Virtual Marketing Team

Running head: VIRTUAL MARKETING TEAM
VIRTUAL MARKETING TEAM
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VIRTUAL MARKETING TEAM
Introduction:
The Virtual teams are referred as the sets or group of employees that are scattered
over different time zones and different culture communities and languages or ethnicities. All
the members of the virtual teams are united by a common goal that is to achieve the
collective data information which can help the company to use the best and lowest-cost
global talent to reduce the cost of real estate.
Discussion:
Advice to the marketing director for creating new virtual marketing team:
In the fast and competitive market situations, the organizations are moving for the
faster turnarounds to widen the marketing scope of the organization. This needs constant
change and development in the methodologies. The marketing teams are developing
themselves is two groups. One is the primitive old traditional team based on conventional
methods that work on the physical proximity where they deal with people and customers in a
face to face manner. Whereas, the virtual marketing teams are the groups of individuals that
are working on collecting data and marketing perspectives but are separated in physical
distance on different areas of the world. Both the traditional or primitive face to face working
and the virtual teams have to go through and follow the five different stages of Bruce
Tuckman’s model that describes team development (Largent 2016). Neglecting some minor
communication barriers it can be stated that the virtual marketing team is a progressive
method of interacting with the customers.
Approach for creating a new virtual marketing team:
The selection of the team members is the most crucial part. The cultural boundaries
and different time zone plays a resistance role in the communication process. But this

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VIRTUAL MARKETING TEAM
marketing plan proves to be beneficial as the infrastructure cost is less. This process Calls for
uncertainty in management, exceptional time and work discipline management and proactive
networking and the ability of learning new technologies and the ability to work across
functional and cultural boundaries (Gilson, Maynard and Bergiel 2013). There is therefore a
requirement of examining these core capabilities with the basic functional skills in the
selection of a virtual team member. Virtual teams support a smoother stricture of the
organization with high authorities and hierarchies (Hoch and Kozlowski 2014). This is very
essential for surviving in the hyper competitive market and delivers results faster. It also
encourages creativity which is set as the primary goals for the virtual team to maintain.
Yesteryear’s leadership style of command and control gives way to today's more dem
ocratic and coaching style as the managers are not able to control physically the day to day
activities of the virtual teams.
Support and evidence:
The virtual team reduces the operational cost in a new innovative way. The virtual
team can be divided and identified in several categories namely, project or product
development teams parallel teams, production functional teams, networked teams, service
teams, management teams, action teams, and ISD teams (Dulebohn and Hoch 2017). The
most advantageous effect of virtual team on an organization comprises of the methods of
saving costs associated with it. The organization eliminate high costing on property, office-
spaces, the bills for utilities that are gas, water, electricity and travel by executives. There are
many organizations that outsource to regions of low-cost in their operations. It provides scope
to the global talent (Dulebohn and Hoch 2017). It increases productivity and higher profits
which reduces time to market and creates opportunities. Since the members are located on the
different time zones, there are different teams present who may be working on same 24* 7