It is a year later. jessica's manager decided that the company would develop a salsa business. jessica has been in a flurry of activity since then. not only did the company have to invest in a building and equipment, but she has had to develop marketing strategies for the new salsa business. the marketing strategies are now complete and ready to be put into action. jessica was placed in charge of marketing implementation. she has spent several months organizing the marketing unit, training employees, coordinating the marketing staff, and communicating the goals and objectives of the strategy. refer to scenario 2.4. what is next step jessica should take to implement the marketing strategy?
a. establish a timetable for implementation. b. create the marketing mix. c. establish performance standards. d. undertake a swot analysis. e. evaluate the marketing strategy.

When paul o’neill joined alcoa as ceo, he set a , that there would be zero workplace accidents. a lot of people in the organization thought this was impossible given how dangerous some aluminum-manufacturing jobs are, but alcoa’s safety record improved tremendously. as the board of governors of the american red cross considers planning, one option is to make strategic plans and then direct managers to align tactical and operational plans accordingly. another option is to have planning specialists managers across the organization make their own plans. why might this organization’s executives opt for the latter approach? check all that apply. (a) the environment is a dynamic one, and department and frontline managers can come up with more responsive plans than can central leadership. (b)resources will be better coordinated across the organization in support of the overall strategy.(c) senior leadership will have more control over the organization’s direction. (d)when managers come up with their own plans, they are likely to be more committed to following through on them.