Organizing, Implementing, and Controlling the Marketing Effort

A good marketing program by itself does not necessarily guarantee sustained success for an
organization. The business organization must be operated and strüctured in a manner that will ensure
that the time, effort and resources spent in the preparation of good marketing programs are not wasted.

The job description of the marketing officer must be defined clearly. The company's President or Chief
Operating Officer (COO) must ensure that there is effective collaboration among the heads of all other
functional departments. The manufacturers must produce the product as required by the customer
while finance must adequately fund

planned marketing activities. Human resources must ensure that there is a stable pool of qualified, well-
trained, and highly motivated personnel.Adequate monitoring and control systems should be in place to
ensure that marketing

programs do not miscarry. Monthly, quarterly, and semiannual benchmarks can be established as
advance warnings that performance results are not going according to plan. Marketing programs may be
tweaked or adjusted so that performance targets are met. In some cases, situational conditions may
have dramatically changed necessitating adjustment of goals. Internal systems must measure the
effectiveness of specific marketing activities.

This is to accurately determine Return-On-Marketing-Investment (ROMI). Mateover, accountabilities

must be assigned for each of the activities to ensure that they and implemented with a singular purpose.
The entire marketing process is embodied in the company's marketing plan, which it usually prepared
annually. A marketing plan is a document describing the current market position of a business and
strategies designed to accomplish its objectives. It serves as ane of the major roadmaps for a business
enterprise in achieving its financial, operational, and societal goals.