CRAVENSCRAVENS

PIERCYPIERCY

8/e8/eMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All

Rights Reserved.

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ChapterFifteen

Marketing StrategyImplementation

and Control

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Marketing Strategy Implementation and

Control

The marketing plan Implementing the plan Strategic evaluation and

control Performance criteria and

information needs Performance assessment

and action

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The Marketing Plan

How the marketing plan guides implementation

Contents of the marketing plan

Managing the planning process

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MARKETTARGET(S)

OBJECTIVESPROGRAM

POSITIONINGSTRATEGY

Marketing Strategy Overview

15-6Exhibit 15-1

Marketing Planning Relationships

MARKETINGSTRATEGY

Annual Marketing Plan Implementation

Evaluation Revision

Annual Marketing Plan

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Contents of theMarketing Plan

(Sonesta Hotels Example)

I IntroductionII Marketing PositionIII The ProductIV Marketplace OverviewV The CompetitionVI Marketing DataVII Strategy by Market SegmentVIII AdvertisingIX Public RelationsX Summary

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Dimensions of Planning Process

MarketingPlanningProcess

AnalyticalProcess

Dimension

BehavioralProcess

Dimension

OrganizationalProcess

Dimension

TechniquesProceduresSystemsPlanning Models

ManagerialperceptionsParticipationStrategic assumptions

StructureInformationCulture

ProcessConsistency

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Implementing the Plan

Implementation process Improving implementation Internal marketing A comprehensive approach to

improving implementation Internal strategy-structure Fit Developing a market orientation The role of external

organization

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The Implementation Process

Activitiesto be

implemented

Howimplementation

will be done

Responsibilityfor

implementation

Time andlocation of

implementation

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ImprovingImplementation

SkilledImplementers

Incentives

OrganizationalDesign

EffectiveCommunications

Improving Implementation

InternalMarketing

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Internal Marketing

Strategy

Plan

ExternalMarketingProgram

InternalMarketingProgram

Internal MarketingProgram:Targeted at keygroups in thecompany, alliancepartner companies,and other influencers

External MarketingProgramTargeted at keycustomers, segmentsand niches, and otherexternal influencers

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BALANCEDSCORECARD

MANAGEMENTCONTROLSYSTEM

FinancialMeasures

InternalBusinessProcessMeasures

CustomerMeasures

LearningandInnovationMeasures

Comprehensive Approach to Improving Implementation

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Factors Affecting the Implementationof Business and Marketing Strategies

Source: Harper W. Boyd, Jr., and Orville C. Walker, Jr., Marketing Management (Burr Ridge, IL: Richard D. Irwin, 1990), 826.

Corporatestrategy

Externalenvironment

Corporate-SBUrelationship

SBU’sorganization

structure;interfunctionalcoordination

processes

SBU’sstrategy

ManufacturingR & D Finance Marketingpolicies andstrategies

Marketingplans forindividual

product-marketentries

SBU’sperformance

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Strategic Evaluation and

Control Customer relationship

management (CRM) Overview of evaluation

activities The strategic marketing

audit

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Data Mining and CRM

Victoria’s Secret - Data mining to improve inventory decisions Music company - People over 62 buy rap music Wal-Mart - Data mining so each store adapts merchandizing to local preferences AT&T - CRM data to identify profitability of individual customer and adapt service levels

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Find NewOpportunities

or AvoidThreats

SolveSpecific

Problems

KeepPerformance

on Target

Evaluation Activities

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Strategic Marketing Evaluationand Control

Conduct strategicmarketing audit

Select performance criteria, measures, and metrics

Obtain and analyze information

Assess performance and take necessary action

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Strategic Marketing Audit

Corporate Mission and Objectives

Business Composition and Strategies

Marketing Strategy (for each planning unit)

Marketing Program Activities

Implementation and Management

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Performance Criteria and Information

Needs Selecting performance

criteria and measures Marketing metrics Obtain and analyze

information

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Marketing MetricsExternal market metrics

Financial measures Sales value/volumeMarketing investmentProfit

Brand equity Relative satisfactionCommitmentRelative perceived qualityRelative priceAvailability

Internal Market metrics

Innovation health Strategyand employee Culturealignment and Outcomescommitment

Source: Tim Ambler, Marketing and the Bottom-Line, 2nd ed., Hemel Hempstead:Prentice-Hall, 2003.

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Performance Assessment and Action

Opportunities and performance gaps

Determining normal and abnormal variability

Deciding what actions to take