Marketing Implementation

and Control

Marketing implementation
Marketing implementation is the process of executing
the marketing strategy by creating and performing
specific actions that will ensure the achievement of
the firms marketing objectives.

Intended strategy
and a realized strategy
Intended marketing strategy is what the firm wants
to happen it is the firms planned strategic choices
that appear in the marketing plan itself. The realized
marketing strategy, on the other hand, is the
strategy that actually takes place.

The Link Between Planning and Implementation

In reality, planning and implementation intertwine
within the marketing planning process. Many of the
problems of marketing implementation occur because
of its relationship to strategic planning. The three
most common issues in this relationship are
interdependency, evolution, and separation.
Interdependency
Evolution
Separation

THE SEPARATION OF PLANNING AND IMPLEMENTATION

The Elements of Marketing Implementation

McKinsey 7s model
McKinsey 7s modelis atoolthat analyzes
firmsorganizational designby looking at 7 key
internal elements: strategy, structure, systems,
shared values, style, staff and skills, in order to
identify if they are effectively aligned and allow
organization to achieve its objectives.
The model can be applied to many situations and is a
valuable tool when organizational design is at question.
The most common uses of the framework are:
To facilitate organizational change.
To help implement new strategy.
To identify how each area may change in a future.
To facilitate the merger of organizations.

Strategy
Strategyis a plan developed by a firm to achieve
sustained competitive advantage and successfully
compete in the market. What does a well-aligned
strategy mean in 7s McKinsey model? In general, a
sound strategy is the one thats clearly articulated, is
long-term, helps to achieve competitive advantage and
is reinforced by strong vision, mission and values.

Structure
Structurerepresents the way business divisions and
units are organized and includes the information of
who is accountable to whom. In other words,
structure is the organizational chart of the firm. It
is also one of the most visible and easy to change
elements of the framework.

Systems
Systemsare the processes and procedures of the
company, which reveal business daily activities and
how decisions are made. Systems are the area of the
firm that determines how business is done and it
should be the main focus for managers during
organizational change.

Skills
Skillsare the abilities that firms employees perform
very well. They also include capabilities and
competences. During organizational change, the
question often arises of what skills the company will
really need to reinforce its new strategy or new
structure.

Staff
Staffelement is concerned with what type and how
many employees an organization will need and how
they will be recruited, trained, motivated and
rewarded.

Style
Stylerepresents the way the company is managed by
top-level managers, how they interact, what actions
do they take and their symbolic value. In other words,
it is the management style of companys leaders.

Shared Values
Shared Valuesare at the core of McKinsey 7s model.
They are the norms and standards that guide
employee behavior and company actions and thus, are
the foundation of every organization.

IMPLEMENTATION APPROACHES
Implementation by Command
Marketing strategies are developed at the top of the
organizational hierarchy and then passed to lower
levels where frontline managers and employees are
expected to implement them.
Implementation through Change
The firm is modified in ways that will ensure the
successful implementation of the chosen marketing
strategy.

IMPLEMENTATION APPROACHES
Implementation through Consensus
Different areas of the firm come together to
brainstorm and develop the marketing strategy.
Through collective agreement, a consensus is reached
as to the overall direction of the firm.
Implementation as Organizational Cultural
Basic Premise: Marketing strategy is a part of the
overall mission and vision of the firm; therefore, the
strategy is embedded in the firms culture. Top
executives manage the firms culture to ensure that
all employees are well versed in the firms strategy.

Internal Marketing and Marketing

Implementation
Internal marketing refers to the use of a marketinglike approach to motivate, coordinate, and integrate
employees toward the implementation of the firms
marketing strategy. The goals of internal marketing
are to
(1) help all employees understand and accept their roles
in implementing the marketing strategy,
(2) Create motivated and customer-oriented employees,
and
(3) deliver external customer satisfaction.

THE INTERNAL MARKETING PROCESS

MARKETING CONTROL
Formal Controls: Control Activities Initiated by
Management
Input controlsactions taken prior to implementation
of the strategy
Employee recruitment, selection, and training
processes
Human resource allocations
Allocation of financial resources
Capital outlays
Research and development expenditures

MARKETING CONTROL
Process controlsactions taken during implementation
of the strategy

Employee evaluation and compensation systems

Employee authority and empowerment
Internal communication programs
Lines of authority/structure (organizational chart)
Management commitment to the marketing plan
Management commitment to employees

MARKETING CONTROL
Output controlsevaluated after implementation of the
strategy
Formal performance standards (for example, sales,
market share, and profitability)
Marketing audits

MARKETING CONTROL
Informal Controls: Unwritten Control Activities
Initiated by Employees
Employee self-controlcontrol based on personal
expectations and goals
Job satisfaction
Organizational commitment
Employee effort
Commitment to the marketing plan

MARKETING CONTROL
Social controlsmall-group control based on group
norms and expectations
Shared organizational values
Social and behavioral norms in work groups

MARKETING CONTROL
Cultural controlcultural control based on
organizational norms and expectations
Organizational culture
Organizational stories, rituals, and legends
Cultural change