Marketing and selling in tough economic conditions:

Executing Marketing Strategy

Prasanna Perera -Marketing and Management Consultant, Chartered Marketeer

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

Q: Why do many marketeers 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, marketeers would do well to identify implementation barriers and plan to overcome them.

Q: What are the common implementation and executing barriers faced by marketeers?

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 programs 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 and 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.

Q: 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 bottomline!

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)

A totally integrated marketing effort (organization wide) is required. As stated earlier, marketing strategies cannot be effectively executed by marketing staff alone.

Q: What is the link between organizational culture and effective implementation of marketing strategies?

There is 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, Unilever, P&G, Hyundai, General Electric (GE) to name a few.

Q: Do Channel Partners (Distribution Intermediaries) play a role in marketing strategy execution?

Definitely Yes. Particularly in developing markets, distribution intermediaries are key. Distributors or 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.

Q: 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)

Q: Any advise to practising marketeers, 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)