1. Strategic Marketing 1. Imperatives for Market-Driven Strategy
2. Markets and Competitive Space
3. Strategic Market Segmentation
4. Strategic Customer Relationship Management
5. Capabilities for Learning about Customers and Markets
6. Market Targeting and Strategic Positioning
7. Strategic Relationships
8. Innovation and New Product Strategy
9. Strategic Brand Management
10. Value Chain Strategy
11. Pricing Strategy
12. Promotion, Advertising and Sales Promotion Strategies
13. Sales Force, Internet, and Direct Marketing Strategies
14. Designing Market-Driven Organizations
15. Marketing Strategy Implementation And Control

2. Marketing Strategy Implementation and Control
Chapter 15
Marketing Strategy
Implementation
and Control
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

3. Marketing strategy implementation and control
The strategic marketing planning process
Implementing the strategic marketing plan
Strategic marketing evaluation and control
Marketing performance measurement
Global issues for planning, implementation and control

4. Marketing strategy implementation and control
Fiat - strategic turnaround in auto industry
Debts, losses, market share falling, reputation for low quality, diversification
Recovery strategy of radical restructuring, dismantling management and bureaucracy
Marketing, operations and R&D overhauled - small car focus
Range of strategic relationships established

5. The strategic marketing planning process
The marketing plan guides implementation
Contents of the marketing plan
Managing the planning process

6. Strategy and planning relationships
MARKETING STRATEGY
Annual
Marketing
Planning
Annual
Marketing
Planning
Annual
Marketing
Planning
Implementation
Control and Evaluation
Revision
Implementation
Control and Evaluation
Revision

7. MARKETING PLAN OUTLINE
I. Strategic Situation Summary
Summarize the key points from your situation analysis (market
analysis, segments, industry/competition) in order to recount the
major events and provide information to better understand the
strategies outlined in the marketing plan.
II. Market-Targets and Objectives
The market target may be defined demographically (key characteristics only), geographically, or in social/economic terms. Each market target should have needs and wants that differ to
some degree from other targets. These differences may be with
respect to types of products purchased, use situation, frequency
of purchase, and other variations that indicate a need to alter the
positioning strategy to fit the needs and wants of each target.
An objective is a quantified goal identifying what is expected
when. It specifies the end results expected. The objectives should
be written for each target market. Objectives should also be
included for the following program components: (1) product,
(2) price, (3) distribution, (4) promotion (salesforce, advertising,
sales promotion, and public relations), and (5) technical services.

8. MARKETING PLAN OUTLINE
III. Positioning Statements
Write statements that describe how you want each market
target to perceive each product relative to competition. State the
core concept used to position the product (brand) in the eyes and
mind of the targeted buyer. The positioning statement should
describe: (1) What criteria or benefits the customer considers when
buying a product along with the level of importance, (2) What we
offer that differentiates our product from competition, and (3) The
limitations of competitive products.

9. IV. Market Mix Strategy for Each Market Target
A. Product Strategy
Identify how each product fits the market target. Other issues
that may be addressed would be new product suggestions,
adjustments in the mix of existing products, and product
deletion candidates.
B. Price Strategy
The overall pricing strategy (I.e., competitive, premium-priced,
etc.) should be identified along with a cost/benefit analysis if
applicable. Identify what role you want price to play, i.e.,
increase share, maintenance, etc.

10. IV. Market Mix Strategy for Each Market Target
C. Distribution Strategy
Describe specific distribution strategies for each market
target. Issues to be addressed are intensity of distribution
(market coverage), how distribution will be accomplished, and
assistance provided to distributors. The role of the sales force
in distribution strategy should also be considered.
D. Promotion Strategy
Promotion strategy is used to initiate and maintain a flow of
communication between the company and the market target.
To assist in developing the communications program, the
attributes or benefits of our product should be identified for
each market target. How our product differs from competition
(competitive advantage) should be listed. The sales force’s
responsibilities in fulfilling the market plan must be integrated
into the promotion strategy. Strategies should be listed for
(1) personal selling, (2) advertising, (3) sales promotion, and
(4) public relations.

11. E. Marketing Research
Describe the market research problem and the kind of
information needed. Include a statement which addresses
why this information is needed. The specific market research strategies can be written once the above two steps have been followed.
V. Coordination with Other Business Functions
Indicate other departments/functions that have responsibilities for implementing the marketing plan.
VI. Sales Forecasts and Budgets
VII. Contingency Plans
Indicate how your plans should be modified if events should occur that are different from those assumed in the plan.

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

13. Implementing the strategic marketing plan (1)
Implementation process
Structural issues
Behavioral issues
Building implementation effectiveness
Organizational design
Incentives
Communications
Internal marketing
Comprehensive approach to improving implementation

14. Implementation process
Activities to
be implemented
Responsibility for
implementation
How implementation
will be done
IMPLEMENTATION
PROCESS
Time and location
of implementation

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

16. 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

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

18. Implementing the strategic marketing plan (2)
Internal strategy-organization fit
Organizational stretch
The role of external organization

19. Strategic marketing evaluation and control (1)
Customer relationship management
Overview of control and evaluation activities
Find new opportunities/avoid threats
Keep performance in line with expectations
Solve specific problems

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

21. Evaluation and control
Conduct
strategic
marketing
audit
Select performance
criteria and
choose relevant
marketing metrics
Obtain and
analyze
information
Assess
performance and
take necessary
action

22. Strategic marketing evaluation and control (2)
The strategic marketing audit
Results provide basis for selecting performance criteria to assess actual performance against lans

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

24. Marketing performance assessment (1)
The importance of marketing metrics
The use of marketing metrics
Types of marketing metrics
Selecting relevant metrics
Designing a management dashboard

25. Marketing metrics (A) Marketing metrics focusing on operations
Competitive and customer metrics
Profitability metrics
Product and portfolio metrics
Customer profitability metrics
Sales and channel metrics
Pricing metrics
Promotion metrics
Advertising, media and web metrics
Financial metrics

26. Marketing metrics (B) Brand equity metrics Familiarity Penetration
What they think about the brand
What they feel
Loyalty
Availability
Innovation metrics
Strategy
Culture
Outcomes

27. Marketing metrics (C) Internal market metrics
Awareness of corporate goals
Perceived caliber of employer
Relative employee satisfaction
Commitment to corporate goals
Employee retention
Perceived resource adequacy
Appetite for learning
Freedom to fail
Customer-brand empathy
Internal process metrics
E.g., internal communications

28. Marketing performance assessment (2)
Interpreting performance measurement results
Opportunities and performance gaps
Problem/opportunity definition
Interpreting information
Determining normal and abnormal variability
Deciding what actions to take

29. Global issues for planning, implementation and control
Global marketing planning
Additional complexity
Simplifying assumptions
Limited information availability
Accommodate international strategy variability
Implementation globally
Importance of relationships between domestic and international executives
Performance measurement and control globally
International markets may require different metrics