In pursuit of the “ideal approach” to successful marketing strategy implementation

Abstract

PurposeThe main objective of this paper is to consider how firms set about strategising in marketing and the nature of their implementation effort. Prior research has not considered the alternative means of implementation that firms display in practice.Design/methodology/approachA model is developed from a mid‐level (marketing) managerial perspective by comparing three groups of strategy implementation types (“change”, “collaborative”, and “cultural”) against five contextual and process characteristics of marketing strategy implementation.FindingsContrary to literature that has recommended bottom‐up marketing planning, the findings show if the firm displays an implementation environment characterised by hierarchical structures and strong top‐down influences, then marketing strategy implementation will be more effective.Research limitations/implicationsMore analysis of the daily lives of mid‐level employees is essential to improve the understanding of the key implementation success factors. Also, more research is needed on the influence of firm factors, such as culture, structure and management style, in determining the context for implementation.Practical implicationsThe strategic paradox in the results suggests that there is a need for a degree of top‐down imposition, yet it also suggested that fostering the cooperation of mid‐level marketing managers through bottom‐up initiatives is required in the implementation process.Originality/valueProvocatively, the paper concludes that the movement to restructure corporate hierarchies should not amount to a rejection of hierarchy as an organising principle in terms of implementing marketing strategies more effectively. The data indicate that a hierarchical implementation style will positively enhance the performance of those strategies.

Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity

“…Overall, the evidence from the private sector suggests that a rational strategy implementation style is associated with better organizational performance (e.g., [21,42]). However, the picture from the public sector is a bit less clear-cut.…”

“…Critically, analytical and evaluative techniques are employed to maintain commitment to strategic goals as they are being implemented, and the potential for plans to be updated in response to environmental change is (in theory) built into the whole system [41]. As a result, an emphasis on a rational implementation style is thought to result in better organizational performance because the goal clarity on which it rests facilitates the on-going coordination and integration of activities [42].…”

Export marketing strategy implementation, export marketing capabilities, and export venture performance

“…Further, in practice, implementing planned marketing strategy is widely seen as a problematic managerial task that consumes substantial time and effort resources but often ends in failure (Noble and Mokwa 1999;Sashittal and Jassawalla 2001;Thorpe and Morgan 2007). These problems may be even greater for managers dealing with international markets (e.g., Freedman 2003;Piercy 1998).…”

A Study on the Causes of Strategies Failing to Success

“…Kargar & Blumenthal, 1994;Dooley, et al 2000;Peng & Litteljohn, 2001; Thorpe & Morgan, 2007;Harrington & Kendall, 2006;Schaap, 2006;Qi, 2005) and there is a paucity of such studies in developed countries (Alashloo, et. al, 2005;Shah,2005;Hacker & Washington, 2004).…”