'n Bevoegdheidsprofiel van 'n bemarkingsbestuurder in die motorvervaardigingsbedryf

Abstract

The complexity of the South African socio-economic and political environment requires that companies need not only to survive, but to become (and remain) successfully internationally competitive. In order to enjoy a competitive advantage, companies have to take different environmental forces into account. These forces include, inter alia, accelerated technological change, internationalisation, competition, changing consumer expectations, governmental demands and increasing employee voice. These environmental forces pose great challenges to the effective functioning of companies and usually influence the business environment at the same time. Within the particular motor manufacturing company in which the researcher is involved, the marketing manager performs a core function. Currently there is no properly researched and empirically compiled competency profile for a marketing manager. Each marketing manager should know what he must be capable of and what is expected of him in order to support the company in reaching its objectives and vision. Before such a profile could be compiled it was necessary to make an initial study of the ways which competency profiles are compiled and to determine which environmental forces affect them. The Identifying Criteria for Success (ICS) questionnaire was applied to compile the competency profile of a marketing manager in the motor manufacturing industry. From the results of the empirical investigation it appears that (as seen by those in present positions) the five most important competencies that a marketing manager in the motor manufacturing industry should have are trust development, communication skills, negotiation skills, strategic work relations and initiation of action. Those in present positions regarded technical/professional knowledge and skills as the least important, while the Managing Director of this company regarded this as one of the most important competencies. This rank could mean that present marketing managers need to undergo a paradigm shift by means of practical training intervention. Specific recommendations that emerged from the results of this research as well as specific recommendations for further research on a competency profile of a marketing manager in the motor manufacturing industry, are suggested.