Marketing Implementation and Control

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MARKETING STRATEGYO.C. FERRELL MICHAEL D.
HARTLINE
11
Marketing Implementation and Control
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Strategic Issues inMarketing Implementation (1
of 2)

• The Link Between Strategic Planning and
  Implementation
• Interdependency
• Evolution
• Separation

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The Separation ofPlanning and Implementation
Exhibit 11.2
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Strategic Issues inMarketing 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

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The Elements ofMarketing Implementation
Exhibit 11.3
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Approaches to Marketing Implementation

• Implementation By Command
• Implementation Through Change
• Implementation Through Consensus
• Implementation as Organizational Culture

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Internal Marketingand 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

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The Internal Marketing Process
Exhibit 11.5
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Evaluating and ControllingMarketing 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.

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A Framework for Marketing Control
Exhibit 11.6
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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

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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

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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

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A Hypothetical 3-MonthMarketing Implementation
Schedule
Exhibit 11.8