Marketing implementation, organizational change and internal marketing strategy 539
between the analytic, behavioural and organi-
zational dimensions of process, although this
is frequently covert. Consistency between the
dimensions of a process is likely to have a
substantial impact on implementation
capabilities.
For example, while value defining may be
driven by the abilities of the organization to
collect and disseminate information, ‘market
sensing’ that leads to effective implementation
of value-based strategy is likely also to be a
function of the interpretative abilities and
inclinations of individuals, and the organiza-
tion’s learning capabilities.
While value developing relies on opera-
tions capabilities, it is also shaped by the
organization’s responsiveness to market-based
change, the motivation and commitment of
individuals to implementing change, and the
motivation and commitment of individuals to
implementing change. Value delivering
involves supply chain capabilities and logistics,
but also the attitudes and behaviours of service
personnel, salespeople, distributors and other
participants, as well as the priorities communi-
cated by the strategic orientation of manage-
ment. The danger lies in equating capabilities in
the analytic/technical dimension of process
with corresponding capabilities in the behav-
ioural and organizational dimensions. The
challenge is to evaluate and manage for con-
sistency in the process, even if this means
adapting and reshaping marketing strategy to
fit better with the organization’s implementa-
tion capabilities.
While this model is no more than illus-
trative, it serves to underline the point that if
implementation is viewed in process terms,Figure 21.3 Value processes in marketing replacing marketing departments