MARKETING IMPLEMENTATION & CONTROL

MARKETING IMPLEMENTATION & CONTROLLESSON 3The Marketing Implementation Process -Separation of Strategic Planning and Marketing ImplementationTime Spent On:Very MuchVery LittleChiefExecutive OfficerMid-levelMarketingManagersCustomer ContactManagersStrategicPlanningMarketingImplementationCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-2

The Marketing Implementation Process -Components of Marketing Implementation

Copyright 2000 by Houghton Mifflin Company. All rights reserved.22-3

The Strategic Planning, Implementation, and Control Processes

The Business Unit Strategic-Planning Process

Approaches to Marketing ImplementationInternal MarketingExternal CustomersInternal CustomersTotal Quality Management (TQMCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-6

Approaches to Marketing Implementation Internal Marketing FrameworkMarketing ImplementationMarketing StrategyInternal MarketingProgram

Marketing MixExternal MarketingProgram

Marketing MixTarget Groups Withinthe OrganizationCustomer Groups orTarget MarketsCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-7

TQMs PrinciplesContinuous Quality ImprovementBenchmarkingEmpowered EmployeesEmpowermentQuality-Improvement TeamsOrganizing Marketing ActivitiesThe Role of Marketing in an Organizations StructureAdopting the Marketing ConceptCustomers Needs Are PivotalConcentrating on Discovering Buyers Wants and Fulfilling Them So as to Achieve Organizational GoalsCloser Coordination with Other Functional AreasCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-9

Organizing Marketing Activities Alternatives for Organizing the Marketing UnitAuthority at This LevelCentralizedCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-10

CentralizedAuthority at This LevelDecentralizedOrganizing Marketing Activities Alternatives for Organizing the Marketing UnitCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-11

Organizing Marketing ActivitiesOrganizing by FunctionsOrganizing by ProductsOrganizing by RegionsOrganizing by Types of CustomersCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-12

Motivating Marketing PersonnelCommunicating Within the Marketing UnitCoordinating Marketing ActivitiesEstablishing a Timetable for ImplementationImplementing Marketing ActivitiesCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-13

Establishment of PerformanceStandardsEvaluationof ActualPerformanceControlling Marketing ActivitiesMarketing Control ProcessCorrectiveAction ifNecessaryCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-14

Methods of Evaluating PerformanceSales Analysis

Marketing Cost AnalysisCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-15

FixedCostsVariableCostsTraceableCommonCostsNontraceable CommonCostsMethods of Evaluating Performance Marketing Cost AnalysisCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-16

Marketing AuditCustomer-Service Audit

Methods of Evaluating Performance The Marketing AuditCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-17

HOW COSTS ARE DEALTWITH DEPENDS ON THEAPPROACH USED BY THE ANALYST. IT CAN BE . . . Methods of Evaluating Performance Marketing Cost AnalysisCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-18

FULL-COST APPROACHDIRECT-COST APPROACHMethods of Evaluating Performance Marketing Cost AnalysisCopyright 2000 by Houghton Mifflin Company. All rights reserved.22-19