Moriarty R T, Moran U
International Senior Managers Program, Harvard Business School.
Harv Bus Rev. 1990 Nov-Dec;68(6):146-55.
As competition increases and costs become critical, companies that once went to market only one way are adding new channels and using new methods - creating hybrid marketing systems. These hybrid marketing systems hold the promise of greater coverage and reduced costs. But they are also hard to manage; they inevitably raise questions of conflict and control: conflict because marketing units compete for customers; control because new indirect channels are less subject to management authority. Hard as they are to manage, however, hybrid marketing systems promise to become the dominant design, replacing the "purebred" channel strategy in all kinds of businesses. The trick to managing the hybrid is to analyze tasks and channels within and across a marketing system. A map - the hybrid grid - can help managers make sense of their hybrid system. What the chart reveals is that channels are not the basic building blocks of a marketing system; marketing tasks are. The hybrid grid forces managers to consider various combinations of channels and tasks that will optimize both cost and coverage. Managing conflict is also an important element of a successful hybrid system. Managers should first acknowledge the inevitability of conflict. Then they should move to bound it by creating guidelines that spell out which customers to serve through which methods. Finally, a marketing and sales productivity (MSP) system, consisting of a central marketing database, can act as the central nervous system of a hybrid marketing system, helping managers create customized channels and service for specific customer segments.
随着竞争加剧，成本变得至关重要，那些曾经只采用单一市场进入方式的公司正在增加新渠道并采用新方法，从而创建混合营销系统。这些混合营销系统有望实现更大的覆盖范围并降低成本。但它们也难以管理，不可避免地会引发冲突和控制问题：冲突是因为营销部门争夺客户；控制是因为新的间接渠道较难受制于管理权威。然而，尽管混合营销系统难以管理，但有望成为主导模式，取代各类业务中的“纯种”渠道策略。管理混合营销系统的诀窍在于分析营销系统内部和跨系统的任务与渠道。一张图——混合网格图——可以帮助管理者理解他们的混合系统。该图表揭示的是，渠道并非营销系统的基本组成部分；营销任务才是。混合网格图迫使管理者考虑渠道与任务的各种组合，以优化成本和覆盖范围。管理冲突也是成功的混合系统的一个重要因素。管理者首先应承认冲突的必然性。然后，他们应通过制定明确规定通过何种方法服务哪些客户的准则来对其加以限制。最后，一个由中央营销数据库组成的营销与销售生产力（MSP）系统，可以充当混合营销系统的中枢神经系统，帮助管理者为特定客户群体创建定制化渠道和服务。
