The document discusses different approaches to implementing marketing strategies, including the command approach where strategies are decided at the top and forced down, the change approach which focuses on modifying the organization, the consensus approach where managers collaborate to develop strategy, and the cultural approach which aims to shape the culture so all employees work towards shared goals. It also covers organizing marketing activities and alternatives like centralizing authority at a certain level or decentralizing, as well as organizing by functions, products, regions, or customer types. The marketing concept and customer needs are discussed as pivotal to organizational goals.

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

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

4. Approaches to Marketing Implementation
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.

5. The Command Approach
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.

6. The Change Approach
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.

7. The Consensus Approach
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.

8. Flowchart …

9. The Cultural Approach
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).

10. Marketing Control Organizing Marketing
Activities
The Role of Marketing in an Organization’s Structure
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

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

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

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

14. Q&A . . .