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Approaches to marketing implementation

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Approaches to marketing implementation

  1. 1. Approaches to Marketing Implementation Name Roll No. Anchal Bhaglal 03 Vineet Sansare 05 Sajid Gadne 74 Sonia Sharma 76 Shashikant Bomma 33 Jofy Baby 55 Imran Khan 45 Gurpreet Singh 53 Nilay Panchal 81
  2. 2. What is Marketing Implementation? Marketing implementation is the process of executing the marketing strategy by creating specific actions that will ensure that the marketing objectives are achieved.
  3. 3. Approaches to Marketing ImplementationCommand approachChange approachConsensus approachCultural approach
  4. 4. Approaches to Marketing ImplementationWith the command approach, marketing strategies are evaluatedand selected at the top of the organization and forced downward tolower levels where frontline managers and employees are expectedto implement them.The change approach is similar to the command approach exceptthat it focuses explicitly on implementation.In the consensus approach, top managers and lower-level managerswork together to evaluate and develop marketing strategies.The cultural approach carries the participative style of theconsensus approach to the lower levels of the organization.
  5. 5. The Command ApproachThe command approach has two advantages: It makes decision making easier. It reduces uncertainty as to what is to be done.The command approach has several disadvantages: It does not consider the feasibility of implementing the marketing strategy. It divides the organization into strategists and implementers, with no consideration for how strategy and implementation affect each other. The command approach often creates employee motivation problems.
  6. 6. The Change ApproachThe basic premise here is to modify the organization in waysthat will ensure the successful implementation of the chosenmarketing strategy.A manager taking this approach is more of an architect andpolitician, skillfully crafting the organization to fit therequirements of the chosen marketing strategy.The change approach still suffers from the issue ofseparation of planning and implementation.This approach often take a great deal of time to design andimplement.
  7. 7. The Consensus ApproachThe underlying premise is that managers from different areas and levelsof the organization come together as a team to "brainstorm" anddevelop the marketing strategy.Through this collective decision-making process, a marketing strategy isagreed upon and a consensus reached as to the overall direction of theorganization.This approach moves some of the decision-making authority closer tothe front lines.The consensus approach often retains the barrier between strategistsand implementers.Managers at all levels within the organization must communicateopenly about strategy on a daily basis, not just during formal strategydevelopment sessions.This works best in complex, uncertain, and highly unstableenvironments.
  8. 8. Flowchart …
  9. 9. The Cultural ApproachThe basic premise is that marketing strategy is a part of the overallorganizational vision.The goal of top managers using this approach is to shape theorganizations culture in such a way that all employees—topmanagers to janitors participate in making decisions that help theorganization reach its objectives.As a result, the cultural approach breaks down the barrier betweenstrategists and implementers so that all employees work toward asingle purpose.Employees are allowed to design their own work procedures, aslong as they are consistent with the organizational mission, goals,and objectives. This extreme form of decentralization is often calledempowerment (i.e., allowing them to make decisions on how toperform their jobs).
  10. 10. Marketing Control Organizing MarketingActivitiesThe Role of Marketing in an Organization’s Structure Adopting the Marketing Concept Customer’s Needs Are Pivotal Concentrating on Discovering Buyers’ Wants and Fulfilling Them So as to Achieve Organizational Goals Closer Coordination with Other Functional Areas
  11. 11. Organizing Marketing Activities Alternatives for Organizing the Marketing UnitCentralized Authority at This Level
  12. 12. Organizing Marketing Activities Alternatives for Organizing the Marketing UnitCentralized Authority at This Level Decentralized
  13. 13. Organizing Marketing ActivitiesOrganizing by FunctionsOrganizing by ProductsOrganizing by RegionsOrganizing by Types of Customers
  14. 14. Q&A . . .

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