Marketing Implementation and Management Control
In recent years, the implementation and control of marketing strategies have gained impetus. Thus, this chapter elaborates on the principles of marketing implementation and marketing management control. Moreover, the balanced scorecard serves as a widespr
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Marketing Implementation and Management Control
6.1
Marketing Implementation
6.1.1 Characterisation of the Implementation Challenge The challenge of implementing marketing strategies, i.e. the problem of translating strategies into measures, has been brought up by several authors over recent years (e.g., Belz 1998, p. 566 ff.; Köhler 2000; Meffert et al. 2012, p. 775 ff.). The very slow development of market orientation in companies or failures in marketing may not least be attributed to the fact that it is often difficult to implement marketing plans continuously and jointly with all the relevant areas of the company. Marketing implementation entails both challenges in the collaboration with other functions (such as R&D, Production, Finance & Accounting), as well as coordination with Sales. A succinct characterisation of the problem is provided by Hilker (1993, p. 4), who comprehensively investigated aspects of marketing implementation: “Implementation means realising solutions available in a conceptual form by transforming them into effective action”. Hilker supplemented this definition with some additional characteristic aspects: • Marketing implementation relates to far-reaching changes in companies, as usually a large number of areas and individuals are affected, whose behaviours and activities are strongly influenced. So it is necessary to inform and motivate many persons. • Implementation involves consciously targeted changes. • Due to the diverse feedback mechanisms in the planning process and the various substantiation steps involved, it is not an easy matter to conceptually separate planning and implementation from one another. • As implementation does not occur as one single act, but rather as a sequence of actions and decisions, it has a process character.
© Springer Fachmedien Wiesbaden GmbH 2018 T. Tomczak et al., Strategic Marketing, https://doi.org/10.1007/978-3-658-18417-9_6
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6 Marketing Implementation and Management Control
Study on the Relevance of Implementing a Strategy “A study involving 275 asset managers concluded that the capability of implementing a strategy is more important than the quality of the strategy itself. (…). A survey of management consultants conducted in the early 1980s revealed that fewer than 10 percent of the strategies formulated were also actually successfully implemented. In 1999, Fortune magazine reported in its cover story on the most serious errors made by well-known CEOs. It transpired that when it comes to strategy and vision, the illusion prevails that the right strategy alone is essential for success. According to the article: ‘In most cases – we estimate 70 percent – the actual problem does not lie in a poor strategy, but rather in poor implementation.’” (Kaplan and Norton 2001, p. 3)
The problems arising from the discrepancy between the development of strategies and their implementation are clearly illustrated by the diagram in Fig. 6.1, which is based on Bonoma (1986, p. 29) and Meffert et al. (2012). The different fields are easy to inte
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