MAR 4480 Chapter 9 Marketing implementation and control

Marketing Implementation

The process of executing the marketing strategy by creating and performing specific actions that will ensure the achievement of the firm’s marketing objectives.

poor implementation

lack of communication, insufficient resources, or employee resistance

Intended Strategy

What the organization wants to happen (the original plan).

Realized Strategy

The strategy that actually takes place. Affected by internal/external environment at the time of implementation

Emergent marketing strategy

a pattern of action that happens over time

Example strategy: ESPN

Intended: A cable network for local Connecticut sports.

Emergent: Branched out into wider events like demolition derbies as it found success.

Realized: A "worldwide leader in sports" with magazines, radio, and multiple affiliates

Interdependency

Planning and implementation serve as inputs for each other.

Evolution

Firms must constantly change to meet shifts in technology, competition, and the economy

Separation

Planning often occurs at middle/upper management, while implementation happens at the frontline

Elements of Implementation

Includes shared goals, marketing structure, systems, resources, people, leadership, and strategy

Elements of Implementation: Shared Goals and Values

Shared goals act as the "glue" that binds the organization into a single functioning unit.

Aligns all actions toward bettering the organization.

These are institutionalized through employee training and socialization.

Elements of Implementation: Marketing Structure

Refers to formal lines of authority and division of labor

Centralization vs. Decentralization

The decision of where authority sits within the organization

Elements of Implementation: Systems and Processes

Work activities that turn inputs into information and communication outputs to ensure consistent operation.

Examples: Information systems, order fulfillment, quality control, and strategic planning

Tangible Assets

Financial resources, equipment, manufacturing capacity, and facilities

Intended Assets

Marketing expertise, brand equity, strategic alliances, and customer loyalty

Elements of Implementation: People (Human Resources)

Focuses on the quality and skills of employees

Key Activities: Selection, training, evaluation, compensation, and motivation

Elements of Implementation: Leadership

The art of managing people and establishing a corporate culture of trust and confidence.

Servant Leadership

Focuses on facilitation, listening, and feedback to drive employee and customer satisfaction.

Implementation by Command

Developed at the top and passed down to bottom

Implementation through Change

The firm is modified to ensure strategy success

Considers the "how" of implementation but takes time and can leave the firm vulnerable to market changes.

“Power at the top,” requires a skilled/persuasive leader, changes take time and can leave the firm vulnerable to environmental changes

Implementation through Consensus

Different areas brainstorm and develop strategy together.

Implementation as Organizational Culture

Strategy is embedded in the mission by top executives and vision for all employees

Implementation by Command Advantages

Easier decision-making and reduced uncertainty; works well with powerful leader and for simple strategies

Implementation by Command Disadvantages

Ignores feasibility, divides strategists from implementers, and can cause motivation issues

Implementation through Consensus advantages

Increases commitment and moves decisions closer to the frontline, good in complex, uncertain, and unstable environments

Implementation through Consensus disadvantages

Can lead to groupthink and high-level authority yield

Implementation as Organizational Culture advantages

Empowers employees, increases commitment, can make implementation easier

Implementation as Organizational Culture Disadvantages

Time-consuming and requires very diligent hiring

Internal Marketing

Treats every manager as having two customers: Internal (employees) and External (customers)

Uses marketing to motivate and integrate employees so they understand and accept their roles in the strategy and deliver customer satisfaction

Internal Products

The marketing strategies "sold" internally

Internal Prices

The effort and time required for implementation

Internal Distribution

How the strategy is shared (e.g., webinars, planning sessions)

Internal Promotion

Speeches, videos, newsletters, and intranet

Success Key: Empowerment

giving employees the power to act immediately to satisfy customers

Evaluating and Controlling Marketing Activities

Outcomes vary due to inappropriate strategy, poor implementation, or environmental changes which points to the need for ongoing controls and performance management

Marketing Controls

Activities or mechanisms to ensure successful execution

Formal Controls

Control activities initiated by management

Informal Controls

Unwritten control activities initiated by employees

Input Controls (formal)

Before implementation (e.g., hiring, financial allocations, R&D).

Process Controls (formal)

During implementation (e.g., evaluation, internal communication, monitoring)

Output Controls (formal)

After implementation (e.g., sales, market share, marketing audits). Key performance indicators (KPIs) should be embedded at the onset of a marketing strategy

Marketing Audit

A systematic evaluation of objectives, strategy, and performance.

Goals: Describe current performance, explore alternatives, bring diverse data, gather environment info, and provide a framework for future evaluation

Scheduling Marketing Activities

Includes identifying activities, determining timing and sequences, and assigning responsibility

Hypothetical Implementation Schedule

A visual timeline (March–May) showing specific product, pricing, distribution, and promotion tasks

Employee Self-Control (informal)

Based on personal expectations and goals. Job satisfaction; organizational commitment; employee effort; commitment to the marketing plan

Social Control (informal)

Based on small-group norms and shared organizational values

Cultural Control (informal)

Based on organizational stories, rituals, and legends