In
order to control marketing plan strategies and their implementation, expectations
should be set right, the team should be built efficiently with proper
resources, communication of the plan needs to be strong, and tracking and
monitoring should be checked in effectively.
Prairie Meadows is involved in many
marketing activities and it is definitely important for the company to keep the
track of just how efficient they are and what results are being produced. In
order to monitor the marketing activities, the company needs to keep the track
of media which is being used, duration of the promotion, cost of the activity,
the number or amount of the audience targeted for the promotion, responses
which are produced, generated sales, and returns on the sales. Other than these, external factors such
economic shifts, cost-benefits, and feedbacks should also be used for
monitoring.
For
the motivation of the marketing team to implement the strategies, the
performance of each member should be assessed and evaluated before taking measures
to improve their knowledge, skills, and marketing information. If the resources
are not enough to motivate the employees, it is better to get help from the
experienced personnel. It will motivate the team members to achieve more.
Prairie
Meadows have many marketing functions going on within its boundary. In order to
ensure the coordination, hiring efficient and humble managements is very
important. They are the ones who are going to manage. Thus, their effectiveness
is very important along with the proper training of employees regarding
communication. Moreover, different feedback initiatives among teams can be
started for strong coordination (Slater, Hult and Olson 2010).
References of Provide recommendations regarding the implementation and control of your marketing plan strategies.
Slater, Stanley F., G. Tomas M. Hult, and Eric M.
Olson. 2010. "Factors influencing the relative importance of marketing
strategy creativity and marketing strategy implementation effectiveness." Industrial
Marketing Management 39 (4): 551-559.