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CIM Diploma in Professional Marketing
CIM Diploma in Professional Marketing
Strategic Marketing Implementation and Control
CIM Diploma in Professional Marketing
Learning outcomes: SM module • Understand how to analyse an organisation’s
current and future external environment • Understand how to analyse an organisation’s
current and future internal environment Situation analysis
• Analyse relevant information to recommend and inform strategic decision making
• Develop a strategic marketing plan to realise organisational objectives
Planning
• Manage resources to deliver the strategic marketing plan
• Monitor, measure and adapt the marketing plan for continuous improvement
Implementation and control
CIM requirements
CIM Diploma in Professional Marketing
Implementation
Let's start with a definition,
Marketing implementation is the process that turns marketing plans into action assignments and ensures that such assignments are executed in a manner that accomplishes the plan's stated objectives."
Kotler and Keller (2012) Marketing management. Harlow, Prentice Hall.
There are four key implementation skills:
1. Allocating 3. Organising 2. Monitoring 4. Interacting
CIM Diploma in Professional Marketing
Kill off
Requires leadership to
drive through
Low priority
No barriers
Low High
Low
H
igh
Benefit
Cos
t
Quick wins
Test fit with other initiatives
Use this matrix to help prioritise between different types of strategic initiatives and tactical execution that you might take. For each possible initiative, consider the relative costs and benefits to prioritise. Agree the weighting that should be given to each criteria.
Cost
Benefit
Possible Criteria n Financial cost (one-off and
ongoing) n Time cost n People cost n Other resource n Level of risk
n Better customer experience n Improved outcomes n Reduced waste n Enhanced staff morale n Reduction in avoidable contact
Prioritising tactics
CIM Diploma in Professional Marketing
Organisation skills
§ Important that the organisation’s marketing strategy is compatible with the internal structure of the business
§ McKinsey 7S model (1980) § The implementation of marketing strategy is affected by
external stakeholders too such as: – Strategic alliance partners – Marketing consultants, communication agencies – Channel members
Hooley et.al. (2012) Chapter 17 SM e-book sections 5 and 6 Dibb, S. (2002) Marketing Planning Best Practice. The Marketing Review. Vol.2. pp.441-459
CIM Diploma in Professional Marketing
Controls – implementation models
A. Minimal Effort
B. Keep informed
C. Keep satisfied
D. Key players
Shared values
Staff
Systems Structure
Strategy
Style
Skills
Low Interest High
Low
High
Pow
er
• Consult, involve, influence, focus • Monitor • Inform, react to needs • Anticipate needs RACI
CIM. Strategic marketing. CIM Diploma in Professional Marketing: Official Module Guide – e-book – chapter 5 and 6
CIM Diploma in Professional Marketing
CEM self assessment Step 4 – leading the customer experience
Smith and Wheeler (2002) Managing the customer experience. Harlow, FT Prentice Hall. http://www.smithcoconsultancy.com/knowledge-bank/cem-guides
CIM Diploma in Professional Marketing
Measurement – Gantt chart
f) and measurement proposed measurement tools for determining the success of the marketing plan (financial, resource and time based measures) 2.5 marks
Consider concluding on Continuous Improvement
CIM Diploma in Professional Marketing
Measurement table/scorecard
Source: Measuring the experience, Smith+co 2013 http://www.smithcoconsultancy.com/knowledge-bank/cem-guides
Dec 2016 Positioning focus measurement table – used with permission NGS
CIM Diploma in Professional Marketing
Are you measuring the right things?
• Do we know who our most profitable customers/clients are? • How much business do they represent compared with our average customers? • How much of their share of wallet do we enjoy? • What are the most important customer expectations that drive loyalty in our business? • To what extent do we consistently deliver a distinctive experience for our most profitable
customers against these expectations? • To what extent do we consistently deliver a positive and distinctive experience for our
employees? • How do our customers believe we compare against our competitors on quality and price? • What proportion of our customer base is loyal? • What proportion of our employee base is loyal? • What are the biggest drivers of revenue in our business? Footfall? Conversion? Cross-sell? Add-on sale? Retention etc. • What is our advocacy index and the level of organic growth that we can expect from
referral? (What is our NPS?)
Source: Measuring the experience, Smith+co 2013 http://www.smithcoconsultancy.com/knowledge-bank/cem-guides
CIM Diploma in Professional Marketing
Debruyne and Dullweber (2015) The five disciplines of customer experience leaders. Bain and Company. http://www.bain.com/publications/articles/the-five-disciplines-of-customer-experience-leaders.aspx
CIM Diploma in Professional Marketing
70%+ Distinction marking criteria
§ Ability to use a recognised planning framework to create a plan that shows consistency and logical flow of content throughout
§ Recognised academic frameworks and theories will have been used to analyse complex, incomplete or contradictory areas of knowledge and synthesise information in a manner which is innovative and original
§ Relevant conclusions have been drawn demonstrating originality of thought and ability to make decisions in a dynamic environment
§ Information has been analysed and synthesised to complete a strategic audit covering all internal and external factors, showing an awareness of the implication of incomplete or contradictory areas of information and the risks attached to these gaps. Key observations have been consolidated into a SWOT (or similar) framework which shows relative prioritisation and awareness of their input into the strategic decision-making process
CIM Diploma in Professional Marketing
70%+ Distinction marking criteria
§ Analysis of relevant challenges in both qualitative and quantitative data gathering and demonstration of understanding how the implications of knowledge gaps impact on strategic choices
§ Ability to appraise the role of vision and mission in creating strategic direction and suggestions on how to improve them
§ Ability to recommend and justify strategic decisions and evaluate the strategic implications of the decision
§ Demonstration of a mature understanding of implementation challenges with applied initiative and innovation in risk mitigation strategies
§ Evaluation of the role of controls and ability to define incisive recommendations on their use in the planning process
CIM Diploma in Professional Marketing
Reading suggestions
CIM Diploma in Professional Marketing
Want to know more? Need advice about which qualification is right for you? Phone +44 (0)1628 427240 or apply now at http://cimacademy.co.uk/apply/
Intellectual Property All training materials provided by CIM Learning and Development remain the intellectual property of The Chartered Institute of Marketing or its partners, who assert their right to worldwide copyright unless specifically agreed otherwise in writing. © CIM Academy 2017