Marketing implementation: the implications of marketing paradigm weakness for the strategy execution process

Article Abstract:

Reviewing the marketing strategy implementation issue in an era of a weaker marketing paradigm contrasts traditional sequential flow models of implementation with the "strategy formulation/implementation dichotomy" and leads to the emergence of a processual view of implementation. The processual view clarifies the underlying behavioral and organizational factors that build strategy implementation capabilities. These underlying factors are at risk from a weaker marketing paradigm. The weakening of the marketing paradigm is discussed in terms of the downsizing and disappearance of the marketing function, but more fundamentally in the loss of strategic influence for marketing in the face of competing management paradigms such as the "lean enterprise" and "lean thinking." The conclusion is that the impact on implementation capabilities is being felt first in companies where the marketing paradigm has been traditionally weak, but that this may be prototypical for other companies in the longer term. A number of important areas for conceptual and empirical attention are identified. (Reprinted by permission of the publisher.)

Models

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The power and politics of sales forecasting: uncertainty absorption and the power of the marketing department

Article Abstract:

Recent concerns have focused on the adequacy of the power of Marketing Departments to implement the marketing concept and to put into effect marketing plans and strategies. The article analyzes the marketing function as an information processing activity, where one significant element of information processing is sales forecasting as an uncertainty absorption process. The major hypothesis is that the power of the Marketing Department can be partially explained by its control of sales forecasting, both directly but also indirectly through a set of strategic contingencies which make marketplace uncertainty critical to the firm. The argument is supported by empirical data from a study of manufacturing firms in the United Kingdom, and leads to the identification of a number of implications for managers and researchers. (Reprinted by permission of the publisher.)

Information management, Sales forecasting

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"Will a global marketing strategy work? An energy conservation perspective."

Article Abstract:

To what extent, and under what conditions, a marketing strategy can and should be standardized across national boundaries is an issue still to be resolved in the marketing literature. Proponents of standardization point to economies of scale whereas opponents stand firm on segmentation. This study is an attempt to gain insight to the issue of standardization through cross-cultural research in four nations. The results of this study of energy conservation suggest that market segments, similar on attitudes and behavior, do exist across countries. Within such a specific segment, a global strategy may be appropriate, but a single global strategy, aimed at all segments and countries, would not be effective. (Reprinted by permission of the publisher.)

Culture, Energy conservation, Export marketing

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