strategic marketing implementation and control

CIM Diploma in Professional Marketing


Strategic Marketing Implementation and Control


Learning outcomes: SM module •  Understand how to analyse an organisation’s

current and future external environment •  Understand how to analyse an organisation’s

current and future internal environment Situation analysis

•  Analyse relevant information to recommend and inform strategic decision making

• Develop a strategic marketing plan to realise organisational objectives

Planning

• Manage resources to deliver the strategic marketing plan

• Monitor, measure and adapt the marketing plan for continuous improvement

Implementation and control

CIM requirements


Implementation

Let's start with a definition,

Marketing implementation is the process that turns marketing plans into action assignments and ensures that such assignments are executed in a manner that accomplishes the plan's stated objectives."

Kotler and Keller (2012) Marketing management. Harlow, Prentice Hall.

There are four key implementation skills:

1. Allocating 3. Organising 2. Monitoring 4. Interacting


Kill off

Requires leadership to

drive through

Low priority

No barriers

Low High

Low

H

igh

Benefit

Cos

t

Quick wins

Test fit with other initiatives

Use this matrix to help prioritise between different types of strategic initiatives and tactical execution that you might take. For each possible initiative, consider the relative costs and benefits to prioritise. Agree the weighting that should be given to each criteria.

Cost

Benefit

Possible Criteria n  Financial cost (one-off and

ongoing) n  Time cost n  People cost n  Other resource n  Level of risk

n  Better customer experience n  Improved outcomes n  Reduced waste n  Enhanced staff morale n  Reduction in avoidable contact

Prioritising tactics


Organisation skills

§  Important that the organisation’s marketing strategy is compatible with the internal structure of the business

§  McKinsey 7S model (1980) §  The implementation of marketing strategy is affected by

external stakeholders too such as: –  Strategic alliance partners –  Marketing consultants, communication agencies –  Channel members

Hooley et.al. (2012) Chapter 17 SM e-book sections 5 and 6 Dibb, S. (2002) Marketing Planning Best Practice. The Marketing Review. Vol.2. pp.441-459


Controls – implementation models

A. Minimal Effort

B. Keep informed

C. Keep satisfied

D. Key players

Shared values

Staff

Systems Structure

Strategy

Style

Skills

Low Interest High

Low

High

Pow

er

•  Consult, involve, influence, focus • Monitor •  Inform, react to needs •  Anticipate needs RACI

CIM. Strategic marketing. CIM Diploma in Professional Marketing: Official Module Guide – e-book – chapter 5 and 6


CEM self assessment Step 4 – leading the customer experience

Smith and Wheeler (2002) Managing the customer experience. Harlow, FT Prentice Hall. http://www.smithcoconsultancy.com/knowledge-bank/cem-guides


Measurement – Gantt chart

f) and measurement proposed measurement tools for determining the success of the marketing plan (financial, resource and time based measures) 2.5 marks

Consider concluding on Continuous Improvement


Measurement table/scorecard

Source: Measuring the experience, Smith+co 2013 http://www.smithcoconsultancy.com/knowledge-bank/cem-guides

Dec 2016 Positioning focus measurement table – used with permission NGS


Are you measuring the right things?

• Do we know who our most profitable customers/clients are? • How much business do they represent compared with our average customers? • How much of their share of wallet do we enjoy? • What are the most important customer expectations that drive loyalty in our business? • To what extent do we consistently deliver a distinctive experience for our most profitable

customers against these expectations? • To what extent do we consistently deliver a positive and distinctive experience for our

employees? • How do our customers believe we compare against our competitors on quality and price? • What proportion of our customer base is loyal? • What proportion of our employee base is loyal? • What are the biggest drivers of revenue in our business? Footfall? Conversion? Cross-sell? Add-on sale? Retention etc. • What is our advocacy index and the level of organic growth that we can expect from

referral? (What is our NPS?)

Source: Measuring the experience, Smith+co 2013 http://www.smithcoconsultancy.com/knowledge-bank/cem-guides


Debruyne and Dullweber (2015) The five disciplines of customer experience leaders. Bain and Company. http://www.bain.com/publications/articles/the-five-disciplines-of-customer-experience-leaders.aspx


70%+ Distinction marking criteria

§  Ability to use a recognised planning framework to create a plan that shows consistency and logical flow of content throughout

§  Recognised academic frameworks and theories will have been used to analyse complex, incomplete or contradictory areas of knowledge and synthesise information in a manner which is innovative and original

§  Relevant conclusions have been drawn demonstrating originality of thought and ability to make decisions in a dynamic environment

§  Information has been analysed and synthesised to complete a strategic audit covering all internal and external factors, showing an awareness of the implication of incomplete or contradictory areas of information and the risks attached to these gaps. Key observations have been consolidated into a SWOT (or similar) framework which shows relative prioritisation and awareness of their input into the strategic decision-making process


70%+ Distinction marking criteria

§  Analysis of relevant challenges in both qualitative and quantitative data gathering and demonstration of understanding how the implications of knowledge gaps impact on strategic choices

§  Ability to appraise the role of vision and mission in creating strategic direction and suggestions on how to improve them

§  Ability to recommend and justify strategic decisions and evaluate the strategic implications of the decision

§  Demonstration of a mature understanding of implementation challenges with applied initiative and innovation in risk mitigation strategies

§  Evaluation of the role of controls and ability to define incisive recommendations on their use in the planning process


Reading suggestions


Want to know more? Need advice about which qualification is right for you? Phone +44 (0)1628 427240 or apply now at http://cimacademy.co.uk/apply/

Intellectual Property All training materials provided by CIM Learning and Development remain the intellectual property of The Chartered Institute of Marketing or its partners, who assert their right to worldwide copyright unless specifically agreed otherwise in writing. © CIM Academy 2017