Strategic marketing implementation and control
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This document provides information about the CIM Diploma in Professional Marketing. It outlines the learning outcomes and requirements for the Strategic Marketing and Implementation and Control modules. These modules teach skills such as situation analysis, strategic planning, resource management, and monitoring marketing plans. The document also discusses frameworks for implementing marketing strategies, prioritizing tactics, measuring success, and earning distinction marks in the program.
Strategic marketing implementation and control
- 1. CIM Diploma in Professional Marketing CIM Diploma in Professional Marketing Strategic Marketing Implementation and Control
- 2. 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
- 3. 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
- 4. CIM Diploma in Professional Marketing Kill off Requires leadership to drive through Low priority No barriers Low High LowHigh Benefit Cost 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
- 5. 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
- 6. 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 Power • 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
- 7. 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
- 8. 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
- 9. 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
- 10. 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
- 11. 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
- 12. 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
- 13. 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
- 14. CIM Diploma in Professional Marketing Reading suggestions
- 15. 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