Outline of Chapter 19

Outline of Chapter 19 - Outline of Chapter 19 IMPLEMENTING...

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Outline of Chapter 19 IMPLEMENTING AND CONTROLLING MARKETING PLANS: EVOLUTION AND REVOLUTION INTRODUCTION GOOD PLANS SET THE FRAMEWORK FOR IMPLEMENTATION AND CONTROL Implementation puts plans into operation--and control provides feedback CONTROL--the feedback process that helps the marketing manager learn (1) how ongoing plans and implementation are working and (2) how to plan for the future. Transparency 130 "Controlling Marketing Plans and Programs" SPEED UP INFORMATION FOR BETTER IMPLEMENTATION AND CONTROL Feedback improves the marketing management process Fast feedback can be a competitive advantage The marketing manager must take charge New information technologies offer speed and detail EFFECTIVE IMPLEMENTATION MEANS THAT PLANS WORK AS INTENDED Overhead 202 "Implementation and Control" Good implementation builds relationships with customers Implementation deals with internal or external matters Implementation has its own objectives
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Overhead 201 "Implementation Objectives" Implementation requires innovation too Overhead 203 (Exhibit 19-1) "Examples of Approaches to Overcome Specific Marketing Implementation Problems" BUILDING QUALITY INTO THE IMPLEMENTATION EFFORT Total quality management meets customer requirements TOTAL QUALITY MANAGEMENT (TQM)--an approach in which everyone in the organization is concerned about quality, throughout all of the firm's activities, to better serve customer needs. Overhead 204 "Total Quality Management" Total quality management is not just for factories Having dissatisfied customers is costly Getting a handle on doing things right--the first time CONTINUOUS IMPROVEMENT--a commitment to constantly make things better one step at a time. Things gone right and things gone wrong Starting with customer needs Slay the dragons first PARETO CHART--a graph that shows the number of times a problem cause occurs, with problem causes ordered from most frequent to least frequent.
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Transparency 131 (Exhibit 19-2) "Pareto Chart Showing Frequency of Different Complaints" Figure out why things go wrong FISHBONE DIAGRAM--a visual aid that helps organize cause-and-effect relationships for "things gone wrong." Transparency 132 (Exhibit 19-3) "Fishbone Diagram Showing Cause and Effect for 'Why Tables Are Not Cleared Quickly'" Building quality into services Overhead 205 "Building Quality into Services" Train people and empower them to serve EMPOWERMENT--giving employees the authority to correct a problem without first checking with management. Manage expectations--with good communication Separate the routine and plan for the special Managers lead the quality effort Specify jobs and benchmark performance BENCHMARKING-picking a basis of comparison for evaluating how well a job is being done. Getting a return on quality is
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Outline of Chapter 19 - Outline of Chapter 19 IMPLEMENTING...

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