Here are the slides from the module we skipped over
during our final lecture.

The purpose of the module is to indicate situations that create problems or increase risk when organizations put forth great effort to write marketing plans, then fail to include contingencies ("what if..., then..."), follow the plan
(measure success—reallocate resources), or fall short
of getting everyone "on board" as part of the effort.

Here are a few comments I like to share..

Tip: Find marketing plans on the Internet by typing in the NAICS code of the industry + "marketing plan" in the Google search window. Skip to the third or fourth page of hits, as the first few pages will want to sell you stuff.

< The 3 components of an efficacious goal are repeated
   at the bottom of this slide.

< The strategy is devised to achieve goal(s). It's the
   "how we'll measure our results"—the major components.

< Under each component, there are individual activities,
   events, operations; these are the tactics: ad campaigns,
   PR efforts, and sales training workshops, etc.

   As with goals, each tactic is assigned a budget,
   a specific measurable goal, a timeline, and
   who is responsible for making sure the goal is met..

How embarrassing to be shopping and a friend approaches you and mentions seeing an ad for your organization—but you haven't seen it.

This happens too often. The organization has failed to capitalize on the fact that  word--of-mouth is the strongest form or promotion. It's also the most cost-effective.

Educate your employees: show them the ads, brochures, and PR campaigns; tell them how they fit, and what to say/do when others call it to their attention. It's called internal marketing—part of "integrated" marketing communications.

The second bullet states that there should be rewards
for those who go "above and beyond," and repercussions
for those who fail to meet goals. At G.E. under Jack Welch,
each year the bottom 10% of salespeople were fired.

< Risk masquerades in the form of unsubstantiated bias.
   Experience should be tied to other forms of research.

< Not setting measurable goals creates an environment
   where others tend to play the blame game, or take false
   credit that can make others jealous or bitter.

< Good plans always have next steps:
   ...what we'll do if we fall short.
   ...what we'll do if we over-achieve.

   and who will put it into action—and when.

< This attitude is prevalent in 501C non-profit organizations.
   Employees assume that because they are underpaid,
   they need not set or meet goals. Employers discourage
   this behavior by setting standards and rewarding those
   who excel.

< It's too easy to get over-confident with individual results
   based on fulfilling customers' needs. The false assumption
   is, by replicating past actions, we'll get the same or better
   results. Suddenly, a marketing-oriented program becomes
   production, product, or selling oriented.

< Ask for and get verbal buy-in by everyone in the
   organization. Not the typical group nod, let each voice
   his/her role in the effort. That way, managers know
   who's on board.