Executing marketing strategy and programs
Prasanna Perera, Marketing & Management Consultant, Chartered
Marketer, CIM U.K.
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Prasanna
Perera |
Many organizations painstakingly develop marketing plans. However,
when these plans are implemented, many issues are faced both internally
and externally.
The result is an adverse effect on the marketing performance of the
organization. In this brief article, I will address the commonly
encountered implementation issues.
1. Why do many marketers face issues when implementing their
marketing plans?
Firstly, implementation issues are not proactively identified.
Secondly, steps are not taken to overcome the issues. When any plan is
implemented, issues are normal, that can act as barriers. Hence,
marketers would do well to identify implementation barriers and plan to
overcome them.
2. What are the common implementation/executing barriers faced by
marketers?
Budgets are often the biggest bottle-neck. Marketing budgets are
allocated and approved on paper but not released when required, due to
financial reasons. The result being poor execution of marketing
programmes and sub-optimal performance.
Secondly, inter-functional conflicts and lack of cooperation.
Marketing plans cannot be executed by marketing staff alone. A cohesive
organizational effort is required.
Thirdly, there are too many marketing specialists in organizations,
resulting in chaos. Marketing is a specialized function and must be left
to the specialists to execute. Other functional areas need to understand
this.
Fourthly, and very importantly, the leadership in the organization.
If the CEO/MD is marketing/customer-oriented, it is easier for marketing
strategies to be effectively implemented. Take for example Richard
Branson (Virgin), Steve Jobs (Apple), Indra Nori (Pepsi), Tony Fernandes
(Air Asia) to name a few.
3. What needs to be done to get marketing plans and strategies
effectively implemented?
Finance professionals need to understand that Marketing and Sales are
high budget activities. However, if the organization needs a constant
revenue stream and resultant bottom line results, expenditure must not
only be allocated but spent (when required). It is important to remember
that the top-line creates the bottom-line!!
Strong leadership at the top is very essential. Talented marketing
professionals at operational levels cannot do much, if budgets are not
permitted to be spent!
Certain marketing staff lack executional skills. Hence,
implementation skills needs to be imparted.
The marketing organizational structure can also become a barrier. In
certain organizations the marketing structure is not compatible with the
strategy to be executed. Hence, the marketing organizational structure
needs to be changed, to suit the strategy to be implemented. (Not the
other way around)
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Planning
and executing strategies |
A totally integrated marketing effort (organization wide) is
required. As stated earlier, marketing strategies cannot be effectively
executed by marketing staff alone.
4. What is the link between organizational culture and effective
implementation of marketing strategies?
There is undoubtedly a very strong link. In certain organizations,
the culture revolves around the customer and their needs. The total
organization is customer focused. In such a situation, executing
marketing strategy is a breeze.
A vital link is also prevalent between the organization culture and
leadership. Take for example Walt Disney, Southwest Airlines, Nestle,
Uni-lever, P&G, Hyundai, General Electric (GE) to name a few.
5. Do channel partners (distribution intermediaries) play a role in
marketing strategy execution?
Definitely Yes. Particularly in developing markets, distribution
intermediaries are key. Distributors / agents, wholesalers and retailers
all play a pivotal role to make plans happen. Hence, excellent
relationships and service, will motivate channel partners to give their
best support.
6. Who is responsible for the successful implementation of marketing
strategy?
Overall responsibility lies with the Head of Marketing. Collective
responsibility of all functional heads is also a must since marketing is
a team game. The entire organization must be customer focused and
execution-oriented. (walk-the-talk)
7. Advise to practising marketers, relating to executional skills
Planning is important but executing is equally important. Develop
executional skills such as budgeting, decision making, time management
and team management.
Energize all other functions towards marketing, by practising
“internal marketing.” Above all, be professional in developing marketing
plans and implementing them. Also do not forget the importance of
controls and feedback, when executing strategies. If strategic
implementation is not on-track, proper controls will help to rectify the
situation and save valuable resources.
“Execution, Execution and More Execution - for resounding results.”
(Anonymous)
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