Marketing organization and implementation in private U.S. sawmilling companies

Abstract

As forest sector companies become more market-oriented, the role of marketing within companies is changing. This study investigates the role of marketing in private U.S. sawmilling companies from two perspectives: the functional group perspective and the activity-based perspective. Data were collected from 20 firms via personal interviews, website information and field notes. The results indicate underdeveloped thinking in the companies regarding the organization and implementation of marketing. For example, many companies had a “marketing department” that was in fact a sales department performing sales work. A better conceptual understanding of marketing can potentially benefit its implementation in the forest industry. Also, a sales-oriented mentality largely exists as selling was the most emphasized marketing activity. Other marketing activities such as marketing information management and product development should be further developed in the companies.