STRATEGIC MARKETING MANAGEMENT

GROUP 5| CHAPTER 6 Marketing Implementation and Management Control

Marketing Implementation |MARY ROSE BENITEZ|

 The process of executing the marketing strategy by creating

and performing specific actions that will ensure the achievement of the firm’s marketing
objectives.
 Intricately tied to the marketing strategy. Both must be done well to achieve the firm’s
objectives.
 All firms have two strategies
 Intended strategy – what the firm wants to happen.
 Realized strategy – the strategy that actually takes place.

The link between planning and implementation

 Interdependency
 implementation depends on strategy; strategy depend on implementation.
 Evolution
 Planning and implementation must evolve over time because environmental factors
constantly change.
 There is no single, correct way to implement a strategy.
 Separation
 While planning is often done at the top of the organizational hierarchy,
implementation occurs at the frontline of the firm.

The elements of marketing implementation

 Marketing strategy
 How the firm plans to meet its goal and objectives
 Shared Goals and Values
 The “glue” of successful implementation
 Marketing Structure
 Formal lines of authority; how the firm is organized
 Centralization vs. decentralization
 Systems and Process
 Work activities that absorb inputs to create information and communication outputs
that ensure the firm’s operation.

Resources |RICHELLE SABANAL|

The firm’s tangible and intangible assets that can be used to implement the marketing strategy.

People (Human Resources)

Employee selection and training

Employee evaluation and compensation

Employee motivation, satisfaction, and commitment

Leadership

The art of managing others; how managers communicate with employees and motivate their
employees to implement the strategy

The Elements of Marketing Implementation

MARKETING
MARKETING
STRUCTURE
STRATEGY

LEADERSHIP
SYSTEMS SHARED
GOALS

PEOPLE
RESOURCES

Approaches to marketing implementation

 Implementation by command
 Adv: Makes decision making easier; reduces uncertainly
 Dis: Does not consider feasibility; divides the firm; employee motivation
 Implementation Through Change
 Adv: Considers the relationship between planning and implementation
 Dis: Clings to “power-at-the-top” mentally; can take a long time
 Implementation Through Consensus
 Adv: Incorporates multiple viewpoints; can make implementation easier
 Dis: Slows the strategy/implementation process; potential for groupthink
 Implementation as Organizational Culture
 Adv: Eliminates barriers; can lead to a strong corporate vison
 Dis: Increases employee cost; can be painful and time consuming

Internal Marketing and Marketing Implementation |REMABELLE TAC-AN|

 The Internal Marketing Approach

 Help employees understand their roles
 Create motivated and customer-oriented employees
 Deliver external customer satisfaction
 The Internal Marketing Process
 Internal products – new strategies, employee tasks
  Internal price – increased effort and changes that employee must exhibit
 Internal distribution – internal communication of the strategy
 Internal promotion – informing and persuading employee about the merits of the
strategy

The Internal marketing processes

Corporate Mission, Goals,

and Objective

Marketing Goals,
Objectives, and Strategy

Marketing Implementation

External Marketing
Internal Marketing
Program
Program
Product
Product
Price
Price
Distribution
Distribution
Promotion
Promotion

External Customers
Target Groups within Groups of targets
the organization

Putting Internal Marketing into Action

1. The recruitment, selection, and training of employees must be considered an important

part of implementation.
2. Top executives must be completely committed to the strategy and the overall marketing
plan.
 3. Employee compensation programs must be linked to the implementation of the marketing
strategy.
4. The firm should be characterized by open communication among all employees,
regardless of their level in the firm.
5. The firm’s structure, policies, and processes should match the marketing strategy.

Evaluating and Controlling Marketing Activities

 Why are intended strategy and the realized strategy different?

o The marketing strategy was inappropriate or unrealistic.
o The implementation was inappropriate for the strategy.
o The implementation process was mismanaged.
o The internal and/or external environment of the marketing strategy and its
implementation.

A Framework for Marketing control |LAWRENCE LLIDO|

Formal control: Control Activities initiated by Management

Input control – actions taken prior to implementation of the strategy

Employee recruitment, selection, and training process

Human resource allocation
Allocation of financial resource
Capital outlays
Research and development expenditure

Process control – actions taken during implementation of the strategy

Employee evaluation and compensation systems

Employee authority and empowerment
Internal communication programs
Lines of authority/structure (organizational chart)
Management commitment to the marketing plan
Management commitment to employee

Output controls – evaluated after implementation of the strategy

Formal performance standards

Marketing audit

Informal controls: unwritten control activities initiated by employee

Employee self-control: control based on personal expectation and goals

Social control: small group control based on the group norms and expectation

Cultural control: cultural control based on organization norms and expectations

Formal marketing controls

Input controls (prior to implement)

 Recruiting, selecting, and training employees
Resource allocation decisions
Process control (during implementation)
Commitment to the strategy
System for evaluating and compensation employees
Output controls (after implementation)
Performance standards
Marketing audits

Marketing Audit Framework |JEMUEL AGOCOY|

 Identification of Marketing Activities

 Review of Standard Procedures for Each Marketing Activity
 Identification of Performance Standards for Each Marketing Activity
 Identification or Performance Metrics for Each Marketing Activity

Informal Marketing Controls

 Employee Self-Control (personal expectations)

o Job satisfaction
o Organizational commitment
 Social Control (small group control)
o Shared values
o Social and behavioral norms in work groups
 Cultural Control (organizational norms)
o Organizational culture
o Organizational stories, rituals, and legends
o Cultural change

Schedule Marketing Activities

1. Identify the specific activities to be performed

2. Determine the time required to complete each activity
3. Determine which activities must precede others
4. Arrange the proper sequence and timing of all activities
5. Assign responsibility