations
A recent study found that young firms should disperse marketing responsibility between different personnel groups in the early stages of their operations. These groups often have the ability to produce in-depth market information to support marketing in the early stages of operations. Further, young firms should avoid building too rigid structures in terms of nominating a marketing director or specifying a detailed job description, because this may hinder the flow of information. As operations become established, the importance of a structured and specialised marketing organization in