Presentation on theme: "Marketing Implementation and Control"— Presentation transcript:
1 Marketing Implementation and Control 11C H A P T E R
2 Strategic Issues in Marketing Implementation (1 of 2) The Link Between Strategic Planning and ImplementationInterdependencyEvolutionSeparation
3 The Symbiotic Relationship Between Marketing Strategy and Marketing Implementation Exhibit 11.1
4 Discussion QuestionForget for a moment that planning the marketing strategy is equally as important as implementing the marketing strategy. What arguments can you make for one being more important than the other? Explain your answers.
5 The Separation of Planning and Implementation Exhibit 11.2
6 Strategic Issues in Marketing Implementation (2 of 2) The Elements of Marketing ImplementationShared Goals and ValuesMarketing StructureSystems and ProcessesResourcesPeople (Human Resources)Employee selection and trainingEmployee evaluation and compensationEmployee motivation, satisfaction and commitmentLeadership
7 The Elements of Marketing Implementation Exhibit 11.3
8 Green Mountain CoffeeGreen Mountain Coffee Roasters, Inc. is a leader in the specialty coffee industry. Most of their revenue comes from over 8,000 wholesale customer accounts in the eastern United States.One of the major reasons for Green Mountain’s success is its overall focus on implementation. How can marketing implementation serve as a strategic impetus for success?Beyond the Pages 11.1
9 Advantages and Disadvantages of Implementation Approaches Implementation by CommandAdv: makes decision making easier, reduces uncertaintyDis: does not consider feasibility, divides the firm, employee motivationImplementation through ChangeAdv: considers the relationship between planning and implementationDis: clings to “power-at-the-top” mentality, can take a long timeImplementation through ConsensusAdv: incorporates multiple viewpoints, can make implementation easierDis: slows the strategy/implementation process, potential for groupthinkImplementation as Organizational CultureAdv: eliminates barriers, can lead to a strong corporate visionDis: increases employee costs, can be painful and time consumingFrom Exhibit 11.4
10 Marketing Strategy in Action Chrysler’s acquisition of Jeep/Eagle was a critical step in the process of rebuilding Chrysler.How can an implementation through change strategy alter the success of a company? Can you think of other mergers/acquisitions that improved the company’s competitive position?
11 Discussion QuestionIf you were personally responsible for implementing a marketing strategy, which implementation approach would you be most comfortable using, given your personality and personal preferences? Why?Would your approach be universally applicable to any given situation? If not, what would cause you to change or adapt your approach?
12 Internal Marketing and Marketing Implementation The Internal Marketing ApproachHelp employees understand their rolesCreate motivated and customer-oriented employeesDeliver external customer satisfactionThe Internal Marketing ProcessInternal CustomersExternal CustomersPutting Internal Marketing Into Action
14 Discussion QuestionWhat do you see as the major stumbling blocks to the successful use of the internal marketing approach? Given the hierarchical structure of employees in most organizations (e.g., CEO, middle management, staff employees), is internal marketing a viable approach for most organizations? Why or why not?
15 Evaluating and Controlling Marketing Activities Four possible causes of differences between the intended strategy and the realized strategy:The marketing strategy was inappropriate or unrealistic.The implementation was inappropriate for the strategy.The implementation process was mismanaged.Substantial changes in the environment between development and implementation.
16 A Framework for Marketing Control Formal Controls (Initiated by Management)Input ControlsProcess ControlsOutput ControlsInformal Controls (Initiated by Employees)Employee Self-controlSocial ControlCultural ControlFrom Exhibit 11.6
17 Formal Marketing Controls Input Controls (prior to implementation)Recruiting, selecting, and training employeesResource allocation decisionsProcess Controls (during implementation)Commitment to the strategySystem for evaluating and compensating employeesOutput Controls (after implementation)Performance standardsMarketing audits
18 A Marketing Audit Identification of Marketing Activities Review of Standard Procedures for each Marketing ActivityIdentification of Performance Standards for each Marketing ActivityIdentification of Performance Measures for each Marketing ActivityReview and Evaluation of Marketing PersonnelIdentification and Evaluation of Customer Support SystemsFrom Exhibit 11.7
19 Informal Marketing Controls Employee Self-Control (personal expectations)Job satisfaction, organizational commitmentSocial Control (small group control)Shared values, social and behavioral norms in groupsCultural Control (organizational norms)Organizational culture, stories, rituals
20 Scheduling Marketing Activities Basic steps to creating a schedule and timeline:Identify the activities to be performedDetermine the time required to complete each activityDetermine which activities must precede othersArrange the proper sequence and timing of all activitiesAssign responsibility
21 A Hypothetical 3-Month Marketing Implementation Schedule Exhibit 11.8