Finance & Marketing VS Operation

The area of operations became a dominant force in planning and controlling production potential as world societies transformed their focus from agriculture to industry. If the business creates tangible goods or provides services, it discusses concerns that focus on what it produces and how much it produces, how it calculates its output, and how those factors impact its bottom line. Operations have been an equal partner with marketing and finance in many businesses.

The operations workers of an organization are concerned with preparing and maintaining production capacity, along with production facilities and equipment. In a business that makes its goods, its duties hold extra significance, and its roles will scale up as a company expands. In a sense, it is redundant to talk of "operations strategy," since the primary focus of operations remains on achieving the strategic objectives of an organization. This starts with the formulation of vision and mission statements to articulate the overall and future direction of the organization, define its clients and products, and explain its growth, profitability, and image ambitions. These strategic overviews hold the essence of and keys to the company's strategies and their execution within a company of any scale.

Marketing is responsible for transforming operational dreams into strategies that evaluate the needs of customers and find solutions to fulfill them. Design departments come under the jurisdiction of marketing managers in some organizations, on the principle that marketing defines the course of the product, and design finds ways to measure that concept. Development drives the course of marketing in other organisations. Since operations concentrate on manufacturing skills and capacity, they are directly related to marketing discussions and product direction decisions. Marketing can hold greater prominence among its operations in a small business or service company.

The segments of business entities that are concerned with financial record-keeping, accountability, and decisions provide the rest of the company with constructive and reactive assistance, as well as helping other divisions find ways to reduce costs and maximize profits. The role of operations in setting up facilities, handling inventory, and assessing efficiency matches integrally with the emphasis on the bottom line of finance and accounting. Staffing and personnel expenses are also concerned at the same intersection of strategy and fiscal policy. A small business should combine one operation with accounting and finance.

All aspects of running a business intersect with each other as all of them concentrate on contributing to the plans and profitability of the company. It either underlies or forms part of marketing and financial decisions, because operations strategize and supervise output and capacity. You can set it up so that in your business, it constitutes a peer to other functional areas rather than making operations serve the other parts of the business. Its contribution to everything from the ability to quality makes it an essential part of the success of the company.