Introduction This Chapter takes as its foundation an article
that appeared in the Quarterly Review of Marketing in 1981. The major intention of that article, apart from introducing a method of analysing organizational competence, was to attempt to forge a link between organization and marketing strategy. It took the view quite strongly that often without a conscious decision being made by senior executives, it was sometimes possible for strategy to be determined by structure rather than, as the conventional wisdom has it, the other way round. Either way it made the important point that whatever the causal links between the two it is their correct and harmonious matching that it is essential to achieve.