Establishing a Virtual Marketing Team: A Memo Report

This memo explores the establishment of a virtual marketing team within an international business, addressing the need for effective communication among geographically dispersed branches. It highlights the advantages of virtual teams, such as reduced infrastructure costs, access to global talent, and increased flexibility, while also acknowledging the disadvantages, including potential communication challenges, lack of face-to-face interaction, and the need for robust IT infrastructure. The memo suggests that despite potential drawbacks, the benefits of a virtual marketing team, including cost savings and access to a wider talent pool, make it a viable option, provided that effective communication strategies and leadership approaches are implemented to mitigate the risks. The conclusion emphasizes the importance of regular meetings and a healthy business environment for the success of the virtual team.

MEMO

Introduction
With the increasing and emerging phase of ramified economy, International business has
become important part of liberalised and globalised economy. A venture operating in
different countries need a strong mode to communicate. In the MEMO, an organisation has
its physical evidence at Melbourne, Los Angeles, Shanghai and Bangalore. Members of
marketing team needs a communication channel to exchange information. Therefore, it is
necessary to establish a virtual team to provide ease to them (MARS 2018).
MEMO
To: The Marketing Director
From: Communications Manager
Regarding: Virtual Marketing Team
Date: 09 December 2018
Establishment of confirmed communication channel is very necessary among the same
branches of the organisation to ease the formation of organisational objectives. The emerging
concept of virtual team in management communication has assisted the branches in different
countries to communicate well (Reddy 2018). With the initiate to form and link, the virtual
team communication system through the organisation headquarters. Even though
implementing any new concept can lead to either benefits or crisis to the organisation.
Establishing the virtual team and connecting, and saving every conservation in the business
headquarter (MSG 2018). Virtual teams will lower the cost of infrastructure establishment.
This provides an availability of more talent at low cost of hiring and retaining the employees.
If the business is new then establishing in-house team in different countries at the same time
can lead to havoc of finances. Our team can handpick the best talent through online
recruitment and conducting interviews (MARS 2018). Having a team of different flavours in

terms of culture and personality traits will add different taste to the products and services of
the organization because these people from different culture will help to create convincing
products to serve population to expand business. Physically finding potential employees can
be expensive and time taking both. The scope of unnecessary meetings in the organisation
reduces because most of the staff is also engaged in their different work environment. The
main purpose of establishing a virtual team is for the people or the staff who are
geographically dispersed and only rely on communication technology such as video call,
FAX, e-mail, and conferencing services through which they collaborate (Gilson et al. 2015,
pp.1315).
The staff is able to efficiently manage the IT work system by establishing scheduling regular
meetings. The meetings may of short time but it creates a professional environment with the
right people. Virtual teams also reduces the travel time that benefits the staff to save their
time and cost too. Virtual team increases the productivity as the team member work from
home by eliminating the office distractions and eliminating travel time that allows flexibility
in working hours. Moreover, it avails access to multiple location without employing any cost
of opening the office. This gives an opportunity to access new market without employing
significant cost (Hoch & Kozlowski 2014, p.390).
On the other hand, it is important to undertake how virtual team can pose leadership and
management related issues because virtual team lacks face-to-face interactions. The
disadvantage of virtual teams is not limited because the company has to incur cost of
information technology and computer system (Reddy 2018). There may be many sources or
tools of communication but no tool can provide an assured support. Virtual teams lack
meeting with the people and interacting with them that does not create any team spirit and
coordination among each other`s work (Hoegl & Muethel 2016, pp.9). cultural differneces
sometimes may create conflicts and finally affect the organisation`s profitability. Conflicts

and mistrust are problematic especially for the success of an virtual team. It creates social
interaction. The availability of staff at every point of time is very difficult rather than in-
house team is more active for work. The availability of in-house team is confirmed because
of fixed working hours. Lack of social interaction does not clarify appropriate leadership and
managerial approaches and virtual team can never form effective communication strategies
(Reddy 2018).
Conclusion
The discussion carried out in previous parts of business conclude that creating a virtual
marketing team in an enterprise can yield benefits to the business. Arrangement of meetings
is important in equal time intervals to get solution to different problems because lack of
communication or miscommunication can create minor issues. It is important to maintain a
healthy business environment to grow. IT system costing is much more less than
Infrastructural cost of the organisation.

References
Gilson, LL, Maynard, MT, Jones Young, NC, Vartiainen, M and Hakonen, M, 2015, ‘Virtual
teams research: 10 years, 10 themes, and 10 opportunities’, Journal of Management, vol. 41,
no. (5), pp.1313-1337.
Hoch, JE and Kozlowski, SW, 2014, ‘Leading virtual teams: Hierarchical leadership,
structural supports, and shared team leadership’, Journal of applied psychology, vol. 99, no.
(3), p.390.
Hoegl, M and Muethel, M, 2016,’ Enabling shared leadership in virtual project teams: A
practitioners’ guide’ Project Management Journal, vol. 47, no. (1), pp.7-12.
MARS, 2018, ‘Virtual teams: benefits and disadvantages’, viewed 9 December 2018,
<https://www.marsdd.com/mars-library/virtual-teams-benefits-and-disadvantages/>
MSG, 2018, ‘advantage and disadvantages of virtual teams’, viewed 9 December 2018,
<https://www.managementstudyguide.com/virtual-teams-advantages-and-
disadvantages.htm>
Reddy, C 2018, ‘Virtual Teams: Meaning, Types, Advantages & Disadvantages’, wisestep,
viewed 9 December 2018, <https://content.wisestep.com/virtual-teams-meaning-types-
advantages-disadvantages/>