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MARKETING STRATEGY O.C. FERRELL • MICHAEL D. HARTLINE. 11. Marketing Implementation and Control. The Link Between Strategic Planning and Implementation Interdependency Evolution Separation. Strategic Issues in Marketing Implementation (1 of 2). Southwest: Improving Customer Service.

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MARKETING STRATEGYO.C. FERRELL • MICHAEL D. HARTLINE

11

Marketing Implementation

and Control

discussion question
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.
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

Strategic Issues inMarketing Implementation(2 of 2)
approaches to marketing implementation
Implementation By Command

Implementation Through Change

Implementation Through Consensus

Implementation as Organizational Culture

Approaches to Marketing Implementation
marketing strategy in action
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?
discussion question1
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?
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

Internal Marketingand Marketing Implementation
discussion question2
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?
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.

Evaluating and ControllingMarketing Activities
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

Formal Marketing Controls
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

Informal Marketing Controls
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

Scheduling Marketing Activities
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