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Marketing Implementation and Control Chapter 15 Slides developed by: Peter Yannopoulos 5/24/2017 © 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
