Marketing Implementation and Control

Part Seven
Implementation and Electronic Marketing
22
Marketing Implementation and Control
Copyright Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook
Chapter Learning Objectives

To describe the marketing implementation process and the major approaches to marketing implementation To identify the components of the marketing implementation process To understand the role of the marketing unit in a firms organizational structure To describe the alternatives for organizing a marketing unit To understand the control processes used in managing marketing strategies
Copyright Houghton Mifflin Company. All rights reserved. 222
Chapter Learning Objectives (contd)

To explain how cost and sales analyses are used to evaluate the performance of marketing strategies To identify the major components of a marketing audit
Copyright Houghton Mifflin Company. All rights reserved.
223
Chapter Outline
The Marketing Implementation Process Approaches to Marketing Implementation Organizing Marketing Activities Organizing the Marketing Unit Implementing Marketing Activities Controlling Marketing Activities Methods of Evaluating Performance The Marketing Audit
224
The Marketing Implementation Process

Marketing Implementation
The process of putting marketing strategies into action
Intended Strategy
The strategy that the company decides on during the planning phase
Realized Strategy
The strategy that actually takes place
Intended Strategy
Implementation
Realized Strategy
225
Problems in Implementing Marketing Activities

Marketing Strategy Implementation
Marketing strategy and implementation are related.
Marketing strategy and implementation are constantly evolving.
The responsibility for marketing strategy and implementation is separated.
226
Separation of Strategic Planning and Marketing Implementation
Source: Figure adapted from Marketing Strategy by O. C Ferrell, Michael D. Hartline, and George H. Lucas, Jr.,. Copyright 2002 Harcourt Brace & Company. Reproduced by permission of the publisher. Copyright Houghton Mifflin Company. All rights reserved.
FIGURE 22.1
227
FIGURE 22.2
Approaches to Marketing Implementation

Internal Marketing
Coordinating internal exchanges between the firm and its employees to achieve successful external exchanges between the firm and its customers Helping employees understand and accept their roles in the marketing strategy External customers
Individuals who patronize a business
Internal customers
A companys employees
229
The Internal Marketing Framework
Source: Adapted from Nigel F. Piercy, Market-Led Strategic Change, Copyright 1992, Butterworth-Heinemann Ltd., p. 371. Used with permission. Copyright Houghton Mifflin Company. All rights reserved.
FIGURE 22.3
2210
Components of Total Quality Management
Total Quality Management
Continuous Quality Improvement
Empowered Employees
Quality Improvement Teams
2211
Total Quality Management

Total Quality Management (TQM)
A philosophy that uniform commitment to quality in all areas of the organization will promote a culture that meets customers perceptions of quality

A slow, long-term process of creating small improvements in quality by building quality from the very beginning
Benchmarking
Comparing the quality of the firms goods, services, or processes with that of the best-performing competitors
2212
Total Quality Management (contd)

Empowerment
Giving customer-contact employees authority and responsibility to make marketing decisions on their own

A team of employees drawn from a cross-section of jobs within the organization that works on quality improvement issues
2213
Organizing Marketing Activities (contd)

The Role of Marketing in an Organization
Understanding customer needs and desires
Organizational goals for customer value and firm profitability
Marketing Concept
Close coordination of organizational units

Organizing Marketing Activities

The Role of Marketing in an Organizations Structure Adopting the Marketing Concept
Understanding that the customers needs and desires are pivotal to marketing strategy decisions Concentrating on discovering buyers wants and fulfilling them so as to achieve organizational goals Closer coordination with other functional areas to ensure that the proper volume and variety of products are available to support marketing efforts
2215
Alternatives for Organizing the Marketing Unit

Centralized Organization
A structure in which top management delegates little authority to levels below it
Decentralized Organization
A structure in which decision-making authority is delegated as far down the chain of command as possible
2216
Organizing the Marketing Unit
Alternatives for Organizing the Marketing Unit
Centralized or Decentralized
Marketing Functions
Product Groups
Geographic Regions
Customer Types
2217
Implementing Marketing Activities

Motivating Marketing Personnel Communicating Within the Marketing Unit Marketing Activites Coordinating Marketing Activities Establishing a Timetable for Implementation
Example of an Implementation Timetable
FIGURE 22.4
The Marketing Control Process
FIGURE 22.5
Controlling Marketing Activities

Marketing Control Process
Establishing performance standards and trying to match actual performance to those standards
Establishing Performance Standards

Expected levels of performance
Taking Corrective Action

Improve actual performance Reduce or change the performance standards Do both
2221
Controlling Marketing Activities (contd)

Problems in Controlling Marketing Activities
Lack of the information required to control activities Uncontrollable influence of market environment changes on marketing activities Time lag that occurs between marketing campaigns and their results delays corrective actions
2222
Methods of Evaluating Performance

Sales Analysis
Using sales figures to evaluate a firms current performance A common method of evaluation that uses sales transactions in dollars or units sold per sales group or individual salesperson to evaluate performance
Market Share Analysis

Measuring marketing performance by the percentage of an industrys total sales that an individual firm captures
2223
Methods of Evaluating Performance (contd)

Marketing Cost Analysis
Breaking down and classifying costs to determine those that stem from specific marketing activities
Cost Classification
Fixed costs Variable costs Traceable common costs Nontraceable common costs
Allocation
Costs based on how money was actually spent Costs directly attributable to production and selling volume Costs allocated indirectly to the functions they support Costs assignable only on an arbitrary basis
2224
Methods of Evaluating Performance (contd)

Marketing Cost Analysis (contd)
Full-cost approach
Including direct costs and both traceable and nontraceable common costs in the cost analysis
Direct-cost approach
Including only direct costs and traceable common costs in the cost analysis
2225
The Marketing Audit

Marketing Audit
A systematic examination of the marketing groups objectives, strategies, organization, and performance
Identifies weaknesses in ongoing marketing operations and plans improvements
Customer service audit

A comparison of the performance of specific customer service activities with service goals and standards
Ensuring a successful audit

Focus questions on the right issues Be systematicfollow a step-by-step plan Interview and consult with as diverse group of employees as possible
2227
2228
2229
2230
After reviewing this chapter you should:

Be able to describe the marketing implementation process, and the major approaches to marketing implementation. Understand the components of the marketing process. Know about the role of the marketing unit in the firm's organizational structure. Be able to identify the alternatives for organizing a marketing unit. Understand the control processes used in managing marketing strategies.
After reviewing this chapter you should:

Know how costs and sales analyses are used to evaluate the performance of marketing strategies. Be aware of the major components of a marketing audit.
2232
Chapter 22 Supplemental Slides

Key Terms and Concepts

The following slides (a listing of terms and concepts) are intended for use at the instructors discretion. To rearrange the slide order or alter the content of the presentation
select Slide Sorter under View on the main menu. left click on an individual slide to select it; hold and drag the slide to a new position in the slide show. To delete an individual slide, click on the slide to select, and press the Delete key. Select Normal under View on the main menu to return to normal view.
Important Terms
The process of putting marketing strategies into action
Intended Strategy
The strategy that the company decides on during the planning phase
Realized Strategy
The strategy that actually takes place
Internal Marketing
Coordinating internal exchanges between the firm and its employees to achieve successful external exchanges between the firm and its customers
Important Terms
External Customers
Individuals who patronize a business
Internal Customers
A companys employees
Total Quality Management (TQM)

A philosophy that uniform commitment to quality in all areas of the organization will promote a culture that meets customers perceptions of quality

A slow, long-term process of creating small improvements in quality by building quality from the very beginning
Important Terms
Benchmarking
Comparing the quality of the firms goods, services, or processes with that of the best-performing competitors
Empowerment
Giving customer-contact employees authority and responsibility to make marketing decisions on their own

A team of employees drawn from a cross-section of jobs within the organization that works on quality improvement issues
2237
Important Terms
Centralized Organization
A structure in which top management delegates little authority to levels below it
Decentralized Organization
A structure in which decision-making authority is delegated as far down the chain of command as possible
Marketing Control Process

Establishing performance standards and trying to match actual performance to those standards
2238
Important Terms
Sales Analysis
Using sales figures to evaluate a firms current performance
Market Share Analysis

Measuring marketing performance by the percentage of an industrys total sales that an individual firm captures
Marketing Cost Analysis

Breaking down and classifying costs to determine those that stem from specific marketing activities
Fixed Costs
Costs based on how money was actually spent
Important Terms
Variable Costs
Costs directly attributable to production and selling volume
Traceable Common Costs

Costs allocated indirectly to the functions they support
Nontraceable Common Costs

Costs assignable only on an arbitrary basis
Full-Cost Approach
Including direct costs and both traceable and nontraceable common costs in the cost analysis
2240
Important Terms
Direct-Cost Approach
Including only direct costs and traceable common costs in the cost analysis
Marketing Audit
A systematic examination of the marketing groups objectives, strategies, organization, and performance
Customer Service Audit

A comparison of the performance of specific customer service activities with service goals and standards
2241
Transparency Figure 22D
Road Blocks to Implementing Public Relations or Advertising

This survey asked executives the single biggest obstacle they face when coordinating a PR or advertising campaign. While cost is a big issue, lack of other executives support is also a problem.
Source: Sales and Marketing Management, Sept. 2001, p.56. Used with permission.
2242
Transparency Figure 22G
Americans Work the Most Hours

The USA led the world in average annual hours worked in 2000:
Source: USA Today, October 11, 2001, p. B1. Used with permission.
2243

Marketing Implementation and Control

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Marketing Implementation and Control

Transféré par

Droits d'auteur :

Formats disponibles

Part Seven

Implementation and Electronic Marketing

Chapter Learning Objectives

Chapter Learning Objectives (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

The Marketing Implementation Process

Copyright Houghton Mifflin Company. All rights reserved.

Problems in Implementing Marketing Activities

Marketing strategy and implementation are related.

Marketing strategy and implementation are constantly evolving.

The responsibility for marketing strategy and implementation is separated.

Copyright Houghton Mifflin Company. All rights reserved.

Separation of Strategic Planning and Marketing Implementation

Approaches to Marketing Implementation

Copyright Houghton Mifflin Company. All rights reserved.

The Internal Marketing Framework

Components of Total Quality Management

Total Quality Management

Continuous Quality Improvement

Quality Improvement Teams

Copyright Houghton Mifflin Company. All rights reserved.

Total Quality Management

Continuous Quality Improvement

Copyright Houghton Mifflin Company. All rights reserved.

Total Quality Management (contd)

Quality Improvement Teams

Copyright Houghton Mifflin Company. All rights reserved.

Organizing Marketing Activities (contd)

Close coordination of organizational units

Organizing Marketing Activities

Copyright Houghton Mifflin Company. All rights reserved.

Alternatives for Organizing the Marketing Unit

Copyright Houghton Mifflin Company. All rights reserved.

Organizing the Marketing Unit

Alternatives for Organizing the Marketing Unit

Copyright Houghton Mifflin Company. All rights reserved.

Implementing Marketing Activities

Example of an Implementation Timetable

The Marketing Control Process

Controlling Marketing Activities

Establishing Performance Standards

Taking Corrective Action

Copyright Houghton Mifflin Company. All rights reserved.

Controlling Marketing Activities (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Methods of Evaluating Performance

Market Share Analysis

Copyright Houghton Mifflin Company. All rights reserved.

Methods of Evaluating Performance (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Methods of Evaluating Performance (contd)

Copyright Houghton Mifflin Company. All rights reserved.

The Marketing Audit

Customer service audit

Ensuring a successful audit

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

After reviewing this chapter you should:

After reviewing this chapter you should:

Copyright Houghton Mifflin Company. All rights reserved.