Frank V. Cespedes

Implementing marketing strategy

This paper reviews the issue of implementation in marketing strategy development, adopting a perspective emphasizing issues of the decision‐making process, and drawing on the broader literatures of strategic management and organizational behaviour for insight into the marketing implementation problem. An initial focus is the damaging dichotomy between strategy formulation and implementation in marketing, leading to an analysis of the sources of implementation problems in marketing, and the development of marketing implementation tactics and strategies. This paper concludes with a management agenda for addressing marketing implementation.

Channel Management Is General Management

Distribution strategy has become an increasingly visible and important aspect of marketing in recent years. It is generally assumed that the brand, or individual product line, is the appropriate focus for the development and implementation of channel strategies. However, this ignores the mutual impact between channel policies and other aspects of corporate strategy that range far beyond the marketing function. Effective channel management requires clarifying the role of a product line within the corporation9s product portfolio, and managing the implications of interrelationships among product policy, product lines, and channel strategy. This, in turn, has significant organizational implications. For many companies, it requires a shift in who makes important channel decisions, the types of information and experience used in making these decisions, and the measurement systems used to evaluate managers.

Sales Coordination: An Exploratory Study

The increasing adoption of key-account sales programs, and the allied emphasis on team selling to multilocation accounts, makes coordinating the efforts of different salespeople calling on the same account an important task for marketing and sales managers. But little research has been done concerning the dimensions of such coordination, the factors that aid or inhibit it, or what managers can do to improve sales coordination. This paper provides a preliminary framework for considering these issues, presents findings from research designed to investigate salespeoples perceptions of factors affecting sales coordination, and makes suggestions for future research.

“We are one in fortunes”: The Sense of History in Henry VIII

UESTIONS characterize discussions of Henry VIII, a play whose critical fortunes (in a parody of Henry’s domestic arrangements) seem tied to a cycle of marriage and divorce from the Shakespearean canon, with the consensus being that the play is the product of an aesthetically adulterous collaboration between Shakespeare and John Fletcher.’ The titles of important essays about the play -“Who Wrote Shakespeare’s Henry VIIl?” “What is Shakespeare’s Henry VIII About?” “Why did Shakespeare write Henry VIIl?”-indicate a feeling that (in Gloucester’s words) “the whoreson must be acknowledged”; but these essays also point beyond the authorship controversy to disagreement and confusion about the intentions, genre, and very subject matter of the play. For four acts the play“revo1ves”around the successive risings and fallings of the great ones at Henry’s court: Buckingham, Katherine and Wolsey fall, while Anne Bullen, Cranmer and Cromwell rise in the King’s favor. The fifth act, however, with the aborted plot against Cranmer, the christening of Elizabeth and the anachronistic praise of her reign, seems to imply a perspective incompatible with de cusibus tragedy. The criticism of Henry VIII (as distinct from the studies concerned with the authorship problem) focuses upon the alleged disparity between the ending and the previous parts of the play, and the prevailing view is that Henry VIII is a political “romance” that eventually portrays Henry as the just supporter of the true religion. According to R. A. Foakes, who develops this view in detail, Shakespeare in Henry

Introduction to Business Strategy

The aim of this paper is to provide a summary of those models from Management literature most often used in student assignments, management activities & business consultancy. This is not a research paper. This is just a compilation of Business Models.