Approaches to marketing implementation

This presentation discusses about "Approaches to Marketing Implementation".

1. Approaches to Marketing Implementation Name Roll No. Anchal Bhaglal 03 Vineet Sansare 05 Sajid Gadne 74 Sonia Sharma 76 Shashikant Bomma 33 Jofy Baby 55 Imran Khan 45 Gurpreet Singh 53 Nilay Panchal 81

2. Marketing implementation is the process of executing the marketing strategy by creating specific actions that will ensure that the marketing objectives are achieved . What is Marketing Implementation?

3. Approaches to Marketing Implementation Command approach Change approach Consensus approach Cultural approach

4. With the command approach, marketing strategies are evaluated and selected at the top of the organization and forced downward to lower levels where frontline managers and employees are expected to implement them. The change approach is similar to the command approach except that it focuses explicitly on implementation. In the consensus approach, top managers and lower-level managers work together to evaluate and develop marketing strategies. The cultural approach carries the participative style of the consensus approach to the lower levels of the organization. Approaches to Marketing Implementation

5. The command approach has two advantages: It makes decision making easier. It reduces uncertainty as to what is to be done. The command approach has several disadvantages: It does not consider the feasibility of implementing the marketing strategy. It divides the organization into strategists and implementers, with no consideration for how strategy and implementation affect each other. The command approach often creates employee motivation problems. The Command Approach

6. The basic premise here is to modify the organization in ways that will ensure the successful implementation of the chosen marketing strategy. A manager taking this approach is more of an architect and politician, skillfully crafting the organization to fit the requirements of the chosen marketing strategy. The change approach still suffers from the issue of separation of planning and implementation. This approach often take a great deal of time to design and implement. The Change Approach

7. The underlying premise is that managers from different areas and levels of the organization come together as a team to "brainstorm" and develop the marketing strategy. Through this collective decision-making process, a marketing strategy is agreed upon and a consensus reached as to the overall direction of the organization. This approach moves some of the decision-making authority closer to the front lines. The consensus approach often retains the barrier between strategists and implementers. Managers at all levels within the organization must communicate openly about strategy on a daily basis, not just during formal strategy development sessions. This works best in complex, uncertain, and highly unstable environments. The Consensus Approach

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9. The basic premise is that marketing strategy is a part of the overall organizational vision. The goal of top managers using this approach is to shape the organization's culture in such a way that all employees—top managers to janitors participate in making decisions that help the organization reach its objectives. As a result, the cultural approach breaks down the barrier between strategists and implementers so that all employees work toward a single purpose. Employees are allowed to design their own work procedures, as long as they are consistent with the organizational mission, goals, and objectives. This extreme form of decentralization is often called empowerment (i.e., allowing them to make decisions on how to perform their jobs). The Cultural Approach

10. Adopting the Marketing Concept Customer’s Needs Are Pivotal Concentrating on Discovering Buyers’ Wants and Fulfilling Them So as to Achieve Organizational Goals Closer Coordination with Other Functional Areas Marketing Control Organizing Marketing Activities The Role of Marketing in an Organization’s Structure

11. Centralized Organizing Marketing Activities Alternatives for Organizing the Marketing Unit Authority at This Level

12. Organizing Marketing Activities Alternatives for Organizing the Marketing Unit Centralized Decentralized Authority at This Level

13. Organizing by Functions Organizing by Products Organizing by Regions Organizing by Types of Customers Organizing Marketing Activities

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