It is vital to ensure a proper strategy while developing a global marketing plan to control the guidelines and establish the set of goals to be accomplished in the process. In other words, the authority may employ centralized or decentralized methods based on the objectives of the plan. The centralized structure focuses on the leader who makes crucial decisions regarding the allocation of resources or funds (Kotabe, 2020). Thus, this structure is beneficial for clarifying the whole decision-making process and controlling the strategic direction of the marketing plan (Kotabe, 2020). However, as only the authority is responsible for establishing strategies, the employees’ feedback might be considerably limited, resulting in inflexibility. As for the decentralized structure, decision-making is ensured at all levels of the organization, which benefits it in terms of developing competitive advantages, such as quick response time and specialized management (Kotabe, 2020). Still, it might harm the marketing plan, considering that coordination problems are easy to occur (Kotabe, 2020). By and whole, both structures seem to yield specific benefits, but the decentralized control of decision-making is still less likely to severy impact the organization.
To begin with, I strongly agree with the student’s opinion regarding the significance of repetitive analysis of the organization’s structure, as it may assist the authority in altering the strategic approach. Furthermore, it seems reasonable to claim that both types of decision-making control offer severe drawbacks regarding the company’s goals: the centralized structure may influence the establishment of unrealistic objectives, while the decentralized one may contribute to the unsuccessful accomplishment of long-term aims. By and whole, the student’s viewpoint appears to be justified with the evidence and well-thought-out examples, which helps realize the operations of the centralized and decentralized decision-making control.
Reference
Kotabe, M. (2020). Global Marketing Management. p.582.