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MARKETING STRATEGY O.C. FERRELL • MICHAEL D. HARTLINE

MARKETING STRATEGY O.C. FERRELL • MICHAEL D. HARTLINE. 11. Marketing Implementation and Control. The Link Between Strategic Planning and Implementation Interdependency Evolution Separation. Strategic Issues in Marketing Implementation (1 of 2).

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MARKETING STRATEGY O.C. FERRELL • MICHAEL D. HARTLINE

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  1. MARKETING STRATEGYO.C. FERRELL • MICHAEL D. HARTLINE 11 Marketing Implementation and Control

  2. The Link Between Strategic Planning and Implementation Interdependency Evolution Separation Strategic Issues inMarketing Implementation(1 of 2)

  3. The Separation ofPlanning and Implementation Exhibit 11.2

  4. 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 Strategic Issues inMarketing Implementation(2 of 2)

  5. The Elements ofMarketing Implementation Exhibit 11.3

  6. Implementation By Command Implementation Through Change Implementation Through Consensus Implementation as Organizational Culture Approaches to Marketing Implementation

  7. 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 Internal Marketingand Marketing Implementation

  8. The Internal Marketing Process Exhibit 11.5

  9. 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. Evaluating and ControllingMarketing Activities

  10. A Framework for Marketing Control Exhibit 11.6

  11. 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 Formal Marketing Controls

  12. 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 Informal Marketing Controls

  13. 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 Scheduling Marketing Activities

  14. A Hypothetical 3-MonthMarketing Implementation Schedule Exhibit 11.8

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