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
11-2
The Separation of
Planning and Implementation
Exhibit 11.2
11-3
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
11-4
The Elements of
Marketing Implementation
Exhibit 11.3
11-5
Approaches to Marketing
Implementation
•
•
•
•
Implementation By Command
Implementation Through Change
Implementation Through Consensus
Implementation as Organizational Culture
11-6
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
11-7
The Internal Marketing Process
Exhibit 11.5
11-8
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.
11-9
A Framework for Marketing Control
Exhibit 11.6
11-10
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
11-11
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
11-12
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
11-13
A Hypothetical 3-Month
Marketing Implementation Schedule
Exhibit 11.8
11-14