Strategic Marketing Implementation and Control

Strategic Marketing
Implementation and
Control
Chapter 15
Strategic CMO Capabilities
• Priorities include:
• Enhancing the capabilities and flexibility of
organizations
• Promoting consistency across the marketing
organization
15-2
Core CMO Tasks
• Establishing the role of marketing in the firm
• Owning the voice of the market
• Responsibility for marketing strategy
• Coordinating marketing with other areas of
the firm
• Running the marketing organization
• Identifying and leading the marketing
transformation effort
• Establishing a marketing performance metrics
15-3
The Strategic Marketing Planning
Process
• The strategic marketing plan:
• Indicates:
• Marketing objectives
• Strategy and tactics for accomplishing the objectives
• Guides implementation and control
15-4
Exhibit 15.2 - Dimensions of
Marketing Planning Process
Source: Adapted from Nigel F. Piercy, Market-Led Strategic Change: Transforming the Process of Going to Market, 4th ed. (Oxford: Elsevier, 2009), 461.
15-5
Implementation Process
• Influence of two sets of factors on marketing
strategy implementation:
• Structural issues including the company’s:
• Marketing functions
• Control systems
• Policy guidelines
• Behavioral issues concerning marketing managers’
skills in:
• Bargaining and negotiation
• Resource allocation
• Developing informal organizational arrangements
15-6
Exhibit 15.3 - The Implementation
Process
15-7
Building Implementation
Effectiveness
• Desirable implementation skills include:
• Ability to understand how others feel, and good
bargaining skills
• Strength to be tough and fair in putting people and
resources where they will be most effective
• Effectiveness in focusing on the critical aspects of
performance in managing marketing activities
15-8
Building Implementation
Effectiveness
• Factors facilitating the implementation
process:
• Organizational design
• Incentives
• Effective communications
15-9
Strategic Marketing Evaluation and
Control
• Customer relationship management
• Overview of control and evaluation activities
• The strategic marketing audit
15-10
Marketing Performance Measurement
15-11
The Importance of Marketing Metrics
• Ability to measure marketing performance is

related to:
• Company performance
• Profitability
• Stock returns
• Marketing’s stature within the organization
15-12
Types of Marketing Metrics
• Several ways of grouping marketing metrics:
• Some measures are associated with assessing:
• Competitive position
• Effectiveness with the customer
• Others address:
• Product profitability
• Product and portfolio performance
• Customer profitability
• Sales and channel effectiveness
• Pricing
• Promotion
• Advertising and Web activities
• Financial performance
15-13
Selecting Relevant Metrics
• Guidelines suggest that choices should be
made in the light of the need to:
• Measure performance relative to strategy
• Track performance relative to competitors
• Track performance relative to customers
• Track performance over time
• Model performance
15-14
Designing a Marketing Management
Dashboard
• Requires that senior management agree to
• A restricted set of key marketing metrics to
• Communicate and evaluate the company’s marketing
performance
• Facilitates:
• Control of short-term activities
• Longer-term planning
15-15
Interpreting Performance
Measurement Results
• Opportunities and performance gap
• Initiate actions to take advantage of the
opportunities or to correct existing and pending
problems
• Problem/opportunity definition
• Should be clear since it will be needed to guide
whatever strategic action may be taken
• Interpreting information
• Management must separate normal variations in
performance from significant gaps in performance
15-16
Interpreting Performance
Measurement Results
• Determining normal and abnormal variability
• Important to recognize that operating results and
metrics are likely to display normal up- and down-
fluctuations
• Deciding what actions to take
• Many corrective actions are possible, depending on
the situation
• Exiting from a product-market
• New-product planning
• Changing the target-market strategy
• Adjusting marketing strategy
• Improving efficiency
15-17

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• Ability to measure marketing performance is

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