Implementation difficulties can result from a variety of organizational and structural problems as well as from inadequate personal skills. The author argues that more often than not it is the implementation that goes awry. But what happens once a particular strategy is agreed to? Will marketers effectively turn drawing-board strategy into marketplace reality? Too often a seemingly effective strategy fails to do what it is supposed to do, and marketing executives immediately assume that the strategy is at fault. Should we emphasize price or quality? Do we want to stay with smaller, upscale retailers or seek market expansion through large discount chains? Will our proposed new product take sales away from our existing line? These are the kinds of questions-ones of strategy-that marketers agonize over.
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