ABSTRACT
This chapter structures around the following issues: product and brand management systems, in terms of their applications and problem areas. The matrix management structure with what this implies for the traditional marketing organisation and finally, organisation for new product development, and the problems of building structures to cope with innovation. To the extent that the matrix evolves out of product and brand management and programme managers emphasise the coordination of resources around marketing plans, then one design possibility is the marketing-led matrix. In organising marketing subsystems, and as a device for structuring the marketing department, the argument is reasonably straightforward one may apply the general analysis of advantages and disadvantages of the matrix and the balance with situational needs. More detailed attention was given to three further organisational forms in marketing, product management, matrix organisation and new product organisation because they are of substantial contemporary interest, and because they particularly aptly illustrate the thesis in the chapter.
