Marketing Strategy Evaluation and Controls
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A marketing strategy can achieve its desired result only if implemented properly. Actual performances is often differences from expectation. There are four possible cause for this difference : 1. The marketing strategy was inappropriate or unrealistic 2. The implementation was inappropriate for the strategy
3. The implementation process was mismanages
4. The internal or external environment changed substantially between development of the marketing strategy and its implementation It’s important that the potential for implementation failures be managed strategically by having a system of marketing controls in place that allows the firms to spot potential problems before they cause a real trouble FORMAL MARKETING CONTROL
Activities or processes designed by the firm to help ensure successful implementation of the marketing strategy. Elements of formal control influence behaviors of the employees before and during implementation, and are used to assess performance outcomes at the completion of the implementation process. These elements are referred to as input, process, and output controls, respectively.
Input control is that marketing strategy cannot be implemented correctly unless the proper tools and resource are in place for it to succeed. Elements of input control are recruiting, selecting, and training employees, and also financial resource. These control activities include resource allocation decisions (manpower and financial), capital outlays for needed facilities and equipment and increased expenditures on research and development.
Means activities that occur during implementation to support the strategy and objectives. Management commitment to the strategy is critical because employees learn to model the behavior of their managers. If management is committed to the marketing strategy, its more likely that employees will be committed to it as well. Commitment to the marketing strategy also means that managers should committed to employees and support them in their efforts to implement the strategy. System for evaluating and compensating employees is also important elements to process control. Employees should be evaluate and compensate based on criteria relevant to marketing strategy. Degree of empowerment and authority granted to employees also important. Although some degree of authority and empowerment can lead to increase performance, employees that given too much authority often become confused and dissatisfied with their jobs. Having good internal communication programs can help to alleviate these problems.
Means monitoring result after implementation. These controls involves setting performance standards against which actual performance can be compared. To ensure an accurate assessment of marketing activities, all performance standard should be based on the firms marketing objectives. Standard should reflect the uniqueness of the firm and its resources , as well as critical activities needed to implement the marketing strategy.
Employees are always responsible for implementing marketing activities, and ultimately the marketing strategy. To evaluate whether performance standards have been achieved is to use a marketing audit to examine systematically the firms marketing objectives, strategy, and performance. The primary purpose of a marketing audit is to identity problems In ongoing marketing activities and to plan the necessary steps to correct these problems. A marketing audit can be long and elaborate, or can be short. The results of the audit can be used to reallocate marketing efforts, correct implementation problems, or even identify new opportunities. The end results of a well executed marketing audit are usually better marketing performances and increased customer satisfaction.