1 / 21

- PowerPoint PPT Presentation

  • Uploaded on

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.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about '' - baylee

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript



Marketing Implementation

and Control

Strategic issues in marketing implementation 1 of 2

The Link Between Strategic Planning and Implementation




Strategic Issues inMarketing Implementation(1 of 2)

Strategy and implementation a two way relationship
Strategy and Implementation:A Two-Way Relationship

Exhibit 11.1

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.

The separation of planning and implementation
The Separation ofPlanning and Implementation

Exhibit 11.2

Strategic issues in marketing implementation 2 of 2

The Elements of Marketing Implementation

Shared Goals and Values

Marketing Structure

Systems and Processes


People (Human Resources)

Employee selection and training

Employee evaluation and compensation policies

Employee motivation, satisfaction and commitment


Strategic Issues inMarketing Implementation(2 of 2)

The elements of marketing implementation
The Elements ofMarketing Implementation

Exhibit 11.3

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


(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


(4) Substantial changes occurred in the

environment between development

and implementation.

Evaluating and ControllingMarketing Activities

A framework for marketing control
A Framework for Marketing Control strategy and realized strategy:

Exhibit 11.6

Formal marketing controls

Input Controls strategy and realized strategy:

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 strategy and realized strategy:

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: strategy and realized strategy:

(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

A hypothetical 3 month marketing implementation schedule
A Hypothetical 3-Month strategy and realized strategy:Marketing Implementation Schedule

Exhibit 11.8