Marketing strategy Implementation with fmcg case

1. Marketing strategy
Implementation

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.

6. The Separation of Planning and
Implementation

7. The Elements of
Marketing
Implementation
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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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9. The Elements of Marketing Implementation
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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.

17. Approaches to
Marketing
Implementatio
n
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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.

26. Internal
Marketing and
Marketing
Implementation
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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