Organisational Implementation of the Marketing Logistics Concept

  • Graham Buxton


At the beginning of this book we referred briefly to a number of important factors which are hindering effective implementation of the marketing logistics concept in many companies today. In this final chapter we look at probably the most pervasive obstacle of all, which may be summarised by the phrase organisational rigidity. By this is meant the inability and unwillingness of management to respond to the changing demands of new concepts and new techniques, which are inherent in the successful adoption of marketing logistics in existing corporate organisations. This rigidity manifests itself in several ways; it is the purpose of this chapter to describe and examine these problems and to put forward some suggestions which will hopefully ease the introduction of the concept in companies willing to face the challenges which it entails at the human level.


Inventory Control Logistics Management Channel Member Physical Distribution Corporate Structure 
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Notes and References

  1. 1.
    Niccolo Machiavelli, The Prince, trans. George Bull (London: Penguin Books Ltd, 1961) p. 51.Google Scholar
  2. 2.
    Richard Lancioni and John Grashof, ‘Physical Distribution Organisation and Information Systems Development’, International Journal of Physical Distribution, vol. 3, no. 3 (spring 1973) pp. 183–90.CrossRefGoogle Scholar
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    Leonard R. Sayles and George Strauss, Human Behaviour in Organisations (Englewood Cliffs, N.J.: Prentice-Hall Inc., 1966) p. 398.Google Scholar
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    See Joseph A. Litterer, The Analysis of Organisations (New York: John Wiley & Sons Inc., 1965) pp. 229–30 and 307 ff. on this point.Google Scholar
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    John F. Stolle, ‘How to Manage Physical Distribution’, Harvard Business Review, vol. 45, no. 4 (July–Aug. 1967) pp. 93–100.Google Scholar
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    Stolle, ‘How to Manage Physical Distribution’, p. 97.Google Scholar
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    Donald J. Bowersox, ‘Emerging Patterns of Physical Distribution Organisation’, in Donald J. Bowersox, Bernard J. La Londe and Edward W. Smykay (eds), Readings in Physical Distribution Management, (New York: Macmillan, 1969) p. 279.Google Scholar
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    Richard A. Lancioni, ‘The Relationship of Line and Staff Personnel in Physical Distribution Organisations’, International Journal of Physical Distribution, vol. 4, no. 3, (spring 1974) p. 186.CrossRefGoogle Scholar
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    Bernard J. La Londe and James F. Robeson, Career Patterns in Distribution: 1973, Division of Research, College of Administrative Science, Ohio State University (Nov. 1973) p. 4.Google Scholar
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    See H. Igor Ansoff, Corporate Strategy (London: Penguin, 1968) pp. 72–93.Google Scholar
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    For a more detailed description, see T. A. Brouwer, ‘Evolution of the Physical Distribution Concept —A Case History’, International Journal of Physical Distribution, vol. 2, no. 1, (Oct. 1971) pp. 33–6.CrossRefGoogle Scholar
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    T. Morkill, ‘Introducing PDM: Charrington-United’, in Martin Christopher and Gordon Wills (eds). Marketing Logistics and Distribution Planning (London: Allen & Unwin, 1972) pp. 353–62.Google Scholar
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    Heskett, ‘Sweeping Changes in Distribution’, p. 132.Google Scholar
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    Gary A. Steiner, ‘The Creative Individual: His Nature and Nurture’ The McKinsey Quarterly, vol. 2 (winter 1966) p. 2Google Scholar
  18. see also Gary A. Steiner, ed, The Creative Organisation (Chicago: University of Chicago Press, 1965).Google Scholar

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© Graham Buxton 1975

Authors and Affiliations

  • Graham Buxton

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