Marketing Implementation: Definition, Aspects

Marketing implementation definitionMarketing implementation defines as the process that turns marketing plans into action assignments and ensures that such assignments are executed to accomplish the plan’s stated objectives. No marketing program will succeed if it is not implemented properly.

To implement, the marketing executive must;

  1. obtain the support of all the people and institutions who will be involved,
  2. time all aspects of the program so that they are synchronized to precision, and
  3. retain some flexibility in the program to adjust to changes in the market environment.

Different Aspects of Implementing Marketing Activities

The planning and organizing functions provide purpose, direction, and structure of marketing activities.

However, until marketing managers implement marketing activities (plan), exchanges cannot occur.

Proper implementation of marketing activities depends on the coordination of marketing activities, the motivation of personnel who perform those activities, and the effective communication within the marketing department.

Coordinating Marketing Activities

Because of job specialization and differences in approaches, interests, and timing related to marketing activities, marketing managers must synchronize individuals’ actions to achieve marketing objectives.

They must work closely with managers in research and development, production, finance, accounting, and personnel to see that marketing activities mesh with other firm functions.

Marketing managers must coordinate the activities of marketing staff within the firm and integrate those activities with the marketing efforts of external organizations advertising agencies, researchers, shippers, and resellers, among others.

Marketing managers can improve coordination by making each employee aware of how one job relates to others and how each person’s actions contribute to the achievement of marketing plans.

Motivating Marketing Personnel

One important element in implementation is motivating marketing personnel to perform effectively. People work to satisfy physical, social, and psychological needs.

Since individuals try to achieve personal goals through the work environment, marketing managers must show each individual how personal goals can be attained. To

motivate marketing personnel, managers must discover their employees’ needs and then base their motivation methods on those needs. The degree to which a marketing manager can motivate personnel has a major impact on all marketing efforts’ success.

Putting this other way, managers must base their motivational efforts on individuals’ value systems within a specific organization. Various studies have shown that income, power, and prestige that accompanies a high organization position are often motivators.

Marketing managers can motivate marketing personnel to perform at a high level if they identify employees’ goals and provide rewards and some means of goal attainment.

It is most important that the plan to motivate personnel to be fair, that it provides incentives, and that employees understand it. Also, keep in mind that a minor reward or accomplishment for one employee may be the ultimate fulfillment for someone else.

Communicating Within the Marketing Department

Without good communication, marketing managers can neither motivate personnel nor coordinate their efforts. Marketing managers must be able to communicate with the firm’s top-level management to ensure that marketing activities are consistent with the company’s overall goals.

Communication with top-level executives keeps marketing managers aware of the company’s overall plans and achievements.

It also guides what the marketing unit is to do and how its activities are to be integrated with those of other departments – such as personnel, production, or finance – with whose management the marketing manager must also communicate to coordinate marketing efforts.

Marketing personnel must work with the production staff, for example, to help design products that customer groups want.

To direct marketing activities, marketing managers must communicate with marketing personnel at the operations level, such as researchers, package designers, advertising and sales personnel, wholesalers, and retailers.

To facilitate communication within the marketing department, marketing managers should establish an information system within the marketing department. This system should allow for easy communication among marketing managers, sales managers, and sales personnel.

The information system should aid marketers in preparing internal and external reports. Marketers need an information system to support various activities, such as planning, budgeting, sales analyses, and performance evaluations.

A useful information system should be designed to expedite communications with other departments in the organization and to minimize destructive competition among departments for organizational resources.

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