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

2. Chapter Fifteen Marketing Strategy Implementation and Control
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

3. Marketing Strategy Implementation and Control
The marketing plan
Implementing the plan
Strategic evaluation and control
Performance criteria and information needs
Performance assessment and action

4. The Marketing Plan How the marketing plan guides implementation
Contents of the marketing plan
Managing the planning process

5. Marketing Strategy Overview
TARGET(S)
PROGRAM
POSITIONING
STRATEGY
OBJECTIVES

6. Marketing Planning Relationships
Exhibit 15-1
Marketing Planning Relationships
MARKETING
STRATEGY
Annual
Marketing
Plan
Implementation
Evaluation
Revision
Annual
Marketing
Plan

7. Contents of the Marketing Plan (Sonesta Hotels Example)
I Introduction
II Marketing Position
III The Product
IV Marketplace Overview
V The Competition
VI Marketing Data
VII Strategy by Market Segment
VIII Advertising
IX Public Relations
X Summary

8. Dimensions of Planning Process
Analytical
Process
Dimension
Techniques
Procedures
Systems
Planning Models
Marketing
Planning
Process
Managerial
perceptions
Participation
Strategic
assumptions
Process
Consistency
Behavioral
Process
Dimension
Organizational
Process
Dimension
Structure
Information
Culture

9. 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

10. The Implementation Process
Activities
to be
implemented
How
implementation
will be done
Responsibility
for
implementation
Time and
location of
implementation

11. Improving Implementation
Skilled
Implementers
Effective
Communications
Organizational
Design
Improving
Implementation
Internal
Marketing
Incentives

12. Internal Marketing Strategy Plan Internal Marketing Program External
Targeted at key
groups in the
company, alliance
partner companies,
and other influencers
External Marketing
Program
Targeted at key
customers, segments
and niches, and other
external influencers

13. Comprehensive Approach to Improving Implementation
Financial
Measures
BALANCED
SCORECARD
MANAGEMENT
CONTROL
SYSTEM
Learning
and
Innovation
Measures
Customer
Measures
Internal
Business
Process
Measures

14. Factors Affecting the Implementation
of Business and Marketing Strategies
External
environment
Corporate
strategy
Corporate-SBU
relationship
SBU’s
strategy
SBU’s
organization
structure;
interfunctional
coordination
processes
R & D
Manufacturing
Finance
Marketing
policies and
strategies
Marketing
plans for
individual
product-market
entries
SBU’s
performance
Source: Harper W. Boyd, Jr., and Orville C. Walker, Jr., Marketing Management (Burr Ridge, IL: Richard D.
Irwin, 1990), 826.

15. Strategic Evaluation and Control
Customer relationship management (CRM)
Overview of evaluation activities
The strategic marketing audit

16. 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

17. Evaluation Activities
Find New
Opportunities
or Avoid
Threats
Solve
Specific
Problems
Keep
Performance
on Target

18. Strategic Marketing Evaluation
and Control
Conduct strategic
marketing audit
Select performance
criteria, measures, and metrics
Obtain and
analyze information
Assess performance
and take necessary
action

19. Strategic Marketing Audit
Corporate Mission and Objectives
Business Composition and Strategies
Marketing Strategy (for each planning unit)
Marketing Program Activities
Implementation and Management

20. Performance Criteria and Information Needs
Selecting performance criteria and measures
Marketing metrics
Obtain and analyze information

21. Marketing Metrics External market metrics
Financial measures Sales value/volume
Marketing investment
Profit
Brand equity Relative satisfaction
Commitment
Relative perceived quality
Relative price
Availability
Internal Market metrics
Innovation health Strategy
and employee Culture
alignment and Outcomes
commitment
Source: Tim Ambler, Marketing and the Bottom-Line, 2nd ed., Hemel Hempstead:
Prentice-Hall, 2003.

22. Performance Assessment and Action
Opportunities and performance gaps
Determining normal and abnormal variability
Deciding what actions to take