Marketing Strategy Implementation In Higher Education

946 words - 4 pages

The scholarly article which I selected to review addressed the strategic implementation of marketing initiatives within international higher education entities (Naidoo & Woo, 2011). This article was of particular interest to me due to its specific focus on marketing within higher education entities (HEI’s). The authors focused their research on 10 universities which recruit international students; specifically, on 570 questionnaires from mid-level marketing managers responsible for strategic implementation of marketing initiatives. (Naidoo & Woo, 2011, p. 1117) The authors note the disparity in success between HEI’s in addressing the international student market, and raise the implied question of whether differences in successful strategic implementation could be contributory. This study focuses on strategic implementation, as contrasted with strategic formulation, as a driver for marketing success. The premise of the authors is that by focusing on the factors which influence successful strategic implementation, HEI’s can enhance marketing program success. In addition to highlighting strategic implementation as a marketing success factor, they emphasize the value of a higher education focus in their research. Although this business category has achieved prolific growth in recent years, most marketing research has been focused on a general business environment.
The research found that strategic implementation is viewed by marketing management as operations-driven in nature. The authors uncovered 4 primary constructs from their data: implementation related outcome variables, dimensions of commitment, strategy factors and role factors. (Naidoo & Woo, 2011, p. 1122) Put in simpler terms, the authors identified strategy commitment and role commitment as the 2 key primary drivers of role performance; role performance is considered the determinant of implementation success. Stepping back further, “vision fit”, perceived significance of the strategy to organizational success, and buy in were viewed as necessary for strategy commitment. In other words, if a marketing manager felt that the proposed marketing strategy was not consistent with the organizational mission, or that the proposed strategy was not considered significant to the overall mission objective, or if the manager for whatever reason did not accept the proposal, role performance is expected to suffer. Similarly, perceived role significance was hypothesized to determine role commitment on the part of marketing managers. The hypotheses presented were validated by the results of the interview data. However, it should be noted that implementation success was determined by the attestation of the marketing manager subjects in their interviews, rather than by identifying institutions with objectively verifiable strategic implementation success.
The authors of our textbook support the importance of strategic implementation to marketing program success. As they succinctly state,...

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