Key elements of implementing and controlling your marketing plan

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
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