Marketing Implementation
and Control
Chapter 15
Slides developed by:
Peter Yannopoulos
3/22/2016
© 2006 by Nelson, a division of Thomson Canada Limited
15-1
Marketing Implementation
Marketing implementation is the part of
strategic market planning where the chosen
marketing strategy is put into practice
through specific actions taken by
management
© 2006 by Nelson, a division of Thomson Canada Limited
15-2
The Marketing Strategy –
Implementation Matrix
Marketing strategy
Correct
Superior
Implementation
Inferior
Incorrect
Best position –
keep up
the good work
Quickest way to
fail –
change strategy
Keep strategy
but improve
execution
High likelihood
of failure
© 2006 by Nelson, a division of Thomson Canada Limited
15-3
Criteria for Evaluating Marketing Strategies
Internal
consistency
Feasibility
Lower
risks
Degree of
difficulty for
competitors
to respond
© 2006 by Nelson, a division of Thomson Canada Limited
Criteria for
Evaluating
Marketing
Strategies
Sustainable
competitive
advantage
How it deals
with
SWOT
15-4
Common Strategic Marketing
Planning Problems
Conservatism
Complacency
Complexity
Incomplete
Analysis
Planning
Problems
Cannibalization
© 2006 by Nelson, a division of Thomson Canada Limited
Prior
Hypothesis
Escalating
Commitment
15-5
Implementation Levels
Actions
Programs
Implementation
Levels
Policies
© 2006 by Nelson, a division of Thomson Canada Limited
Systems
15-6
Requirements for Successful
Implementation
Top management support
Commitment to the strategy
Availability of resources & capabilities
Correct information
Existence of a schedule and a target
completion date
Willingness to change
© 2006 by Nelson, a division of Thomson Canada Limited
15-7
The Congruence Model
The Operating
Organization
Input
Informal
Organization
General and
Task
Environment
Resources &
Capabilities
Marketing
Strategy
History
© 2006 by Nelson, a division of Thomson Canada Limited
Formal
Organization
Work
Output
Market
share
Sales
ROI
Customer
satisfaction
People
15-8
The Control Process
1. Choose control variables and establish
baseline measures
2. Develop measurement procedures
3. Measure actual performance
4. Interpret actual differences
5. Act on the difference
© 2006 by Nelson, a division of Thomson Canada Limited
15-9
The Balance Scorecard
Financial
Customer
Marketing
Strategy
Internal Business
Processes
Learning and
Growth
© 2006 by Nelson, a division of Thomson Canada Limited
15-10
Control Variables, Baseline Measures, and
Actual Performance
Control
variables
Marketing
Plan
Baseline
measures
Actual
performance
Market
Share
20%
17%
ROI
15%
13%
On-line
delivery
98%
95%
# of new
products
10
9
Customer
95%
93%
75%
70%
Satisfaction
Customer
© 2006 by Nelson, a division of Thomson Canada Limited Retention
15-11
Requirements for Effective
Control Systems
Measurement procedures are
implementable and accurate
All key result areas are included
Objectives and goals have desirable
characteristics
Reward system is linked to objectives
and goals
© 2006 by Nelson, a division of Thomson Canada Limited
15-12