1. Marketing Implementation and Control
Chapter 15
Slides developed by:
Peter Yannopoulos
© 2006 by Nelson, a division of Thomson Canada Limited
4/23/2017

2. Marketing Implementation
Marketing implementation is the part of
strategic market planning where the chosen
marketing strategy is put into practice
through specific actions taken by
management
© 2006 by Nelson, a division of Thomson Canada Limited

3. The Marketing Strategy – Implementation Matrix
Incorrect
Correct
Superior
Best position –
keep up
the good work
Quickest way to
fail –
change strategy
High likelihood
of failure
Keep strategy
but improve
execution
Implementation
Inferior
© 2006 by Nelson, a division of Thomson Canada Limited

4. Criteria for Evaluating Marketing Strategies
Feasibility
Internal
consistency
Lower
risks
Criteria for
Evaluating
Marketing
Strategies
Sustainable
competitive
advantage
Degree of
difficulty for
competitors
to respond
How it deals
with
SWOT
© 2006 by Nelson, a division of Thomson Canada Limited

5. Common Strategic Marketing Planning Problems
Conservatism
Complacency
Incomplete
Analysis
Planning
Problems
Complexity
Prior
Hypothesis
Cannibalization
Escalating
Commitment
© 2006 by Nelson, a division of Thomson Canada Limited

6. Implementation Levels
Actions
Programs
Implementation
Levels
Policies
Systems
© 2006 by Nelson, a division of Thomson Canada Limited

7. Requirements for Successful Implementation
Top management support
Commitment to the strategy
Availability of resources & capabilities
Correct information
Existence of a schedule and a target completion date
Willingness to change
© 2006 by Nelson, a division of Thomson Canada Limited

8. Informal Organization
The Congruence Model
The Operating
Organization
Input
Output
Informal Organization
General and Task Environment
Resources & Capabilities
History
Market
share
Sales
ROI
Customer
satisfaction
Marketing
Strategy
Formal Organization
Work
People
© 2006 by Nelson, a division of Thomson Canada Limited

9. The Control Process
Choose control variables and establish baseline measures
Develop measurement procedures
Measure actual performance
Interpret actual differences
Act on the difference
© 2006 by Nelson, a division of Thomson Canada Limited

10. The Balance Scorecard Financial Marketing Customer Internal Business
Strategy
Customer
Internal Business
Processes
Learning and
Growth
© 2006 by Nelson, a division of Thomson Canada Limited

11. Control Variables, Baseline Measures, and Actual Performance
Market Share
ROI
On-line delivery
# of new products
Customer Satisfaction
Customer Retention
75%
70%
93% 9
95%
13%
17%
20%
15%
98% 10
Marketing Plan
Control
variables
Baseline
measures
Actual
performance
© 2006 by Nelson, a division of Thomson Canada Limited

12. Requirements for Effective Control Systems
Measurement procedures are implementable and accurate
All key result areas are included
Objectives and goals have desirable characteristics
Reward system is linked to objectives and goals
© 2006 by Nelson, a division of Thomson Canada Limited