Having undertaken the analytical part of marketing planning and chosen a set of key strategies and marketing communications, attention can be given to what should be the most satisfying part of the marketing planning process – implementation and the pride in return from marketing effort. Although this is potentially the most satisfying part of the marketing planning process it can be the most frustrating if new priorities appear early in the plan's timescale which deflect attention from long-term strategic planning.

Barriers to implementation

One of the major barriers to effective strategic marketing planning is the difficulty in implementation. Staff may recognize the need for marketing, but it is important that for effective implementation this recognition is supported by an atmosphere in which staff and other stakeholders feel the plan is to their personal advantage. It is important to have top management commitment, but in addition modern leadership recognizes that simply ordering staff to implement is not always the most appropriate way to get things done. Without this feeling of personal advantage for all there is a danger that the best laid plans will, for a variety of often good reasons, not materialize. Some of the common responses by those on front-line teams who have to implement marketing plans in all types of organizations are:

When advocating your plan throughout the organization remember to make sure that you have met these and any other local objections. This will require leadership and change-management skills, because strategic marketing plans almost always involve change. Change is at the very least disorientating and, at worst, positively frightening for employees.