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Implementation processes and internal marketing: Making it happen

Implementation processes and internal marketing: Making it happen

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Implementation processes and internal marketing: Making it happen

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  1. Implementation processes and internal marketing: Making it happen

  2. Agenda - 1 • Why do we need to make an issue out of strategy implementation? • Implementation versus strategy • So, what is the thing about implementation? • Implementation denial • So, why doesn’t it work? • Building implementation strategies

  3. Agenda - 2 • Strategic internal marketing • Where does that leave us with strategy implementation?

  4. Many company change initiatives fail Implementation capabilities The need for internal marketing getting employees on our side getting managers on our side getting collaborators on our side changing culture Why do we need to make an issue out of strategy implementation?

  5. How groups can block effective change in a company Energy Low High The “yes … but”s or malicious obedience The ideal High Understanding The dinosaurs The dangerous enthusiasts Low

  6. Traditional approaches: organization, resources action lists, control systems Creates a dichotomy between strategy formulation and implementation Need better ways of integrating strategy and implementation Implementation versus strategy

  7. Implementation failures associated with separation of planning from management hopeless optimism implementation recognized too late denial of implementation problems implementation bolted-on at the end fixation implementation is a black-box So, what is the thing about implementation?

  8. Failure to recognize the implementation problem Need to recognize problems and prepare for change Implementation denial

  9. Recognising the implementation problem and preparing for change Perception that there is a problem High Low Blissful ignorance Ready to go High Willingness to change Low Worried stayers/ frightened rabbits Closed minds

  10. Strategy versus implementation skills diagnosing implementation problems means comparing strategy (appropriate or inappropriate) with execution skills (good or bad) So, why doesn’t it work?

  11. Diagnosing the implementation problem Strategy Appropriate Inappropriate Success Roulette Good Execution skills Trouble Failure Bad

  12. Organizational stretch what is the relationship between the fit of the strategy with company capabilities, systems and structures and the strategy itself (new or old)? So, why doesn’t it work?

  13. Matching strategy to company capabilities Fit of strategy with company capabilities, systems, structures Good Poor Synergistic strategies Stretch strategies New Market strategy Conventional strategies Obsolete strategies Old

  14. Testing out the strategy versus blaming the salesperson Lip-service to strategy caused by management by assumption structural contradictions empty promises marketing bunny marketing Counter-implementation emerges So, why doesn’t it work?

  15. Testing market strategies Test the strategy Results Reason Is this really a coherent and complete strategy? No No implementation This strategy does not tell us what to do Yes Lip-service - we may agree with the strategy but we cannot put it into effect Is this strategy capable of being implemented by this company at this time? No No implementation Yes We do not accept this strategy - let’s see what counter-implementation can do! Have we communicated the strategy - adapted it, won support for it? No No implementation Yes Implementation (maybe)

  16. What about execution skills and competences? interacting skills allocating skills monitoring skills organizing skills So, why doesn’t it work?

  17. Screen strategies for implementation problems Isolate and evaluate priority implementation problems Evaluate key players in implementation Develop implementation strategies Building implementation strategies

  18. Screening strategies for implementation problems 1. Screen strategies for implementation problems early 2. Isolate and evaluate implementation problems in detail 3. Identify and evaluate key players 4. Develop credible, costed implementation strategies - or reject the strategy

  19. Internal and external marketing Strategy Plan Internal marketing programme Product Price Communications Distribution External marketing programme Product Price Communications Distribution Targeted at key groups in the company, alliance partner companies, and other influencers Targeted at key customers, segments and niches, and other external influencers

  20. Role of Internal Marketing • The managerial actions necessary to make all members of the organization understand & accept their role in implementation • internal products-marketing strategies • internal prices-changes that must be undertaken to implement the marketing strategy • internal distribution-how the strategies are communicated internally (training) • internal promotion-persuasive communications


  22. Rafiq and Ahmed meta-model of internal marketing Pre-launch information regarding marketing campaigns Employees realise the importance of their role Supportive recruitment practices Training Participative management Employee discretion Word of mouth promotion Increased loyalty Motivated employees Service quality strategy Supportive senior management Customer conscious/ customer orientated employees Perceived service quality Good interaction Customer satisfaction Increased profitability Jobs as products Sales minded employees Increased sales due to interactive marketing Application of marketing techniques internally Employees’ satisfaction Attraction and retention of customer conscious employees

  23. A framework for internal marketing of services Inter-functional Co-ordination and Integration Employee motivation Marketing-like approach Job satisfaction Customer orientation Empowerment Service quality Customer satisfaction

  24. The tools of internal marketing SOURCE: AHMED AND RAFIG

  25. Caveats • Employees as customers • products may be unwanted (e.g. new methods of working) • employees must accept the ‘product’ or be forced into acceptance under the threat of disciplinary action or dismissal

  26. Caveats • problem with idea of customer sovereignty • make impossible demands on organisation and its resources • In this approach employees do not know that they are customers even though they are treated as such

  27. INTERNAL MARKETING MIX • Number of elements under the control of management are combined and integrated in order to produce the required response from the target market. • Use extended seven P’s of service marketing • Explicitly recognises inter-functional interdependence and the need for an integrated effort for effective service (or product) delivery • Major aim of an internal marketing programme

  28. Processual Surface Structural What are the plans, systems and procedures in this business? Who runs things here? Who has influence here - sets the agenda, owns key processes, is an “expert”? Product: Plans and strategies Price: Opportunities given up Communications: Information, market research Distribution: Reports, presentations Product: New strategic direction Price: Loss of control, status, initiative Communications: Sponsorship, agenda-setting Distribution: Policies, participation Product: individual’s job, status, role Price: Adjustment to change, new culture Communications: Persuasion, image, influence, choice of criteria Distribution: informal communications network, social interaction Levels of internal marketing Organizational levels Critical questions Internal marketing levels

  29. Strategic internal marketing Examples For example, the written plan, the new company initiative For example, stepping out of comfort zones for new types of operations For example, reports, plans, presentations, videos, roadshows For example, meetings, work-groups, training sessions and workshops, informal meetings, social occasions Programme Product Price Communications Distribution Contents The strategy and the plan, including the values, attitudes and behaviours needed to make them work What we are asking internal customers to “pay” – other projects abandoned, personal and psychological adjustment to change Media and messages to inform and persuade Physical and social venues for delivering the product and communications

  30. Implementing Marketing Activities • Good communication is key • upward communication from the front line • allows management to understand problems & needs of the employees • Employees must understand the implementation timetable • specific activities to be performed, time required, sequence, & who is responsible

  31. Implementing an Internal Marketing Approach • Conscientious recruitment, selection & training of employees • Top managers must be completely committed to the marketing strategy & overall plan • Employee compensation must be linked to marketing strategy implementation • Open communication must exist at all levels • Organizational structure, processes & policies must match the marketing strategy

  32. Operational internal marketing service marketing and quality brand ambassadors internal communications innovation management corporate positioning Internal markets instead of external markets Strategic internal marketing

  33. Strategic internal marketing internal market orientation internal marketing strategy the structure of SIM Strategic internal marketing

  34. The internal marketing programme internal market measurement internal marketing targets internal marketing evaluation The hidden face of strategic internal marketing Strategic internal marketing

  35. Causes of Improper Implementation • Marketing strategy is inappropriate or unrealistic • Implementation was inappropriate for the strategy or was simply mismanaged • Internal &/or external environment changed significantly between the development of the marketing strategy & its implementation

  36. Execution skills versus process management in strategy implementation weak implementation management-driven implementation implementation-driven strategy integrated strategy and implementation Where does that leave us with strategy implementation?

  37. Execution skills versus process management in marketing strategy implementation Process management High Low Integrated strategy and implementation Management- driven implementation Strong Execution skills Implementation- driven strategy Weak implementation Weak