Chapter 4 Marketing Implementation

Implementation:Putting the Plan into Action Good marketing plan is future oriented and needs workable and realistic implementation. Implementation plan should answer ‘who’ ‘what’ ‘when’ ‘where’ and ‘why’. Answering to these questions will define the strategic and tactical directions the marketer must take to attain business goals.

Consumer Tracking Strategies Customer tracking system: Record individual purchasing habit and interest Purchase dates Length of warranty Categories of merchandise Gift or personal use Payment preferences

Consumer Tracking Strategies (cont.) Reporting Format: Mailing list of prospective customers. Customer service and maintenance record. Sales movements in planning advertising expenditures. The various ad placements might bear some identification code or key, such as different telephone number and addresses, each for different television station, magazine, or newspaper. ‘Coupon keys’ on mass media require to keep the vehicle’s performance. Tracking software will organize the information into easy-to- read report with color graphs and charts.

Keeping in touch With Customers s Global positioning satellite system(GPS) A differentiation factor in transportation alternatives that trucking firms can use to monitor and locate shipment throughout country. Sample of customer inquiries or replies electronically forwarded to the marketing department on daily basis. Replies should be send within 24 hours.

Setting Priorities for Action Marketing implementation can be simple or complex. It can require national, regional, or local efforts. It may bring together manufacturers, wholesalers, and retailers. Suppliers can be of great help since many marketers will outsource some crucial activities. Supporter on hiring an outside firm »Add fresh thinking and objectivity »Bring experience from other assignments

Setting Priorities for Action (cont.) Opponents on hiring outside firms »High cost. »Lack of proof or promise for success. »Incompetent staff in supplier’s organization. Checking suppliers »Current and past clients »Financial inquiry report using Dunn and Bradstreet »Research on supplier’s business practices Attention is paid to the client »Write into contract the name of contact »Identify software design team »Identify who in each firm will be the arbitrators if a problem or misunderstanding arise

Setting Priorities for Action (cont.) Suppliers’ key people or organizations working outside the company »Delineate the final outcome. »Control how the work or system are to be designed. »Decide how progress is to be measured. »Examine supplier’s staff and their qualifications. »How the maintenance of the Web site is to be performed. »What the length of the engagement is expected to be. »How and when supplier is to be paid.

Assigning Program Responsibilities Efficiency CPM(Cost per thousand) GRP(gross rating point) or TRP(target rating point) »Narrowly defined audiences for television. »Page hits. »Clickthroughs: number of pages visited in one hit. »Unique visitors: one visitor is counted once no matter how many times she/he visits the site. Effectiveness Is the lowest bid more/less important Rating the ideas/designs Quality Vs cost Pilot project

The Disadvantages of Implementation Company/client may not have a thorough understanding of what they have created. They may not know how to update and maintain. They may not know how to evolve it. As a result, their investment will be a loss.

Planning for Entire Year Sets out objectives and specific tasks for various Web page designs. Selecting and budgeting media support Training the retailers and sales people. Identifying many other potential objectives.

Measuring Performance Estimate acceptable goals, time and budget allocations. Different companies and different industries set different performance standards. Some companies set the standards by basing upon percentage of customers complaints.

Types of Customer Service Functions and Tools Answering customer inquires. Providing search and comparison capabilities. Providing Technical and other information. Letting customers track accounts or order status. Allowing customers to customize and order on-line.

Some Tools for Customer Service Personalized Web pages. Frequently asked questions. A chat room. s and automated response. Help desk and call center.

Net Impact of EC Computing and Electronics: E-business in 1999: $52.8 billion E-business in 2003: $410.3 billion Percentage of total in 2003: 37% Telecommunications: E-Business in 1999: $1.5 billion E-Business in 2003: $15 billion Percentage of total in 2003: 5% Financial services: E-Business in 1999: $14 billion E-Business in 2003: $80 billion Percentage of total in 2003: 6%

Net Impact of EC (cont.) Retailing: E-Business in 1999: $18.2 billion E-Business in 2003: $108 billion Percentage of total in 2003: 6% Energy: E-business in 1999: $11 billion E-Business in 2003: $170.1 billion Percentage of total in 2003: 12% Travel: E-Business in 1999: $12.8 billion E-Business in 2003: $67.4 billion Percentage of total in 2003: 17% Source: E-Business(2001/02), McGraw-Hill, pp