1. 11 MARKETING STRATEGY O.C. FERRELL • MICHAEL D. HARTLINE
Marketing Implementation
and Control

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

3. Southwest: Improving Customer Service

4. Strategy and Implementation: A Two-Way Relationship
Exhibit 11.1

5. 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.

6. The Separation of Planning and Implementation
Exhibit 11.2

7. 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 policies
Employee motivation, satisfaction and commitment
Leadership

8. Home Depot Employees

9. The Elements of Marketing Implementation
Exhibit 11.3

10. Approaches to Marketing Implementation
Implementation By Command
Implementation Through Change
Implementation Through Consensus
Implementation as Organizational Culture

11. Marketing Strategy in Action
Chrysler Corporation’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?

12. Discussion Question
If you were personally responsible for implementing a particular marketing strategy, which implementation approach would you be most comfortable using given your personality and personal preferences? Why?

13. Internal Marketing and Marketing Implementation
The Internal Marketing Approach
Goals of Internal Marketing
(1) Help employees understand their roles
(2) Create motivated and customer-oriented
employees
(3) Deliver external customer satisfaction
The Internal Marketing Process
Internal Customers
External Customers
Putting Internal Marketing Into Action

14. The Internal Marketing Process
Exhibit 11.5

15. 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 firms, is internal marketing a viable approach for most organizations? Why or why not?

16. Evaluating and Controlling Marketing Activities
Four possible causes of differences between intended strategy and realized strategy:
(1) The marketing strategy was inappropriate
or unrealistic.
(2) The implementation was inappropriate
for the strategy.
(3) The implementation process was
mismanaged.
(4) Substantial changes occurred in the
environment between development
and implementation.

17. A Framework for Marketing Control
Exhibit 11.6

18. Formal Marketing Controls
Input Controls
Recruiting, selecting, and training employees
Resource allocation decisions
Process Controls
Commitment to the strategy
System for evaluating and compensating employees
Output Controls
Formal performance standards
Marketing audits

19. Informal Marketing Controls
Employee Self-Control
Employees manage their own behaviors
Establish personal objectives and monitor results
Social Control
Standards, norms, and ethics found in workgroups
Peer pressure causes employees to conform
Cultural Control
Behavioral and social norms of the entire firm
Shared values throughout the firm

20. Scheduling Marketing Activities
Basic steps in creating a schedule and timeline:
(1) Identify the activities to be performed
(2) Determine the time required to complete
each activity
(3) Determine which activities must precede
other activities
(4) Arrange the proper sequence and timing
of all activities
(5) Assign responsibility

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