35 terms

RCSC 400 Chapter 9


Terms in this set (...)

Marketing implementation is critical to
the success of any firm because it is responsible for putting the marketing strategy into action.
Marketing implementation has been somewhat
ignored throughout the history of business as most firms have emphasized strategic planning rather than strategic implementation.
Marketing implementation is the process of
executing the marketing strategy by creating and performing specific actions that will ensure the achievement of the firm's marketing objectives.
Marketing implementation goes hand-in-hand with
evaluation and control in determining the success or failure of the marketing strategy, and ultimately for the entire firm.
Marketing implementation is usually the cause for
the difference between intended marketing strategy and realized marketing strategy
intended marketing strategy
what the firm wants to happen
realized marketing strategy
the strategy that actually takes place
Marketing implementation maintains a relationship with strategic planning that causes three major problems:
interdependency, evolution, and separation.
The elements of marketing implementation include:
Marketing strategy, Shared goals and values, Marketing structure, Resources, People, Leadership
Marketing strategy
the firm's planned product, pricing, distribution, and promotion activities.
Shared goals and values
the glue of implementation that holds the entire firm together as a single, functioning unit.
Marketing structure
how the firm's marketing activities are organized.
Systems and processes
collections of work activities that absorb a variety of inputs to create information and communication outputs that ensure the consistent day-to-day operation of the firm.
include a wide variety of tangible and intangible assets that can be brought together during marketing implementation.
the quality, diversity, and skill of a firm's human resources. The people element also includes employee selection and training, evaluation and compensation, motivation, satisfaction, and commitment.
how managers communicate with employees, as well as how they motivate their employees to implement the marketing strategy.
Approaches to implementing marketing strategy include
Implementation by command, Implementation through change, Implementation through consensus, Implementation as organizational culture
Implementation by command
marketing strategies are developed and selected by the firm's top executives, then transmitted to lower levels where frontline managers and employees are expected to implement them.
Implementation through change
focuses explicitly on implementation by modifying the firm in ways that will ensure the successful implementation of the chosen marketing strategy.
Implementation through consensus
upper- and lower-level managers from different areas of the firm work together to evaluate and develop marketing strategies.
Implementation as organizational culture
marketing strategy and implementation are seen as extensions of the firm's mission, vision, and organizational culture. Employees at all levels can participate in making decisions that help the firm reach its mission, goals, and objectives.
Internal marketing refers to
the use of a marketing-like approach to motivate, coordinate, and integrate employees toward the implementation of the firm's marketing strategy.
Internal marketing explicitly recognizes that
external customer satisfaction depends on the actions of the firm's internal customers—its employees.
If the internal customers are not properly educated about the strategy and motivated to implement it, then
it is unlikely that the external customers will be satisfied completely.
Internal marketing places the responsibility for implementation on
all employees regardless of their level within the firm.
Internal marketing is based on
many of the same principles used in traditional external marketing.
What elements of the internal marketing program are similar to the elements in the external marketing program?
product, price, distribution, and promotion
In evaluating and controlling marketing activities the firm's intended marketing strategy often differs from the realized strategy for four potential reasons:
(1) the marketing strategy was inappropriate or unrealistic,
(2) the implementation was inappropriate for the strategy,
(3) the implementation process was mismanaged, or
(4) the internal and/or external environments changed substantially between the development of the marketing strategy and its implementation.
In evaluating and controlling marketing activities it is important that
the potential for implementation failures be managed strategically by having a system of marketing controls in place.
In evaluating and controlling marketing activities firms design and use
formal input, process, and output controls to help ensure the successful implementation of the marketing strategy.
In evaluating and controlling marketing activities firms use
output controls, or performance standards, extensively to ensure that marketing outcomes are in line with anticipated results.
In evaluating and controlling marketing activities employees
individually (self-control), in workgroups (social control), and throughout the firm (cultural control) use personal objectives and group-based norms and expectations to informally control their behaviors.
Scheduling marketing activities requires that
employees know the specific activities for which they are responsible and the timetable for completing each activity.
Scheduling marketing activities can be a challenging task because
of the wide variety of activities required to execute the plan, the sequential nature of many marketing activities, and the fact that time is of the essence in implementing the plan.
Scheduling marketing activities involves five basic steps:
(1) identifying the specific activities to be performed,
(2) determining the time required to complete each activity,
(3) determining which activities must precede others,
(4) arranging the proper sequence and timing of all activities, and
(5) assigning responsibility to employees, managers, teams, or departments.