What is the importgance of marketing in human resource management?
Question:
Answer:
Take the experience of a well-known cell phone manufacturer we’ll call CellTech. In the mid-1990s, CellTech was at the top of its game. But later in the decade, new players flooded the market, and analog cell phones slipped along the product lifecycle curve toward commoditization. CellTech sought to stem its shrinking margins by developing the next wave of industry innovation: digital cell phones.
Although CellTech had a new business strategy, it lagged in devising a new people strategy to support it. The company neither acquired nor developed the skills in its workforce that would enable it to create and produce the new technology in time. Because CellTech had never developed the human capital strategy process that would have enabled it to anticipate a new workforce need based on a changing business strategy, it was unable to execute its plan in a timely way. It lost significant market share and millions in potential revenues.
Any good business strategy should begin by asking: What do my clients need? and how can I provide it?
To have those questions answered you need to do lots of marketing.
Once you know the answers, you begin to design your business outside in. Your business design should be aligned to the clients' needs so that you can serve them in the best possible way.
You should design products/services in a way that you keep strategic control and then continue to build your organization all the way to the top (management).
The catch is, clients' needs change constantly and unless you have a flexible organization (training, innovation, new organization), you can't stay ahead. Good HR management then becomes key.
It's not a direct connection in the way I explained it, but in the real world it is quite close
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