Académique Documents
Professionnel Documents
Culture Documents
Key Components of the Plan Implementing the Plan Structures for Implementation
Effective communication
The Marketing Audit Description of Your Organisations Activities Value offer/Market Description Detail of all Value offering (Products) in portfolio Detail of the market(s) served by the organisation Marketing Information - Research
Introduction and Overview General Organisation Description Product/Market Description Main Value Offer -Core products What markets are served What sector is the organisation in What is the current state of this market/industry? (overall assessment) Corporate Goals Corporate Objectives
Economic/fiscal Landscape Political/regulatory/legal Landscape Social/cultural Landscape Technological Landscape Physical Environmental Issues Market Trends Competitive Analysis Industry structure Market characteristics Competition Industry profitability
Market potential, Sales Potential, Marketing Programs Proposed Marketing Research/Market Intelligence Time-Tabling Activities
Implementation System
No matter how well a plan is conceived and written, it is the implementation of the intended plan that is the critical element of success. An effective method of communicating the plan's objectives, strategies and tactics is necessary to convince or persuade employees to adopt the plan. This is part of Internal Marketing Communication. The early involvement of implementers and continuous communication of the plan contents to other people in the organisation are often regarded as sound techniques to achieve effective implementation.
The process for establishing implementation can be listed as having three major stages. The Plan Approval Stage; this requires that the plan be given official approval by senior management. The second stage, is the actual implementation, and it management and control by the marketing managers in order for immediate and primary feedback as to what is happening in the marketplace during the plan implementation. The third stage of the process is the analysis of performance with the use of marketing information systems and procedures and the adoption of marketing audits.
Results
What counts is results. Results do not occur until something happens, until it is implemented. Plans don't bring results by themselves and wont work without commitment to success. Structures for Implementation.
Fast response and swift implementation
calls for effective organisational structure. The traditional multi layer hierarchical structure is in all probability an outmoded concept.
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Effective Implementation
Effective communication
A flatter management structure
allows everyone to get into the act. People are the engine which will power your strategy. The effective inclusion of everyone in ensuring that the strategy is successful is like running on all cylinders.
Senior management needs effective communication to enable faster response to changing circumstances. As John Le Carre once wrote, 'a desk is a dangerous place from which to view the world.' It therefore behoves management to get down to the coal face or to ensure that the perceptions from the market place get to them quickly and effectively.
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- Listen to the people who listen to the market. - Listen directly to the market. - Learn to see things as they are, get around and stay in touch. - Make curiosity an organisational asset. Actively encourage people to talk to you. Remember listening is not a positive activity. To be effective it will be hard work. Where it is not possible to spend enough time close to the action ensure that you stay in touch through building effective relationships and networks.
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2. Information gathered on progress against this plan. (What is.) 3. Prediction of the operation's ability to meet its objectives, given where we are now (What will be.) 4. Action to correct the deviation if deemed serious - and if action can be taken. (What to do.)
define the activities and show the interrelationship between tasks, (2) evaluate alternative tactics to get to market faster, (3) establish responsibilities of various functional units, (4) check progress at intervening durations against original schedules, (5) forecast bottlenecks, (6) re-plan and redesign to avoid bottlenecks, and (7) assure quality while getting to market fast.
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There are basically three sets of tools or approaches to measuring marketing's contribution to increasing value for the organisation.
Financial Measures
Financial measures relating to marketing decisions are usually centred on the: costs incurred by the marketing decisions; sales revenue generated by those costs; inventory and logistics costs based on particular marketing campaigns sometimes causing larger inventory holdings due to the failure of the campaigns. Trends Trends in the financial measures over a period of time can be most helpful in assessing current performance. Financial ratios, such as liquidity ratios (the ability to pay debts in the short-term) and profitability ratios (the capacity for financial stability), are also common marketing measures.
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Non-Financial Measures
There are many non-financial indicators of performance,. The most common are: those relating to sales in volume, unit or quantity terms; share of the markets for the different brands compared to competitors; customer satisfaction levels, including the number of complaints; buyer behaviour trends including communicating and brand awareness rates - demand or rates of responses to the marketing effort, such as number of customer; customers request to form a strategic alliance.
As with the financial measures, the trends, ratios and comparisons with past results or with competitors are used for non-financial measures.
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Combined Approaches
The combination of financial and non-financial measurements appeals to management because it is seen as an equitable assessment process. There are other approaches to assessing performance but for our purposes we will discuss a brand value approach, a marketing audit approach and customer service measurement. Services - Measuring complaints An organisation's ability to process and understand customer service issues reflects its marketing orientation. The recording and gathering of complaints is one way organisations can understand their market places and plan better performance by providing enhanced value exchange mechanisms. Measurement (and subsequent effective action) of complaints is a source for improved customer service and value.
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The measure chosen must: provide an operational and objective view of the customer service element being monitored; and reflect the customer's perspective, that is, measure those service elements that the customer, not the supplier, believes delivers value.
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