Marketing Strategy, Text and Cases by O. C. Ferrell & Michael Hartline

Author:O. C. Ferrell & Michael Hartline
Language: eng
Format: mobi
Publisher: Cengage Textbook
Published: 2012-12-19T14:00:00+00:00

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Chapter 9: Marketing Implementation and Control

279

included within each activity. The master schedule will also be unique to the specific

marketing plan tied to it. As a result, a universal template for creating a master schedule

does not truly exist.

Although some activities must be performed before others, other activities can be

performed concurrently with other activities or later in the implementation process.

This requires tight coordination between departments—marketing, production,

advertising, sales, and so on—to ensure the completion of all marketing activities

on schedule. Pinpointing those activities that can be performed concurrently can

greatly reduce the total amount of time needed to execute a given marketing plan.

Because scheduling can be a complicated task, most firms use sophisticated project

management techniques, such as PERT (program evaluation and review technique),

CPM (critical path method), or computerized planning programs, to schedule the

timing of marketing activities.

Lessons from Chapter 9

Marketing implementation:

• People—the quality, diversity, and skill of a firm’s human

•

resources. The people element also includes employee

is critical to the success of any firm because it is responsible

selection and training, evaluation and compensation,

for putting the marketing strategy into action.

•

motivation, satisfaction, and commitment.

has been somewhat ignored throughout the history of

• Leadership—how

managers

communicate

with

business as most firms have emphasized strategic

employees, as well as how they motivate their employees

planning rather than strategic implementation.

•

to implement the marketing strategy.

is the process of executing the marketing strategy by

creating and performing specific actions that will ensure

Approaches

to

implementing

marketing

strategy

the achievement of the firm’s marketing objectives.

include:

• goes hand-in-hand with evaluation and control in

•

determining the success or failure of the marketing

Implementation by command—marketing strategies are

strategy, and ultimately for the entire firm.

developed and selected by the firm’s top executives, then

• is usually the cause for the difference between intended

transmitted to lower levels where frontline managers and

marketing strategy—what the firm wants to happen—

employees are expected to implement them.

•

and realized marketing strategy—the strategy that

Implementation through change—focuses explicitly on

actually takes place.

implementation by modifying the firm in ways that will

• maintains a relationship with strategic planning that

ensure the successful implementation of the chosen

causes

three

major

problems:

interdependency,

marketing strategy.

•

evolution, and separation.

Implementation through consensus—upper- and lower-

level managers from different areas of the firm work

together to evaluate and develop marketing strategies.

The elements of marketing implementation include:

• Implementation as organizational culture—marketing

• Marketing strategy—the firm’s planned product, pricing,

strategy and implementation are seen as extensions of the

distribution, and promotion activities.

firm’s

mission,

vision,

and

organizational

culture.

• Shared goals and values—the glue of implementation that

Employees at all levels can participate in making decisions

holds the entire firm together as a single, functioning unit.

that help the firm reach its mission, goals, and objectives.

• Marketing structure—how the firm’s marketing activities

are organized.

Internal marketing:

• Systems and processes—collections of work activities that

• refers to the use of a marketing-like approach to

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