This document discusses marketing implementation and control. It covers the link between marketing planning and implementation, noting they are interdependent and must constantly evolve. It also discusses elements of implementation like shared goals, marketing structure, resources and leadership. Approaches to implementation discussed include command, change, consensus and viewing it as organizational culture. The document emphasizes that internal marketing is key to getting employees motivated and coordinated to implement strategies for external customer satisfaction.
The document provides an overview of strategic marketing planning and the components of an effective marketing plan. It discusses that a marketing plan is an action document that provides detailed formulation of actions to carry out a marketing program. The key components of a marketing plan include an executive summary, situation analysis using SWOT, marketing goals and objectives, marketing strategy, and plans for implementation and evaluation. An effective plan is comprehensive, flexible, consistent, and logical.
The document outlines the key steps in the strategic marketing planning process, including situational analysis, establishing organizational vision and mission, setting goals and objectives, developing functional strategies, implementation, and evaluation and control. It discusses how organizational vision and mission differ, with vision describing what the organization wants to become and mission describing its reason for existence. Goals and objectives should be specific, measurable, attainable, realistic and time-bound. Functional strategies must fit the needs of the functional area, be realistic given available resources, and be consistent with overall organizational goals. Implementation relies on employee commitment and motivation. Evaluation and control ensures plans stay on target with goals and objectives through coordination across functions.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
Unit 7 implementation phase of strategic managementRoshan Pant
Implementation is the execution phase that ensures the objectives set during planning are achieved. All employees must understand their roles and responsibilities, and performance measures provide feedback to identify successes and areas for improvement. Companies closely monitor processes during implementation to quickly make necessary changes, such as expediting product delivery if shipping is identified as too slow based on common customer complaints. Functional plans lay out guidelines for each department, including production, marketing, finance, and human resources, to support the overall strategy. Functional policies provide boundaries to guide decision-making within each department.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies outlines strategies for personal selling, digital marketing, and direct marketing. It discusses determining the role of personal selling in promotional strategies and designing sales organizations. It also covers recruiting, training, and managing salespeople, as well as evaluating performance and making adjustments. The document introduces strategies for digital marketing, including identifying opportunities online and developing a vision for how digital assets can meet business and stakeholder needs. It also discusses objectives and value opportunities and risks of internet marketing.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies document discusses strategies for personal selling, digital marketing, and direct marketing. It provides an overview of each topic with key points:
1) Personal selling strategies include determining the role of salesforce, defining the selling process, deciding on sales channels, designing the sales organization, recruiting/training/managing salespeople, and evaluating performance.
2) Digital marketing strategies involve using tools like email, SEO/SEM, online ads, and social media to promote brands online.
3) Direct marketing allows direct contact with customers through methods like direct mail, telemarketing, email, text, and social media in a cost-effective way to generate new business and sales.
The document provides information about marketing planning, organization, and audit. It discusses the meaning and components of a marketing plan including objectives, steps, and advantages/limitations. It also describes factors that influence marketing organization structure and common types of structures like line and staff, functional, product-based, customer-based, and matrix. Finally, it defines marketing audit and outlines its key components including analyzing the marketing environment, strategies, organization, systems, productivity, and functions. The goal of a marketing audit is to evaluate marketing performance and identify opportunities for improvement.
This document discusses marketing implementation and control. It covers the link between marketing planning and implementation, noting they are interdependent and must constantly evolve. It also discusses elements of implementation like shared goals, marketing structure, resources and leadership. Approaches to implementation discussed include command, change, consensus and viewing it as organizational culture. The document emphasizes that internal marketing is key to getting employees motivated and coordinated to implement strategies for external customer satisfaction.
The document provides an overview of strategic marketing planning and the components of an effective marketing plan. It discusses that a marketing plan is an action document that provides detailed formulation of actions to carry out a marketing program. The key components of a marketing plan include an executive summary, situation analysis using SWOT, marketing goals and objectives, marketing strategy, and plans for implementation and evaluation. An effective plan is comprehensive, flexible, consistent, and logical.
The document outlines the key steps in the strategic marketing planning process, including situational analysis, establishing organizational vision and mission, setting goals and objectives, developing functional strategies, implementation, and evaluation and control. It discusses how organizational vision and mission differ, with vision describing what the organization wants to become and mission describing its reason for existence. Goals and objectives should be specific, measurable, attainable, realistic and time-bound. Functional strategies must fit the needs of the functional area, be realistic given available resources, and be consistent with overall organizational goals. Implementation relies on employee commitment and motivation. Evaluation and control ensures plans stay on target with goals and objectives through coordination across functions.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
Unit 7 implementation phase of strategic managementRoshan Pant
Implementation is the execution phase that ensures the objectives set during planning are achieved. All employees must understand their roles and responsibilities, and performance measures provide feedback to identify successes and areas for improvement. Companies closely monitor processes during implementation to quickly make necessary changes, such as expediting product delivery if shipping is identified as too slow based on common customer complaints. Functional plans lay out guidelines for each department, including production, marketing, finance, and human resources, to support the overall strategy. Functional policies provide boundaries to guide decision-making within each department.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies outlines strategies for personal selling, digital marketing, and direct marketing. It discusses determining the role of personal selling in promotional strategies and designing sales organizations. It also covers recruiting, training, and managing salespeople, as well as evaluating performance and making adjustments. The document introduces strategies for digital marketing, including identifying opportunities online and developing a vision for how digital assets can meet business and stakeholder needs. It also discusses objectives and value opportunities and risks of internet marketing.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies document discusses strategies for personal selling, digital marketing, and direct marketing. It provides an overview of each topic with key points:
1) Personal selling strategies include determining the role of salesforce, defining the selling process, deciding on sales channels, designing the sales organization, recruiting/training/managing salespeople, and evaluating performance.
2) Digital marketing strategies involve using tools like email, SEO/SEM, online ads, and social media to promote brands online.
3) Direct marketing allows direct contact with customers through methods like direct mail, telemarketing, email, text, and social media in a cost-effective way to generate new business and sales.
The document provides information about marketing planning, organization, and audit. It discusses the meaning and components of a marketing plan including objectives, steps, and advantages/limitations. It also describes factors that influence marketing organization structure and common types of structures like line and staff, functional, product-based, customer-based, and matrix. Finally, it defines marketing audit and outlines its key components including analyzing the marketing environment, strategies, organization, systems, productivity, and functions. The goal of a marketing audit is to evaluate marketing performance and identify opportunities for improvement.
The document discusses various concepts related to strategic planning and corporate strategy formulation. It begins with defining strategy and the importance of strategic planning. It then covers the following key points:
1. The stages of corporate strategy formulation including developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and monitoring performance.
2. Michael Porter's generic strategies of cost leadership, differentiation, and focus.
3. Strategic alternatives like stability, expansion, retrenchment, and combinations thereof.
4. Factors to consider when selecting between strategic options like SWOT analysis and Porter's five forces framework.
Strategic management involves analyzing a firm's internal strengths and weaknesses as well as external opportunities and threats to create and sustain a competitive advantage. It is a top-level management process that guides the overall vision, mission, objectives, and strategies across all functional areas of a business. An effective strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation to ensure the business adapts to changes in the market. Firms that practice strategic planning see financial benefits like increased sales and profits as well as non-financial benefits like improved coordination and ability to adapt to changes.
Strategic management involves analyzing internal strengths and weaknesses as well as external opportunities and threats to develop strategies that achieve competitive advantage and superior performance. Effective strategy implementation then requires aligning organizational structure, culture and controls behind the chosen strategies to maximize shareholder value over the long run. Strategic leadership and decision-making processes aim to formulate strategies that sustain competitive advantage despite an unpredictable environment.
Performance management involves creating metrics and analytics to achieve organizational goals. It includes planning objectives, monitoring performance, providing coaching, and conducting performance appraisals. Process performance measures factors like cost, cycle time, quality, and quantity. A successful performance management system links strategy to scorecards, processes, and job measures. It also identifies and closes gaps between targets and actual performance. Non-financial measures provide a broader view of performance across financial, customer, internal process, and growth perspectives. The balanced scorecard is a well-known approach that assesses managerial performance across these four headings.
Strategic Marketing Management Influence on Making E-Commerce Promotions.pptxHarshith A S
Strategic marketing management is crucial for e-commerce businesses to attract and retain customers to drive sales. Effective strategic marketing practices consider factors like the business environment, customer behavior, and technology trends to develop marketing strategies. Failure to address these factors can negatively impact e-commerce promotion and business performance. Therefore, organizations must implement strategic marketing management to thrive in competitive markets.
The document discusses several key functional areas of a business including finance, marketing, HR, production, and communication. It provides details on each function such as the key aspects involved in marketing like identifying customer needs, developing products/services, pricing, promotion etc. It also discusses concepts in production/operations around inventory management, quality management, and total quality management. For HR, it covers areas such as recruitment, training, performance management. It emphasizes that while businesses have distinct functions, there is overlap between them and communication is important. Functions need to work collectively and be aligned to achieve business goals.
The document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals and objectives. There are three main steps: planning, execution, and monitoring. The document outlines different classes of decisions, levels and types of strategies, and strategic models like Porter's generic strategies, BCG matrix, and Wheelen & Hunger's strategic model. It also discusses strategic management benefits like improved understanding of competitors and enhanced awareness of threats. Overall, the document provides an overview of key concepts in strategic management.
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
Long-term objectives and strategies provide direction for organizations over 2-5 years. Objectives should be measurable, realistic, and obtainable. They provide benefits like consistent decision making, performance evaluation, and resource allocation. Objectives exist at the corporate, divisional, functional, and operational levels. Financial objectives focus on growth and profits while strategic objectives compare performance to competitors. Effective strategies include market penetration, product development, and vertical integration through controlling suppliers or distributors.
This presentation provides an overview of strategic management. It defines strategy and discusses the different levels of strategy - corporate, business, and functional. It then defines strategic management as the set of management decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. The presentation outlines the four main steps in strategic management: 1) developing a strategic intent through vision, mission, and objectives, 2) analyzing external and internal environments to formulate strategy, 3) implementing strategies opertationally and changing organizational structure and systems, and 4) evaluating strategy and taking corrective actions.
The document discusses different levels of strategic management including corporate, business unit, functional, and single business unit levels. It also discusses strategic planning processes such as defining vision, mission, values, and developing strategies. Additionally, it covers the BCG matrix for classifying business units based on market growth and relative market share into stars, question marks, cash cows, and dogs. Finally, the key components of strategic planning like vision, mission, values, and strategies are defined.
This document discusses various aspects of developing effective marketing plans and strategies, and ensuring proper implementation. It addresses questions about the relative importance of planning vs. implementation, how marketing structures and incentives should vary by business strategy, and factors to consider when restructuring an organization. Key points covered include defining elements of a good marketing plan, linking objectives and actions to specific timelines and responsibilities, and establishing controls and contingency plans to monitor progress.
Introduction to Management Control Systems, Basic Concepts, Boundaries of man...SachinLad27
Introduction to Management Control Systems, Basic Concepts, Boundaries of management Control – How different from Strategy Formulation, Goal Congruence & informal factors that affect it, The Formal Control System , Functions of the Controller
Strategic management involves analyzing the external environment, formulating strategy, implementing strategy, and evaluating performance. It occurs at three levels - corporate, business, and functional. The corporate level determines the overall direction of the company. The business level focuses on specific product markets. The functional level involves the strategic management of individual departments. The key aspects of strategic management are environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
Integrated business development to provide sustainable business growthSetiono Winardi
The number of foreign companies as similar with the existing company has entering in the territory and run on the same business in Indonesia is a sign that the free market system has entered the territory of Indonesia, creating a tough competition to be won by local companies.
Difficulties to win the competition in the free market caused by two (2) factors that determine the business run by the company, namely: human resource capabilities individually owned by the company in running the business; and the organization's ability to grow the business in the face of free competition.
Human resource capability of individuals affected by organizational culture that existed at this time, which should be aligned with organizational culture needed to support the company's strategic objectives are seen from the resulting increase in performance.
The organization's ability to run a business is influenced measures taken by the Top Level Management based financial capabilities that exist in today, where the organization is required to improve the efficiency and cost effectiveness
The document discusses marketing planning and strategy. It begins by introducing key concepts like objectives, strategies, tactics, goals and aims. It then outlines the typical planning process, including conducting a marketing audit, market and SWOT analyses, and developing objectives, strategies, budgets and action plans. The document emphasizes that the extent of formal planning depends on business size and complexity. Finally, it stresses that marketing must understand customers and the environment to identify competitive advantages and adapt strategies accordingly through ongoing planning.
This document discusses strategic planning, outlining its history, key steps, and benefits. It describes strategic planning as consisting of three critical steps: strategy formulation involving SWOT analysis, strategy implementation establishing goals and allocating resources, and strategy evaluation reviewing factors and measuring performance. Benefits include formulating better strategies systematically, enhancing communication between employees and managers, and empowering individuals. The document emphasizes strategic planning as a logical process occurring across multiple organizational levels to foster effective teamwork and commitment to goals.
FINANCIAL, MARKETING, OPERATIONAL MANAGEMENT PART 2.pptxJonaMacasling
The document provides an introduction to different functional areas of management including marketing management, financial management, and operations management. It discusses the scope, functions, and careers for each area. For marketing management, the scope includes marketing research, objectives, planning activities, product development, pricing, promotion, distribution, and evaluation. Key functions are assessing opportunities, planning activities, organizing, coordinating, directing, and evaluating/controlling efforts. Example careers include market research analyst, marketing director, and public relations specialist.
The document discusses various concepts related to strategic planning and corporate strategy formulation. It begins with defining strategy and the importance of strategic planning. It then covers the following key points:
1. The stages of corporate strategy formulation including developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and monitoring performance.
2. Michael Porter's generic strategies of cost leadership, differentiation, and focus.
3. Strategic alternatives like stability, expansion, retrenchment, and combinations thereof.
4. Factors to consider when selecting between strategic options like SWOT analysis and Porter's five forces framework.
Strategic management involves analyzing a firm's internal strengths and weaknesses as well as external opportunities and threats to create and sustain a competitive advantage. It is a top-level management process that guides the overall vision, mission, objectives, and strategies across all functional areas of a business. An effective strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation to ensure the business adapts to changes in the market. Firms that practice strategic planning see financial benefits like increased sales and profits as well as non-financial benefits like improved coordination and ability to adapt to changes.
Strategic management involves analyzing internal strengths and weaknesses as well as external opportunities and threats to develop strategies that achieve competitive advantage and superior performance. Effective strategy implementation then requires aligning organizational structure, culture and controls behind the chosen strategies to maximize shareholder value over the long run. Strategic leadership and decision-making processes aim to formulate strategies that sustain competitive advantage despite an unpredictable environment.
Performance management involves creating metrics and analytics to achieve organizational goals. It includes planning objectives, monitoring performance, providing coaching, and conducting performance appraisals. Process performance measures factors like cost, cycle time, quality, and quantity. A successful performance management system links strategy to scorecards, processes, and job measures. It also identifies and closes gaps between targets and actual performance. Non-financial measures provide a broader view of performance across financial, customer, internal process, and growth perspectives. The balanced scorecard is a well-known approach that assesses managerial performance across these four headings.
Strategic Marketing Management Influence on Making E-Commerce Promotions.pptxHarshith A S
Strategic marketing management is crucial for e-commerce businesses to attract and retain customers to drive sales. Effective strategic marketing practices consider factors like the business environment, customer behavior, and technology trends to develop marketing strategies. Failure to address these factors can negatively impact e-commerce promotion and business performance. Therefore, organizations must implement strategic marketing management to thrive in competitive markets.
The document discusses several key functional areas of a business including finance, marketing, HR, production, and communication. It provides details on each function such as the key aspects involved in marketing like identifying customer needs, developing products/services, pricing, promotion etc. It also discusses concepts in production/operations around inventory management, quality management, and total quality management. For HR, it covers areas such as recruitment, training, performance management. It emphasizes that while businesses have distinct functions, there is overlap between them and communication is important. Functions need to work collectively and be aligned to achieve business goals.
The document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals and objectives. There are three main steps: planning, execution, and monitoring. The document outlines different classes of decisions, levels and types of strategies, and strategic models like Porter's generic strategies, BCG matrix, and Wheelen & Hunger's strategic model. It also discusses strategic management benefits like improved understanding of competitors and enhanced awareness of threats. Overall, the document provides an overview of key concepts in strategic management.
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
Long-term objectives and strategies provide direction for organizations over 2-5 years. Objectives should be measurable, realistic, and obtainable. They provide benefits like consistent decision making, performance evaluation, and resource allocation. Objectives exist at the corporate, divisional, functional, and operational levels. Financial objectives focus on growth and profits while strategic objectives compare performance to competitors. Effective strategies include market penetration, product development, and vertical integration through controlling suppliers or distributors.
This presentation provides an overview of strategic management. It defines strategy and discusses the different levels of strategy - corporate, business, and functional. It then defines strategic management as the set of management decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. The presentation outlines the four main steps in strategic management: 1) developing a strategic intent through vision, mission, and objectives, 2) analyzing external and internal environments to formulate strategy, 3) implementing strategies opertationally and changing organizational structure and systems, and 4) evaluating strategy and taking corrective actions.
The document discusses different levels of strategic management including corporate, business unit, functional, and single business unit levels. It also discusses strategic planning processes such as defining vision, mission, values, and developing strategies. Additionally, it covers the BCG matrix for classifying business units based on market growth and relative market share into stars, question marks, cash cows, and dogs. Finally, the key components of strategic planning like vision, mission, values, and strategies are defined.
This document discusses various aspects of developing effective marketing plans and strategies, and ensuring proper implementation. It addresses questions about the relative importance of planning vs. implementation, how marketing structures and incentives should vary by business strategy, and factors to consider when restructuring an organization. Key points covered include defining elements of a good marketing plan, linking objectives and actions to specific timelines and responsibilities, and establishing controls and contingency plans to monitor progress.
Introduction to Management Control Systems, Basic Concepts, Boundaries of man...SachinLad27
Introduction to Management Control Systems, Basic Concepts, Boundaries of management Control – How different from Strategy Formulation, Goal Congruence & informal factors that affect it, The Formal Control System , Functions of the Controller
Strategic management involves analyzing the external environment, formulating strategy, implementing strategy, and evaluating performance. It occurs at three levels - corporate, business, and functional. The corporate level determines the overall direction of the company. The business level focuses on specific product markets. The functional level involves the strategic management of individual departments. The key aspects of strategic management are environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
Integrated business development to provide sustainable business growthSetiono Winardi
The number of foreign companies as similar with the existing company has entering in the territory and run on the same business in Indonesia is a sign that the free market system has entered the territory of Indonesia, creating a tough competition to be won by local companies.
Difficulties to win the competition in the free market caused by two (2) factors that determine the business run by the company, namely: human resource capabilities individually owned by the company in running the business; and the organization's ability to grow the business in the face of free competition.
Human resource capability of individuals affected by organizational culture that existed at this time, which should be aligned with organizational culture needed to support the company's strategic objectives are seen from the resulting increase in performance.
The organization's ability to run a business is influenced measures taken by the Top Level Management based financial capabilities that exist in today, where the organization is required to improve the efficiency and cost effectiveness
The document discusses marketing planning and strategy. It begins by introducing key concepts like objectives, strategies, tactics, goals and aims. It then outlines the typical planning process, including conducting a marketing audit, market and SWOT analyses, and developing objectives, strategies, budgets and action plans. The document emphasizes that the extent of formal planning depends on business size and complexity. Finally, it stresses that marketing must understand customers and the environment to identify competitive advantages and adapt strategies accordingly through ongoing planning.
This document discusses strategic planning, outlining its history, key steps, and benefits. It describes strategic planning as consisting of three critical steps: strategy formulation involving SWOT analysis, strategy implementation establishing goals and allocating resources, and strategy evaluation reviewing factors and measuring performance. Benefits include formulating better strategies systematically, enhancing communication between employees and managers, and empowering individuals. The document emphasizes strategic planning as a logical process occurring across multiple organizational levels to foster effective teamwork and commitment to goals.
FINANCIAL, MARKETING, OPERATIONAL MANAGEMENT PART 2.pptxJonaMacasling
The document provides an introduction to different functional areas of management including marketing management, financial management, and operations management. It discusses the scope, functions, and careers for each area. For marketing management, the scope includes marketing research, objectives, planning activities, product development, pricing, promotion, distribution, and evaluation. Key functions are assessing opportunities, planning activities, organizing, coordinating, directing, and evaluating/controlling efforts. Example careers include market research analyst, marketing director, and public relations specialist.
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This document discusses green banking initiatives taken by public sector banks in India. It provides background on public sector banks and their nationalization. Some key green banking initiatives discussed include providing green home loans at lower interest rates for environmentally sustainable projects, introducing green credit cards where funds are donated for environmental causes, installing solar panels and wind turbines to generate renewable energy, promoting mobile and online banking to reduce paper usage, and purchasing recycled paper products. The document analyzes how public sector banks can play a role in financing environmentally responsible projects and reducing their own environmental footprint through various green initiatives.
This document discusses GSK's marketing strategies for their antibiotic Clamoxyl after losing patent protection in France. It begins with an introduction that outlines 5 main strategies companies can use: divest, innovate, build brand, provide more value, and invest in generics. It then focuses on GSK's innovative approach for Clamoxyl, which introduced new forms and services to provide more value without extending the patent.
This curriculum vitae provides information about Abdul Rasheed. It summarizes his educational qualifications which include a Master of Management Studies from AIAIMS and a Bachelor of Commerce from Maharashtra College of Commerce, Arts & Science. It also outlines his professional work experience including internships at Essar Steel and as a research executive and senior sales executive. Additional details include his personal information, strengths, and a declaration that the information provided is true.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
2. 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 firm’s marketing objectives.
• Strategic planning without effective implementation can produce
unintended consequences that result in customer dissatisfaction
and feelings of frustration within the firm. Likewise, poor
implementation will most likely result in the firm’s failure to reach
• its organizational and marketing objectives.
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3. Strategic Issues in Marketing Implementation
* The Link Between Planning and Implementation
• Interdependency
• Evolution
• Separation
* The Elements of Marketing Implementation
* Approaches to Marketing Implementation
* Internal Marketing and Marketing Implementation
* Evaluating and Controlling Marketing Activities
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4. The Link Between Planning and Implementation
• Interdependency
Although it is true that the content of the marketing plan
determines how it will be implemented, it is also true that how
the marketing strategy is to be implemented determines the
content of the marketing plan.
• Evolution
Because planning and implementation are intertwined, both
must constantly evolve to fit the other. The process is never
static because environmental changes require shifts in
strategy, which require changes in implementation, which
require shifts in strategy, and so on.
5. The Link Between Planning and Implementation
• Separation
Top executives often fall into a trap of believing that a good marketing
strategy will implement itself.
- Because there is distance between executives and the day-to-day activities at the frontline of the firm, they
often do not understand the unique problems associated with implementing marketing strategy. Conversely,
frontline employees—who do understand the challenges and hurdles of implementation—usually have a
limited voice in planning the strategy.
- Another trap that top executives often fall into is believing that frontline managers and employees will be excited
about the marketing strategy and motivated to implement it. However, because they are separated from the
planning process, these managers and employees often fail to identify with the firm’s goals and objectives,
and thus fail to fully understand the marketing strategy.
- It is unrealistic for top executives to expect frontline managers and employees to be committed to a strategy
they had no voice in developing, or to a strategy that they do not understand or feel is inappropriate.
8. The Elements of Marketing Implementation
• Shared Goals and Values
• Marketing Structure
• Systems and Processes
• Resources
• People (Human Resources)
- Employee Selection and Training
- Employee Evaluation and Compensation
- Employee Motivation, Satisfaction, and Commitment.
• Leadership
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10. Shared Goals and Values
• Shared goals and values among all employees within the
firm are the “glue” of successful implementation because
they bind the entire organization together as a single,
functioning unit.
• Although creating shared goals and values is a difficult
process, the rewards are worth the effort. Some experts
have argued that creating shared goals and values is the
single most important element of implementation because it
stimulates organizational commitment where employees
become more motivated to implement the marketing
strategy, to achieve the firm’s goals and objectives, and to
serve more fully the needs of the firm’s customers.
11. Marketing Structure
• Marketing structure refers to the methods of organizing a
firm’s marketing activities. It establishes formal lines of
authority, as well as the division of labor within the
marketing function.
• In a centralized marketing structure, the top of the
marketing hierarchy coordinates and manages all marketing
activities and decisions.
• Conversely, in a decentralized marketing structure, the
frontline of the firm coordinates and manages marketing
activities and decisions. Typically, decentralization means
that frontline marketing managers have the esponsibility of
making day-to-day marketing decisions.
12. Marketing Structure (cont’d)
• Both centralized and decentralized marketing structures
have advantages.
• Centralized structures are very cost-efficient and effective in
ensuring standardization within the marketing program.
These advantages can be particularly critical to firms whose
competitiveness depends upon maintaining a tight control
over marketing activities and expenses.
• Decentralized marketing structures have the important
advantage of placing marketing decisions closer to the
frontline where serving customers is the number one
priority. By decentralizing marketing decisions, frontline
managers can be creative and flexible, allowing them to
adapt to changing market conditions.
13. Systems and Processes
•Organizational systems and processes are
collections of work activities that absorb a variety of
inputs to create information and communication
outputs that ensure the consistent day-to-day
operation of the firm.
•Examples include information systems, strategic
planning, capital budgeting, procurement, order
fulfillment, manufacturing, quality control, and
performance measurement.
14. Resources
• A firm’s resources can include a wide variety of assets that can be brought
together during marketing implementation.
• Tangible resources include financial resources, manufacturing
capacity, facilities, and equipment.
• Although not quite as obvious, intangible resources such as marketing
expertise, customer loyalty, brand equity, corporate goodwill, and external
relationships/strategic alliances are equally important.
• Regardless of the type of resource, the amount of resources
available can make or break a marketing strategy.
• A critical and honest evaluation of available resources during the planning
phase can help ensure that the marketing strategy and marketing
implementation are within the realm of possibility.
15. People (Human Resources)
• The quality, diversity, and skill of a firm’s human resources can also make or
break the implementation of the marketing strategy.
• In fact, the marketing departments of many firms have taken over the human
resources function to ensure that employees have a correct match to required
marketing activities.
• A number of human resource activities are vitally important to
marketing implementation:
- Employee Selection and Training
- Employee Evaluation and Compensation
- Employee Motivation, Satisfaction, and Commitment.
16. Leadership
• Leadership—often called the art of managing people— includes how
managers communicate with employees, as well as how they motivate their
people to implement the marketing strategy.
• Marketing implementation is more successful when leaders create an
organizational culture characterized by open communication between
employees and managers. In this way, employees are free to discuss their
opinions and ideas about the marketing strategy and implementation
activities.
• This type of leadership also creates a climate where managers and
employees have full confidence and trust in each other.
18. Strategic Issues in Marketing Implementation
* The Link Between Planning and Implementation
* The Elements of Marketing Implementation
* Approaches to Marketing Implementation
• Implementation by Command
• Implementation Through Change
• Implementation Through Consensus
• Implementation as Organizational Culture
* Internal Marketing and Marketing Implementation
* Evaluating and Controlling Marketing Activities
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19. Implementation by Command
• Under this approach, the firm’s top executives develop and select the marketing strategies, which are
transmitted to lower levels where frontline managers and employees implement them.
• Implementation by command has two advantages:
(1) it makes decision making much easier, and
(2) it reduces uncertainty as to what is to be done to implement the
marketing strategy.
• Unfortunately, this approach suffers from several disadvantages.
(1) The approach places less emphasis on the feasibility of implementing
the marketing strategy.
(2) It also divides the firm into strategists and implementers:
(3) Executives who develop the marketing strategy are often far removed from the targeted customers it is
intended to attract.
• For these reasons, implementation by command can create employee motivation problems. Many
employees do not have motivation to implement strategies in which they have little confidence
20. Implementation Through Change
• Implementation through change is similar to the command approach
except that it focuses explicitly on implementation.
• The basic goal of implementation through change is to modify the firm in ways that will ensure the
successful implementation of the chosen marketing strategy.
• The approach achieves a good balance between command and consensus, and its successes are quite
evident in business today.
• Despite these advantages, implementation through change still suffers from the separation of
planning and implementation.
- By clinging to this power-at-the-top philosophy, employee motivation often remains an issue.
- Likewise, the changes called for in this approach often take a great deal of time to design and
implement This can create a situation where the firm becomes stagnant while waiting on the strategy
to take hold. As a result, the firm can become vulnerable to changes in the marketing environment.
21. Implementation Through Consensus
• Upper- and lower-level managers work together to evaluate and develop
marketing strategies in the consensus approach to implementation.
• The underlying premise of this approach is that managers from different areas
and levels in the firm come together as a team to collaborate and develop the
strategy. Each participant has different opinions as well as different perceptions
of the marketing environment. The role of the top manager is that of a
coordinator, pulling different opinions together to ensure the development of the
best overall marketing strategy. Through this collective decision- making process,
the firm agrees upon a marketing strategy and reaches a consensus as to the
overall direction of the firm.
22. Implementation Through Consensus (cont’d)
Implementation through consensus is more advantageous than the
first two approaches:
(1) It moves some of the decision-making authority closer to the front line of the firm.
(2) This approach is based on the simple truth that lower-level employees have a unique perspective on
the marketing activities necessary to implement the firm’s strategy These employees are also more
sensitive to the needs and wants of the firm’scustomers. In addition, because they are involved in
the strategic process, these employees often have a stronger motivation and commitment to the
strategy to see that it is properly implemented.
(3) Implementation through consensus tends to work best in complex, uncertain, and highly unstable
environments. The collective strategy-making approach works well in this environment because it
brings multiple viewpoints to the table.
23. Implementation Through Consensus (cont’d)
• However, implementation through consensus often retains the
barrier between strategists and implementers.
• The end result of this barrier is that the full potential of the firm’s human resources is
not realized.
• Thus, for implementation through consensus to be truly effective, managers at all levels
must communicate openly about strategy on an ongoing, rather than an occasional,
basis.
24. Implementation as Organizational Culture
• Under this approach, marketing strategy and its implementation
• become extensions of the firm’s mission, vision, and organizational culture.
• With a strong organizational culture and an overriding corporate vision, the
task of implementing marketing strategy is about 90 percent complete.
• This occurs because all employees adopt the firm’s culture so completely
that they instinctively know what their role is in implementing the
marketing strategy.
• This extreme form of decentralization is often called empowerment. Empowering
employees means allowing them to make decisions on how to best perform their
jobs. The strong organizational culture and a shared corporate vision ensure that
empowered employees make the right decisions.
25. Implementation as Organizational Culture
(cont’d)
• Although creating a strong culture does not happen overnight, it is absolutely necessary before
employees can be empowered to make decisions. Employees must be trained and socialized to
accept the
firm’s mission and to become a part of the firm’sculture.
• Despite the enormous amount of time involved in developing and using this approach to
implementation, its rewards of increased effectiveness, efficiency, and increased employee
commitment and morale are often well worth the investment.
27. Strategic Issues in Marketing Implementation
* The Link Between Planning and Implementation
* The Elements of Marketing Implementation
* Approaches to Marketing Implementation
* Internal Marketing and Marketing Implementation
• The Internal Marketing Approach
• The Internal Marketing Process
* Evaluating and Controlling Marketing Activities
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28. Internal Marketing
• Internal marketing refers to the use of a marketing-like approach to
motivate, coordinate, and integrate employees toward the
implementation of the firm’s 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.
• Note that internal marketing explicitly recognizes that external
customer satisfaction depends on the actions of the firm’s internal
customers—its employees.
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29. The Internal Marketing Approach
• If the internal customers do not receive proper information and training about the strategy and
are not motivated to implement it, then it is unlikely that the external customers will be
satisfied completely.
• This same pattern of internal and external customers takes place throughout all levels of the
firm. Even the CEO is responsible for serving the needs of his or her internal and external
customers.
• Thus, unlike traditional implementation approaches where the responsibility for implementation
rests with the frontline of the firm, the internal marketing approach places this responsibility on
all employees regardless of their level within the firm.
• In the end, successful marketing implementation comes from an accumulation of individual
actions where all employees have responsibility for implementing the marketing strategy.
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30. The Internal Marketing Process
• The process of internal marketing is straightforward and rests on
many of the same principles used in traditional external marketing.
• As shown in Exhibit 9.4, internal marketing is an output of and input to both marketing
implementation and the external marketing program. That is, neither the marketing strategy
nor its implementation can be designed without a consideration for the internal marketing
program.
• The product, price, distribution, and promotion elements of the internal marketing
program are similar to the elements in the external marketing program.
• Internal products refer generally to marketing strategies that must be “sold” internally. More
specifically, however, internal products refer to any employee tasks, behaviors, attitudes, or
values necessary to ensure implementation of the marketing strategy.
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31. The Internal Marketing Process (cont’d)
• Implementation of a marketing strategy, particularly a new strategy,
typically requires changes on the part of employees. They may have
to work harder, change job assignments, or even change their
attitudes and expand their abilities. The increased effort and changes
that employees must exhibit in implementing the strategy are
equivalent to internal prices. Employees pay these prices through
what they must do, change, or give up when implementing the
marketing strategy.
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33. What is integrated marketing?
• Integrated marketing is the delivery of a unified brand message through
strategic coordination and seamless integration of multiple marketing
channels. It involves aligning advertising, public relations, social media,
content marketing, and other promotional efforts to create an impactful
customer experience.
• Companies with an integrated marketing strategy strive to show
customers the same visual aesthetic, the same slogans, the same
promotions, and the same overall tone across multiple channels.
• Whether these customers engage with your product via a digital ad, a
billboard, or an in-store experience, they’ll see a unified look and feel.
34. Benefits of integrated marketing
• Increased brand awareness
• As a marketer, you want that customer to receive a consistent message that
they can rapidly associate with your brand.
• A potential customer who sees a company’s ad campaign, product packaging,
and social media presence all featuring the same colors, fonts, and overall
design will be more likely to remember that company’s name and product.
• Multiple opportunities to connect
• When your demographic encounters your company across multiple channels, you
get multiple chances to deliver the same consistent message.
• You can also use different marketing strategies to reach your target audience on
each channel. For example, you might use search engine optimization (SEO) to
improve your website’s ranking on Google or retargeting ads to reach customers
who have already visited your site.
35. • Cost savings
• Integrated marketing helps stretch your digital marketing budget. Because you
will use very similar creative across multiple marketing channels, it’s like
getting several campaigns for the price of one.
• You also can collect customer data from all different platforms and use this
valuable information to inform future marketing decisions.
• Improved brand loyalty
• Integrated marketing allows you to build a rapport with your target audience
and create long-term customer relationships.
• You can establish trust with potential and current customers by delivering a
consistent message across all channels. When customers trust your brand,
they’re more likely to do business with you and recommend you to others.
36. • Streamlined management
• To thrive in the digital commerce economy, many marketing
managers embrace omnichannel marketing—which involves a
presence on everything from TV to social media platforms to
Google Ads.
• An integrated marketing strategy helps your marketing team
manage all these platforms and channels because you’ll be using
the same slogan, color scheme, and sales promotions on all
platforms.
37. How to create an integrated marketing campaign
1. Understand your campaign goals
2. Know your target audience
3. Select your marketing channels
4. Decide on creative direction
5. Create a plan to collect leads
6. Coordinate your launch
7. Analyze results
8. Adjust your campaign and repeat
38. • 1. Understand your campaign goals
• The first step in any marketing campaign is to understand your goals clearly. Do you
want to increase brand awareness? Drive online sales? Boost foot traffic to your
brick-and-mortar store?
• Your campaign goals will shape the rest of your marketing strategy, so it’s important
to get them right from the start.
• 2. Know your target audience
• The next step is to understand who your target audience is. This step is critical
because your target audience will dictate which marketing channels you use, what
type of creative you develop, and what type of message you want to communicate.
• For example, if you want to target millennials, you might develop a social media
campaign featuring influencers. Or, if you want to target baby boomers, you might
invest in some television commercials
39. 3. Select your marketing channels
• Once you understand your target audience, you can start selecting different channels to reach them. There are many
options to choose from, but some of the most popular are:
• Search engine marketing (SEM)
• Social media
• Email marketing
• Display advertising
• Affiliate marketing
• Referral marketing
• Event marketing
• Content marketing
• This involves determining specific creative executions for each channel, and your plan for distributing the creative across
channels.
• Your design team may work on a revamped look for your company website, or develop a new landing page for your
integrated campaign.
• Your social media team may develop assets for Facebook, Instagram, and TikTok, each with their own twist on the
program or campaign.
• Your performance marketing team might develop ad copy variations for Google ads.
• No matter how many channels you use, they must all work toward the same goal: presenting your brand image in a
consistent way across all platforms.
40. • 4. Decide on creative direction
• This is the look and feel of your brand or the big idea behind a singular campaign. It includes
color, typography, and voice. As your marketing team selects each of these components, think
about whether they can adequately manifest on all of your platforms.
• For instance, if you choose a special font to represent your brand name, make sure you have a
plan to replicate that font anywhere your brand appears. If you render it on a website using
HTML5 code, ensure the font is supported on all the platforms you use.
• 5. Create a plan to collect leads
• The next step is to create a plan to collect leads. Depending on your campaign goals and your
selected marketing channels, there are many ways to collect leads.
• For example, if you’re running a Facebook ad campaign, you might drive potential customers
to a landing page where they can sign up for your newsletter. Or, if you’re running a search
engine marketing (SEM) campaign, you might drive potential customers to a product page
where they can make a purchase.
41. • 6. Coordinate your launch
• With all teams in place, and each team united in its integrated marketing strategy, it is time to launch
your campaign. Your new creative hits your website, social channels, and ads. Launching isn’t as simple as
flipping a switch, but it should look that way to your customers.
• Once your creative is complete, you can start to implement your campaign. Depending on your budget and
the marketing channels you’ve selected, this might mean launching a social media campaign, setting up a
Google Ads account, or sending out promotional emails.
• 7. Analyze results
• After running your campaign for a while, it’s important to analyze your results to see how well it’s
performing. You can track many metrics, but some of the most important ones are:
• Reach: How many people have seen your campaign?
• Engagement: How many people have interacted with your campaign?
• Conversion rate: How many people have taken the desired action?
• ROI: How much revenue have you generated from your campaign?
42. • 8. Adjust your campaign and repeat
• Based on your analysis, you might need to make some adjustments
to your campaign. For example, if your reach is low, you might
consider adding more marketing channels. Or, if your engagement
is low, you might want to consider changing your creative.
• Once you’ve made your adjustments, you can start the process
again. This is the beauty of an integrated marketing strategy—it’s
flexible and can be adjusted based on your results.
43. Integrated marketing examples
1. Coca-Cola
• As Coca-Cola launched its Diet Coke Plus product in the early
2000s, it used integrated marketing tactics, including print ads,
online banner ads, and television commercials that all featured
the same tagline: "Now you can enjoy Diet Coke even more."
• By aligning its various marketing channels, Coca-Cola was able to
effectively communicate the benefits of its new product to
consumers.
.
44. • 2. Nike
• Nike is another company that uses integrated marketing
effectively. The sports apparel giant has a long history of running
successful marketing campaigns that span multiple channels.
• For example, Nike’s “Just Do It” campaign, which launched in
1988, included television commercials, print ads, and billboards
that all featured the same slogan. Nike has also used integrated
marketing to support the launch of new products, like its Nike+
line of fitness products