Transcript Chapter 11

MARKETING STRATEGY
O.C. FERRELL • MICHAEL D. HARTLINE
11
Marketing Implementation
and Control
Strategic Issues in
Marketing Implementation (1 of 2)
• The Link Between Strategic Planning and
Implementation
– Interdependency
– Evolution
– Separation
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Southwest: Improving Customer Service
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Strategy and Implementation:
A Two-Way Relationship
Exhibit 11.1
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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.
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The Separation of
Planning and Implementation
Exhibit 11.2
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Strategic Issues in
Marketing Implementation (2 of 2)
• The Elements of Marketing Implementation
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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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Home Depot Employees
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The Elements of
Marketing Implementation
Exhibit 11.3
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Approaches to Marketing
Implementation
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Implementation By Command
Implementation Through Change
Implementation Through Consensus
Implementation as Organizational Culture
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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?
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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?
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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
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The Internal Marketing Process
Exhibit 11.5
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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?
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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.
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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-Month
Marketing Implementation Schedule
Exhibit 11.8
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