The CADDIE process [ implement and evaluate]

This module explores how the marketing concept > a marketing philosophy > a business plan > a marketing plan are transformed from strategic intent to tactical actions through a series of everyday marketing action plans &  as needed marketing action plans. After completion of this module you should be able to demonstrate how the marketing concept and a marketing philosophy is transformed from strategic intentions to tactical actions and the importance of evaluating performance.

Every business is a unique business

Throughout the e-book we stress how the prevailing situational factors ‘deal’ a different set of challenges and opportunities for every organisation. Therefore, each step of the CADDIE process will be tailor made to suit the unique situational factors. In this image of the Singapore CBD we could imagine the diversity of businesses and how each must manage their own COMP factors.

Directions

In this module we discuss how the marketing concept and a marketing philosophy are transformed from a philosophy to strategic intentions and then implemented as tactical actions. Whilst there is one business plan, and one marketing plan there are a number of marketing action plans and we discuss likely types of marketing action plans [whilst emphasising that it will vary from organisation to organisation], we the discuss the implementation of marketing action plans,the evaluations of marketing action plans.

Planning is the start not the end of the process

Whilst many will think about strategy as being a creative process some fail to realise that actions are louder than words. The process of implementing and evaluating goes on 12 months a year and is not restricted to the planning cycle.

Never neglect to collect and analyse everyday information for everyday marketing action plans. 

The CADDIE people

When we unpack the CADDIE process we can identify the people involved in the business-marketing planning process and their roles and responsibilities. In the collect and analyse stage we discussed how marketing practitioners will be asked to provide COMP information. This information is then analysed and presented to the strategic business planning group in the form of a marketing report and a summary presentation. The SBPG will then craft a business plan to provide objectives for each discipline. Then the chief marketing office will bring together senior marketing practitioners to design and develop the marketing plan. The senior marketing practitioners will then work with the mid-level marketing practitioners to transform the marketing plan into a series of marketing action plans with specific parameters and objectives.

Expanding an earlier idea

This slide expands on an idea introduced in section 1. I suggest you study this slide to see how concepts are starting to come together.

In this slide we can see the people involved in the Tactical Marketing Planning Groups.

Linking COMP to marketing objectives

In the collect and analyse stage of the business-marketing planning process we identified past and current COMP factors. The objective was to identify trends and to forecast future COMP scenarios. The next step is to put tactics in place to manage future COMP factors to meet the 9 key objectives of marketing practitioners.

designing and developing an action plan

Organisations are generally organised around functions and there will be a marketing action plan for each function.

Designing & developing marketing action plans

Medium to larger organisations are generally organised around products, strategic business unit, and /or major functions and [often] there will be a marketing action plan for each.

Designing & developing marketing action plans

Just as research is required to understanding changing conditions – marketing action plans are required to manage changing conditions – we refer to these as an ‘ as needed action plans’ —- not all as needed action plans appear within the business-marketing planning cycle and some are implemented as a form of ‘corrective action’ in order to meet the marketing objectives of an organisation.

The structure of the marketing action plans

It is prudent to have consistency across the various plans – a consistent message and layout. This following slides outlines a typical structure for marketing action plans.

The structure of the marketing action plans [cont.]

This slide continues to provide the structure of the marketing action plans.

The structure of the marketing action plans [cont.]

This slide continues to provide the structure of the marketing action plans.

The structure of the marketing action plans [cont.]

This slide continues to provide the structure of the marketing action plans.

The CADDIE process [implement & evaluate]

In this video we outline how the marketing concept and a marketing philosophy are documented in the business plan, the marketing plan, and transformed from strategic intentions to tactical actions through the implementation and evaluation of tactical marketing action plans – which are then evaluated and where necessary corrective action is taken.

If it isn't measured it isn't managed

The starting point is to ensure that the required marketing data is collected and organised in a manner that is accessible appropriate to the level of the marketing practitioner. Just for convenience and to avoid naming a proprietary software I have employed the term Software for Marketing Practitioners [SfMP] as a catchall phrase.

Where are we now

With access to the required data the marketing practitioners then undertake a Marketing Audit [COMP] to determine where the organisation is at present. This information is then presented to the Strategic Business Planning Group.

Articulate the strategic intentions

Armed with the data from the disciplines the organisation SBPG will articulate the organisation’s objectives. The chief officers from each discipline and the CEO will then develop the various discipline plans. We are focusing on the marketing plan and this will detail how the organisation’s objectives in terms of marketing objectives.

Where do we want to be?

The CEO, the chief discipline officers and senior marketing practitioners will determine what is achievable. This is a super important point – marketing practitioners are not forming strategy they are interpreting the strategic objectives of the organisation.

How will we get there?

After the marketing plan has been communicated the marketing people

Did we get there?

Continuous monitoring is required to ensure that the organisation is on track – this means monitoring the marketing metrics stated in each marketing action plan and managing exceptions.

Corrective action

Where there are exception corrective action needs to be taken to realign outcomes to performance objectives.

The CADDIE process

An overview of the CADDIE business-marketing process.

Business can be strategic & tactical

Strategy & tactics need to be congruent with each other and tactics need to complement the strategy.

An overview of the unit

At the end of section 1 & section 2 we explored a summary of the work so far. In this slide we bring the CADDIE process and show how it fits in with sections 1 & 2. Take your time to work through this slide.

The marketing concept

The marketing concept dictates that organisations that best satisfy the needs of their customers are best place to satisfy their own needs. This dictates how organisations think and behave in the marketplace or marketspce.

Learning objectives of the module: After completion of this module students should be able to demonstrate how the marketing concept and a marketing philosophy is transformed from strategic intent to tactical actions.

The module ‘The CADDIE process: implement & evaluate’ has a number of chapters. The chapters outline ‘typical’ marketing action plans of an organisation, however, this will vary from organisation to organisation and will include action plans that are ‘everyday’ and routine and ‘as needed’ due to changes in the situational factors the organisation expects to encounter. We explore the following marketing action plans:

  • managing quality
  • internal and channel marketing
  • customer retention
  • external marketing
  • sales and salesforce management
  • software for marketing practitioners
  • the relational sales process

10 minute overview of the marketing concept

This video has breadth but little depth – the purpose is to provide an holistic overview of the key areas that are discussed in the marketing concept [e-book] and the relationships between the key areas. It is appropriate at this point to view this video and consider.
 

In this chapter of the marketing action plan module we discuss managing quality, We explore the 5-gap theory, the SERVQUAL tool, Net Promoter Score for measuring and managing customer satisfaction. In addition we synthesise our readings and suggest the quality can be technical quality, functional quality, relational quality and place quality.
 

In this chapter of the marketing action plans we explore why & how the objectives of profitable exchange relationships are communicated to internal customers and channel partners.
 

In this chapter of the marketing plan module we highlight th importance of managing customer retention and explain the organisational benefits of managing episodes of customer dissatisfaction.
 

In this chapter of the marketing action plan module we distinguish between internal and external marketing and discuss a broad understanding of the external marketing communication mix and how these applications can be applied to achieve the 9 objectives of marketing practitioners. Furthermore, we discuss a number of marketing concepts, including those that may provide guidance when managing controllable and uncontrollable elements.
 

In this chapter of the marketing action plan module we discuss software for marketing practitioners [SfMP] and how it can assist marketing practitioners to make better more informed decisions throughout the CADDIE process. Moreover, we note that software for marketing practitioners may have a strategic or tactical focus.
 

In the chapter of the marketing action plans module we discuss sales leads as an asset that should be valued and managed, We then discuss the salespipeline and the steps in managing sales leads.

 
 

In the chapter of the marketing action plans module we discuss the relational sales process and how this sales process is more aligned with the marketing concept, a marketing philosophy and the 9 objectives of marketing practitioners.

Activity: The Italian restaurant

In this activity we introduce a fictional family business trying to protect their reputation as a best satisfying product. Within the activity are repositioning an existing product and creating a new product. The overarching message is that many small business owners would benefit from a more formal business-marketing planning process.