1. Marketing Implementation and Control11
C H A P T E R

2. Strategic Issues in Marketing Implementation (1 of 2)
The Link Between Strategic Planning and Implementation
Interdependency
Evolution
Separation

3. The Symbiotic Relationship Between Marketing Strategy and Marketing Implementation
Exhibit 11.1

4. Discussion Question
Forget 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 Implementation
Shared Goals and Values
Marketing Structure
Systems and Processes
Resources
People (Human Resources)
Employee selection and training
Employee evaluation and compensation
Employee motivation, satisfaction and commitment
Leadership

7. The Elements of Marketing Implementation
Exhibit 11.3

8. Green Mountain Coffee
Green 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 Command
Adv: makes decision making easier, reduces uncertainty
Dis: does not consider feasibility, divides the firm, employee motivation
Implementation through Change
Adv: considers the relationship between planning and implementation
Dis: clings to “power-at-the-top” mentality, can take a long time
Implementation through Consensus
Adv: incorporates multiple viewpoints, can make implementation easier
Dis: slows the strategy/implementation process, potential for groupthink
Implementation as Organizational Culture
Adv: eliminates barriers, can lead to a strong corporate vision
Dis: increases employee costs, can be painful and time consuming
From 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 Question
If 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 Approach
Help employees understand their roles
Create motivated and customer-oriented employees
Deliver external customer satisfaction
The Internal Marketing Process
Internal Customers
External Customers
Putting Internal Marketing Into Action

13. The Internal Marketing Process
Exhibit 11.5

14. Discussion Question
What 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 Controls
Process Controls
Output Controls
Informal Controls (Initiated by Employees)
Employee Self-control
Social Control
Cultural Control
From Exhibit 11.6

17. Formal Marketing Controls
Input Controls (prior to implementation)
Recruiting, selecting, and training employees
Resource allocation decisions
Process Controls (during implementation)
Commitment to the strategy
System for evaluating and compensating employees
Output Controls (after implementation)
Performance standards
Marketing audits

18. A Marketing Audit Identification of Marketing Activities
Review of Standard Procedures for each Marketing Activity
Identification of Performance Standards for each Marketing Activity
Identification of Performance Measures for each Marketing Activity
Review and Evaluation of Marketing Personnel
Identification and Evaluation of Customer Support Systems
From Exhibit 11.7

19. Informal Marketing Controls
Employee Self-Control (personal expectations)
Job satisfaction, organizational commitment
Social Control (small group control)
Shared values, social and behavioral norms in groups
Cultural Control (organizational norms)
Organizational culture, stories, rituals

20. Scheduling Marketing Activities
Basic steps to creating a schedule and timeline:
Identify the activities to be performed
Determine the time required to complete each activity
Determine which activities must precede others
Arrange the proper sequence and timing of all activities
Assign responsibility

21. A Hypothetical 3-Month Marketing Implementation Schedule
Exhibit 11.8