CRAVENS
PIERCY
8/e
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
15-2
Chapter
Fifteen
Marketing
Strategy
Implementation
and Control
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
15-3
Marketing Strategy
Implementation and
Control
The marketing plan
Implementing the plan
Strategic evaluation and
control
Performance criteria and
information needs
Performance assessment
and action
15-4
The Marketing Plan
How the marketing plan
guides implementation
 Contents of the marketing
plan
 Managing the planning
process

15-5
Marketing Strategy Overview
MARKET
TARGET(S)
OBJECTIVES
PROGRAM
POSITIONING
STRATEGY
15-6
Exhibit 15-1
Marketing Planning Relationships
MARKETING
STRATEGY
Annual
Marketing
Plan
Implementation
Evaluation
Revision
Annual
Marketing
Plan
15-7
Contents of the
Marketing Plan
(Sonesta Hotels Example)
I Introduction
II Marketing Position
III The Product
IV Marketplace Overview
V The Competition
VI Marketing Data
VII Strategy by Market Segment
VIII Advertising
IX Public Relations
X Summary
15-8
Dimensions of
Planning Process
Marketing
Planning
Process
Analytical
Process
Dimension
Techniques
Procedures
Systems
Planning Models
Behavioral
Process
Dimension
Managerial
Process
perceptions
ParticipationConsistency
Strategic
assumptions
Organizational Structure
Process
Information
Dimension Culture
15-9
Implementing the
Plan
Implementation process
 Improving implementation
 Internal marketing
 A comprehensive approach to
improving implementation
 Internal strategy-structure Fit
 Developing a market orientation
 The role of external
organization

15-10
The Implementation Process
Activities
to be
implemented
How
implementation
will be done
Responsibility
for
implementation
Time and
location of
implementation
15-11
Improving Implementation
Skilled
Implementers
Effective
Communications
Organizational
Design
Improving
Implementation
Internal
Marketing
Incentives
15-12
Internal Marketing
Strategy
Plan
Internal
Marketing
Program
Internal Marketing
Program:
Targeted at key
groups in the
company, alliance
partner companies,
and other influencers
External
Marketing
Program
External Marketing
Program
Targeted at key
customers, segments
and niches, and other
external influencers
15-13
Comprehensive Approach to
Improving Implementation
Financial
Measures
Learning
and
Innovation
Measures
BALANCED
SCORECARD
MANAGEMENT
CONTROL
SYSTEM
Internal
Business
Process
Measures
Customer
Measures
15-14
Factors Affecting the Implementation
of Business and Marketing Strategies
External
environment
Corporate
strategy
Corporate-SBU
relationship
SBU’s
strategy
R&D
Manufacturing
SBU’s
performance
Finance
SBU’s
organization
structure;
interfunctional
coordination
processes
Marketing
policies and
strategies
Marketing
plans for
individual
product-market
entries
Source: Harper W. Boyd, Jr., and Orville C. Walker, Jr., Marketing Management (Burr Ridge, IL: Richard D.
Irwin, 1990), 826.
15-15
Strategic
Evaluation and
Control
 Customer
relationship
management (CRM)
 Overview of evaluation
activities
 The strategic marketing
audit
15-16
Data Mining and CRM
Victoria’s Secret - Data
mining to improve inventory
decisions
 Music company - People
over 62 buy rap music
 Wal-Mart - Data mining so
each store adapts
merchandizing to local
preferences
 AT&T - CRM data to identify
profitability of individual
customer and adapt service
levels

15-17
Evaluation Activities
Find New
Opportunities
or Avoid
Threats
Solve
Specific
Problems
Keep
Performance
on Target
15-18
Strategic Marketing Evaluation
and Control
Conduct strategic
marketing audit
Select performance
criteria, measures, and metrics
Obtain and
analyze information
Assess performance
and take necessary
action
Strategic Marketing
Audit
Corporate Mission and
Objectives
Business Composition and
Strategies
Marketing Strategy (for each
planning unit)
Marketing Program Activities
Implementation and
Management
15-19
15-20
Performance
Criteria and
Information Needs
 Selecting
performance
criteria and measures
 Marketing metrics
 Obtain and analyze
information
15-21
Marketing Metrics
External market metrics
Financial measures
Brand equity
Sales value/volume
Marketing investment
Profit
Relative satisfaction
Commitment
Relative perceived quality
Relative price
Availability
Internal Market metrics
Innovation health
and employee
alignment and
commitment
Strategy
Culture
Outcomes
Source: Tim Ambler, Marketing and the Bottom-Line, 2nd ed., Hemel Hempstead:
Prentice-Hall, 2003.
15-22
Performance
Assessment and
Action
Opportunities and
performance gaps
 Determining normal and
abnormal variability
 Deciding what actions to take
