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

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

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

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

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

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

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

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

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

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

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

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