Marketing Implementation
Marketing Implementation Part 1
Section 1
Bonoma: Making Your Marketing Strategy Work
Effective implementation is a matter of focusing on key areas of company structure and managers ' skills.
Purposes of the article are to explain and help in diagnosing and solving marketing implementation problems, to catalog common problems of translating marketing strategies into management acts, and to recommend tactics for increasing the effectiveness of marketing practices.
Problems in marketing practices have two components: structural and human.
Strategy or implementation?
Marketing strategy and implementation affect each other.
Poor implementation can disguise good strategy
Two points stand out to help managers diagnose marketing implementation problems. First, poor execution tends to mask both the appropriateness and the inappropriateness of the strategy. Managers should look at marketing practices before making strategic adjustments. A careful examination of the how questions the implementations ones, often can identify an execution culprit responsible for problems that are seemingly strategic. Managers need a catalog of the traps in marketing practice.
Structural problems of marketing practice
Functions: the fundamentals
Marketing functions include selling, trade promotion, and distributor management.
Managers most often have problems with sales force management, distributor management and pricing moves. Thus implementation problems at the functions level are caused primarily by faulty managerial assumptions. A second cause of marketing function problems is structural contradiction. Managements attempt to balance the contradiction between desired control policies and functional level distribution structure were ineffective and led to conflicts among company executives and foreign distributors.
A third cause of problems is when the head office fails to pick one marketing function for special concentration and competence and instead takes
Section 1
Bonoma: Making Your Marketing Strategy Work
Effective implementation is a matter of focusing on key areas of company structure and managers ' skills.
Purposes of the article are to explain and help in diagnosing and solving marketing implementation problems, to catalog common problems of translating marketing strategies into management acts, and to recommend tactics for increasing the effectiveness of marketing practices.
Problems in marketing practices have two components: structural and human.
Strategy or implementation?
Marketing strategy and implementation affect each other.
Poor implementation can disguise good strategy
Two points stand out to help managers diagnose marketing implementation problems. First, poor execution tends to mask both the appropriateness and the inappropriateness of the strategy. Managers should look at marketing practices before making strategic adjustments. A careful examination of the how questions the implementations ones, often can identify an execution culprit responsible for problems that are seemingly strategic. Managers need a catalog of the traps in marketing practice.
Structural problems of marketing practice
Functions: the fundamentals
Marketing functions include selling, trade promotion, and distributor management.
Managers most often have problems with sales force management, distributor management and pricing moves. Thus implementation problems at the functions level are caused primarily by faulty managerial assumptions. A second cause of marketing function problems is structural contradiction. Managements attempt to balance the contradiction between desired control policies and functional level distribution structure were ineffective and led to conflicts among company executives and foreign distributors.
A third cause of problems is when the head office fails to pick one marketing function for special concentration and competence and instead takes