The HR Role in Marketing - Coursework Example

Running Head: The HR role in marketing Title: The HR role in marketing Student’s Name: Course code: Institution: Date assignment due: Introduction The human resource in any form of business has a significant relevance and remains critical in marketing. It governs marketing in all stages. Consequently, Marketing is the most prominent activity particularly in a business because literally, it has a direct effect on sales and profitability. Businesses will always dedicate specific departments and staff for the purpose of marketing and all this is the work of the human resource within the given organization. Factors mainly associated with business success have ideally been pervasive topics majorly in the entrepreneurship literature at least for the past decades and have tried to address all functional business areas, for instance marketing, production and finance (Joshi, 2005). Business Resources is more often than not categorized in groups including physical, human and organizational. The human resource has been identified for long as critical, and in specific the experience of management, by having an effect on the other functions and resources to achieve success in the marketing field. In this case, this paper considers particular factors in the broad functional area of human resources (HR) in any business examining relationships to a range of key organizational attributes that affect marketing. This paper basis mainly on available literature matters regarding what relevance the human resource holds in marketing. It is equally beneficial to seek an understanding of what corporate social responsibility (Bhattacharya & Daniel, 2008) in any business means and what value or effect it has on marketing on the case of human resources in the various forms of businesses (Philip & Kevin, 2009). This is because, corporate social responsibility as a concept takes a clear picture of what the human resources uses in all matters regarding marketing and the success of a business (Marc, Frank, & Schmidt, 2003). Corporate social responsibility is ideally a corporate self-regulation well integrated into a specific business model (Pitts & Kerr, 2009). Practically, CSR policy functions as a self-regulating, built-in mechanism in which case the business would monitor as well as ensure its support particularly to ethical standards, law, and international norms (Bhattacharya & Daniel, 2008). This is where the human resources have a great responsibility especially when dealing with issues relating to marketing (Philip & Kevin, 2009). It has to make sure that the three concepts including are well adhered to for marketing to succeed and for the well being of the business. Therefore, business would ideally embrace responsibility practically for the impact of its main activities on the consumers, employees, environment, communities, stakeholder as well as all other members ideal in the public sphere of which the human resources is genuinely responsible for this kind of routine activity (Wood, 1991). The human resources also holds a significant role in advancing the CSR in any business because any CSR-focused businesses should proactively by promoting the public interest through encouraging community development and growth, and voluntarily doing away with practices that forcefully harm the public sphere, without any regard to their legality (Miles, 2003). For the success of the marketing of the given business, the public remains as of great relevance, which means that taking care of the same is what the human resources needs to handle with at most care and ensure that it succeeds and the goals of the business are well met and on time (Pitts & Kerr, 2009). In the progressively more conscience-focused marketplaces especially in the 21st century, the demand particularly for more ethical processes and actions in business marketing is increasing. Simultaneously, more pressure is applied particularly on the human resource to develop ethical marketing practices, and this is one principal role they hold at the moment (Miles, 2003). The human resources in any form of marketing have a role of improving business ethics. In this case, Business ethics can be both a descriptive and normative discipline. More than 600,000 businesses are normally launched in the US each year (Marc, Frank, & Schmidt, 2003), which means that the success of each business depends on its marketing, and this role is attributed to the human resource. Bhattacharya & Daniel (2008) described triumphant human resources as aggressive in the way they start their businesses, the way they make theirs tangible to others, the way they find the most suitable equipment, get financial support, form a legal entity, manage their resources, and devote full time to the business, and this is why the human resources serves prominent in any marketing strategy formulation (Philip & Kevin, 2009). Researchers have focused on why firms fail and their outcome of what they survey reveals that marketing is what makes firms fail because they do not hit their target and on the same note, they endure lots of losses (Marc, Frank, & Schmidt, 2003). In this case, the human resources have been under scrutiny which is why it is targeted as the area of improvement for any failing business. Joshi (2005) cite lack of objective business venture evaluation, no real market insight, inadequate technical requirements understanding, poor understanding of the financial sector, and lack of uniqueness in business as the main reason why any marketing strategy fails (Miles, 2003). This leads to the other point of argument that the human resources is bound to come up with better strategies and consider all these factors in any marketing strategy formulation (Philip & Kevin, 2009). It is what leads to the marketing success. Companies are in general starting to discover that the action of advertising a vacancy is subject to marketing a business. This is what brings up the other significant role of the human resource. This is what the human resources works on to help come up with better ways of strategizing the marketing for the business (Joshi, 2005). Newspaper is no longer the best or the appropriate means for recruitment. The process of response waiting, short-listing candidates as well as appointing an individual practically is both a time consuming exercise and not the best in delivering the best results for the company (Bhattacharya & Daniel, 2008). The human resources know equally well that the marketing of the ideal firm is dependent on the recruitment because these are the people who will work on respective routines in the marketing (Philip & Kevin, 2009). Therefore, the human resource serves a dominant role of recruitment in a way that they come up with the best and appropriate work force to be of use in enhancing the marketing success of any business (Martha & Diana, 2000). This is what the human resources works on and in this new century online recruitment is taking shape and delivering quality work force and excellent marketing of respective businesses. The Human Resource (HR) Marketing is ideally a new term that is starting to be of use by several companies in the 21st century. Top level human resource executives are begging to realize the importance of positively marketing the company brand internally to current employees as well as externally to other potential candidates (Miles, 2003). The human resources marketing, therefore, it shows how critical the human resources in any organization remain in the process of marketing especially in the global era (Marc, Frank, & Schmidt, 2003). The human resource has a dominant role in developing a marketing strategy (Karin, 2008). Marketing strategy is ideally a method of focusing the energies and resources of an organization on a course of action that can lead to increased dominance of a target market niche as well as sales (Philip & Kevin, 2009). This is the supreme role of the human resources. It develops a marketing strategy, which combines product development, distribution, promotion, relationship management, pricing and other elements (Martha & Diana, 2000). It is the strategy formulation by the human resource that identifies the marketing goals of the firm, and explains precisely how they will be achieved, if possible within a stated time frame (Marc, Frank, & Schmidt, 2003). The human resource develops a marketing strategy that determines the choice of market segments, marketing mix, positioning and allocation of resources (Miles, 2003). The department established a more effective strategy when it is an integral component ideally of overall firm strategy that defines practically how the organization successfully engages prospects, customers and competitors in the market arena. Therefore, it is an absolute role that the organization cannot do without in the given circumstances of marketing (Karin, 2008). The human resources in marketing also often employ strategic models as well as tools to analyzing marketing decisions (Philip & Kevin, 2009). When starting strategic analysis the human resource is ideal in employing the 3Cs to get a broad knowledge of the strategic environment (Miles, 2003). It is the role of the human resources to utilize the 4Ps in marketing and planning appropriately in pursuing a defined strategy in marketing. There are a number of companies particularly those in the Consumer Goods (CPG) market adopting the theory of running business centered on Consumer, Retailer and Shopper needs (Karin, 2008). Their human resources applied in marketing spend quality time in search for "Growth Opportunities" in respective categories by discovering relevant insights (both behaviors and mindsets) on their respective target Consumers, retail and Shoppers partners (Martha & Diana, 2000). These Growth Opportunities ideally emerge from the efforts of the human resource department in an organization and resulting from changes in market trends, which should be subject for control by the human resource (Marc, Frank, & Schmidt, 2003). It is the role of the human resource to prioritize these Growth Opportunities as well as begin in developing strategies in exploiting the opportunities, which could include new or relatively adapted services, products and changes to the 7Ps (Marc, Frank, & Schmidt, 2003). Marketing research is also one of the greatest roles in human resource of any given business. Marketing research ideally involves conducting research in supporting marketing activities, as well as the statistical interpretation of business data into information (Philip & Kevin, 2009). This information ideally is then used by the human resource to plan marketing activities, evaluate the nature of the marketing environment for the firm as well as attain information from ideal suppliers (Martha & Diana, 2000). This is what the human resource invests perpetually and gathers enough resources to ensure that adequate research is conducted to allow a flow of marketing strategies and success in the businesses conducted across the markets. Additionally, the human resources serve a leading role in marketing planning. The area of marketing planning ideally involves forging a plan particularly for the marketing activities of a firm. The role of the human resource is developing a marketing plan regarding specific product or service, as well as pertaining to an organization's marketing strategy (Miles, 2003). It is earlier noted that formulating a marketing strategy is the role of the human resource in marketing, which extends the argument to the fact that the same human resource is ideal in formulating a marketing plan from the already formulated strategy (Philip & Kevin, 2009). Generally speaking, the marketing planning process of an organization is derived from its business strategy (Martha & Diana, 2000). Therefore, when top human resource management is devising the strategic mission or direction of the firm, with the intended activities in marketing incorporated into the specific plan. There are a number of levels of marketing objectives ideally within an organization, and this is the role of the human resource to ensure that these levels are successful. The senior human resource management of a firm should be the one to formulate a general strategy of business for a firm. Customer orientation is of exceptional value in any form of marketing, and the entire process is the role of the human resource in any given organization (Dev & Don, 2005). A firm in the market survives by marketing goods that persons have a strong will and able to purchase. Therefore, establishing the consumer demand is a vital role of the human resource for a firm's future viability as well as its existence. Many firms today know equally well that the customer focus also known as market orientation is what brings in success, in many businesses (Dev & Don, 2005). Therefore, they have established a creative, human resource to establish stability in the marketing approach and ensuring that the customer is the first priority in any marketing strategy (Miles, 2003). This implies that the firm majorly focuses its marketing products, and activities on consumer demands and this is the role of the human resource to ensure that it goes through exactly the same (Philip & Kevin, 2009). The role of the human resource in this case is to focus on the customer-driven approach, identify the respective market changes and enhancing a product innovation approach. Assessment in the success of marketing strategies is an excellent role that human resource plays. Assessment includes coming up with checks and balances on the strategies formulated (Philip & Kevin, 2009). These checks and balances are of value because they ascertain that the strategies in marketing succeed without fail (Martha & Diana, 2000). Where the marketing strategies do not succeed, it is the role of the human resource to find means of improvement as well as come up with replacement strategies, which would be ideal for business and in ascertaining the success in marketing (Miles, 2003). Any established strategy goes through checks and balances as a role of the human resource, but it has to be specific to the form of marketing, as well as the product or service being targeted. Finally, coordinating all departments in a given organization is a critical role and one that is of the essence in marketing (Miles, 2003). There is a need to have a smooth flow of goods or services in respective departments and a rather sizeable cooperation vital in marketing and successful profitability of any given organization. This is what marketing is all about in any firm or business providing a service of fit for marketing. Conclusion The human resource in any form of business has a significant relevance and remains critical in marketing. It governs marketing in all stages. It is the absolute role of the human resource to ensure that any given strategy succeeds within the organization and that there is an overall success for a particular business. Consequently, Marketing is the most significant activity particularly in a business because literally, it has a direct effect on sales and profitability. Therefore, it can be argued that the human resource is the most critical tool relevant in enhancing the marketing of a particular organization. It helps in various fields as explained in the paper helping in the overall marketing success. The human resource has a leading role in developing a marketing strategy. Consequently, marketing research is also one of the greatest roles in human resource of any given business. Additionally, the human resources serve a significant role in marketing planning. On the other hand, customer orientation is of exceptional value in any form of marketing and the entire process is the role of the human resource in any given organization. All these among others are leading roles, which the human resource plays in the marketing of any given organization. References Bhattacharya, C. & Daniel, K. (2008). Using Corporate Social Responsibility to Win the War for Talent. MIT Sloan Management Review, 49 (2), 37-44. Dev, S. & Don, E. (2005). In the Mix: A Customer-Focused Approach Can Bring the Current Marketing Mix into the 21st Century. Marketing Managemen,t 14 (1). Joshi, R. (2005). International Marketing. New Delhi and New York: Oxford University Press. Karin, T. (2008). Strategic Market Creation: A New Perspective on Marketing and Innovation Management. London: Sage Marc, O., Frank, L., & Schmidt, S. (2003). Corporate Social and Financial Performance: A Meta-analysis. Organization Studies, 24 (3), 403–441. Martha, M. & Diana, C. (2000). Regulatory Exposure of Deceptive Marketing and Its Impact on firm value. Journal of Marketing, 2(1), 14-23. Miles, R (2003). Organizational Strategy, Structure, and Process. Stanford: Stanford University Press Philip, K. & Kevin, L. (2009). A Framework for Marketing Management. (4th Ed.). Pearson: Prentice Hall. Pitts, C. & Kerr, R. (2009). Corporate Social Responsibility: A Legal Analysis. Toronto: LexisNexis Wood, D. (1991). Corporate Social Performance Revisited. Academy of Management Review, Vol.4, pp. 691–718. Read More