"7 Steps to a Successful Implementation " (cont.)...............

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1) Executive or Management Overview:

A brief (less than 1 hour) Executive Overview of the total campaign, and the expected results. This course should be given separately to management in order to effectuate an uninhibited discourse among the participants.

2) Sales Managers/Campaign Coordinator:

The Executive Overview course from above (given separately to this group).

A 1-2 hour features and benefits course of how to use the campaign and what to expect if used properly.

3) Sales Staff:

A full day course designed to show the staff how to use the material, and what to expect from the campaign. Role playing is critical here, whereby the sales staff act as prospects and others use the campaign to pitch the prospect.

Note: The times stated may be more or less, depending on the extent of the campaign, the logistics of the client's offices, the capabilities of the client's staff, and other such factors.

d. Parallel Run:

Have some of the sales force use the new campaign, while others use the existing procedures. The old process should continue to be run for a sufficient period of time after implementation of the new campaign, to give management a basis of comparison to verify results. Should any problems arise, the agency should be prepared to adjust the campaign, or the client should implement procedures to resolve the problems.

Plan for a follow up meeting where those using the new campaign will tell their successes and offer comments for improvements. Be prepared to implement change to the program if warranted.

e. Go "Live":

Once you are satisfied that the parallel run works, go "live", which means eliminate the old process and use the new campaign.

7. Structured On-Going Support (S.O.S.):

To be effective, a new campaign must include a Structured On-Going Support program to assist those folks who are using the new campaign and who may have questions or need assistance. Part of a structured program should include at least the following:

B. CLIENT'S PARTICIPATION AND RESPONSIBILITIES:

1. Identify Management and Staff:

You must determine who is going to physically implement this campaign - from the manager down to the administration person. You also need to determine whether or not temporary help or assistance from the agency is necessary.

To be successful, ANY implementation must include MANAGEMENT INVOLVEMENT as well as staff involvement, duties and responsibility to include:

a. Executive Level Manager:

The executive chosen as manager of your new marketing campaign should be familiar with the company's principles and practices. The executive should be respected in the company, able to enforce the disciplines required by, and know what to expect from, the campaign. The goal is to pick an individual who can get the campaign to work for the company and not vice versa. Typical candidates for this position include the V.P. of Marketing, V.P. of Sales, Practice Development Partner, and possibly a retired family member executive who may be called in to oversee this new campaign.

Time Requirements. During the implementation of the campaign, the executive should expect to spend 15 to 40 percent of his/her time involved in campaign management. After the first 60-90 days, this time should gradually decrease to roughly ten percent. Changes to the campaign will, of course, require extra time.