1. Marketing Implementation
Chapter 4
Marketing Implementation

2. Implementation:Putting the Plan into Action
Good marketing plan is future oriented and needs workable and realistic implementation.
Implementation plan should answer ‘who’ ‘what’ ‘when’ ‘where’ and ‘why’.
Answering to these questions will define the strategic and tactical directions the marketer must take to attain business goals.

3. Consumer Tracking Strategies
Customer tracking system:
Record individual purchasing habit and interest
Purchase dates
Length of warranty
Categories of merchandise
Gift or personal use
Payment preferences

4. Consumer Tracking Strategies (cont.)
Reporting Format:
Mailing list of prospective customers.
Customer service and maintenance record.
Sales movements in planning advertising expenditures.
The various ad placements might bear some identification code or key, such as different telephone number and addresses, each for different television station, magazine, or newspaper.
‘Coupon keys’ on mass media require to keep the vehicle’s performance.
Tracking software will organize the information into easy-to-read report with color graphs and charts.

5. Keeping in touch With Customerss
Global positioning satellite system(GPS)
A differentiation factor in transportation alternatives that trucking firms can use to monitor and locate shipment throughout country.
Sample of customer inquiries or replies electronically forwarded to the marketing department on daily basis. Replies should be send within 24 hours.

6. Setting Priorities for Action
Marketing implementation can be simple or complex.
It can require national, regional, or local efforts.
It may bring together manufacturers, wholesalers, and retailers.
Suppliers can be of great help since many marketers will outsource some crucial activities.
Supporter on hiring an outside firm
Add fresh thinking and objectivity
Bring experience from other assignments

7. Setting Priorities for Action (cont.)
Opponents on hiring outside firms
High cost.
Lack of proof or promise for success.
Incompetent staff in supplier’s organization.
Checking suppliers
Current and past clients
Financial inquiry report using Dunn and Bradstreet
Research on supplier’s business practices
Attention is paid to the client
Write into contract the name of contact
Identify software design team
Identify who in each firm will be the arbitrators if a problem or misunderstanding arise

8. Setting Priorities for Action (cont.)
Suppliers’ key people or organizations working outside the company
Delineate the final outcome.
Control how the work or system are to be designed.
Decide how progress is to be measured.
Examine supplier’s staff and their qualifications.
How the maintenance of the Web site is to be performed.
What the length of the engagement is expected to be.
How and when supplier is to be paid.

9. Assigning Program Responsibilities
Efficiency
CPM(Cost per thousand)
GRP(gross rating point) or TRP(target rating point)
Narrowly defined audiences for television.
Page hits.
Clickthroughs: number of pages visited in one hit.
Unique visitors: one visitor is counted once no matter how many times she/he visits the site.
Effectiveness
Is the lowest bid more/less important
Rating the ideas/designs
Quality Vs cost
Pilot project

10. The Disadvantages of Implementation
Company/client may not have a thorough understanding of what they have created.
They may not know how to update and maintain.
They may not know how to evolve it.
As a result, their investment will be a loss.

11. Planning for Entire Year
Sets out objectives and specific tasks for various Web page designs.
Selecting and budgeting media support
Training the retailers and sales people.
Identifying many other potential objectives.

12. Measuring Performance
Estimate acceptable goals, time and budget allocations.
Different companies and different industries set different performance standards.
Some companies set the standards by basing upon percentage of customers complaints.

13. Types of Customer Service Functions and Tools
Answering customer inquires.
Providing search and comparison capabilities.
Providing Technical and other information.
Letting customers track accounts or order status.
Allowing customers to customize and order on-line.

14. Some Tools for Customer Service
Personalized Web pages.
Frequently asked questions.
A chat room.
s and automated response.
Help desk and call center.

15. Net Impact of EC Computing and Electronics: Telecommunications:
E-business in 1999: $52.8 billion
E-business in 2003: $410.3 billion
Percentage of total in 2003: 37%
Telecommunications:
E-Business in 1999: $1.5 billion
E-Business in 2003: $15 billion
Percentage of total in 2003: 5%
Financial services:
E-Business in 1999: $14 billion
E-Business in 2003: $80 billion
Percentage of total in 2003: 6%

16. Net Impact of EC (cont.) Retailing: Energy: Travel:
E-Business in 1999: $18.2 billion
E-Business in 2003: $108 billion
Percentage of total in 2003: 6%
Energy:
E-business in 1999: $11 billion
E-Business in 2003: $170.1 billion
Percentage of total in 2003: 12%
Travel:
E-Business in 1999: $12.8 billion
E-Business in 2003: $67.4 billion
Percentage of total in 2003: 17%
Source: E-Business(2001/02), McGraw-Hill, pp