ABSTRACT
Formulating a strategy is one thing but getting it agreed and implemented is another. This is why formulating strategy and thinking about likely problems in its implementation go hand-in-hand.1 However, before a marketing strategy can be implemented it must receive the approval of top management and, before this can happen, it must get onto the agenda of top management. This chapter considers the three areas of
1 getting the proposed strategy onto the agenda of top management for review; 2 generating support for the proposed changes; and 3 actually implementing the strategy.
