Evaluating Marketing Team Effectiveness in The Textile & Garment Sector

Abstract

Background: The Indonesian textile sector is facing intense competition and market disruptions. PT X’s marketing team consistently fails to meet sales targets, indicating deep-seated inefficiency. This study addresses a gap in applying the input-process-output (IPO) framework to diagnose team effectiveness in emerging market contexts.
Purpose: This study aims to evaluate the effectiveness of PT X's marketing team using an IPO framework, identify critical internal and external barriers to performance, and propose evidence-based interventions.
Design/methodology/approach: A qualitative approach using data triangulation was employed. A thematic analysis of the data was conducted with all themes undergoing rigorous manual verification to ensure reliability.
Findings/Result: The study found significant weaknesses in team inputs (inadequate training, insufficient resources) and processes (a "minimal effort" culture, poor communication), leading to declining sales and stagnant innovation. Intense e-commerce competition exacerbates such internal flaws.
Conclusion: PT X’s team effectiveness is hampered by structural flaws in all IPO dimensions. Strategic interventions, including targeted training, cultural realignment, and performance incentives, are urgently required. This study confirms the IPO model’s utility in diagnosing team dysfunction in emerging markets.
Originality/value (State of the art): This study applies the IPO framework to Indonesia's textile sector, highlighting unique challenges such as balancing hierarchy with innovation. This study proposed a practical hybrid intervention model for resource-constrained settings.

Keywords:  IPO model, marketing team, team effectiveness, team cohesion, team performance