VERBATIMS
What are the barriers?
Participation that if fragementary or long delays in getting all in harmony.
Retailers
the dreaded not invented here syndrome
Client budgets. Disparity between the trade marketing agency and national promo agency.
buy in, understanding at the retail level and retail level training-time for advance planning and to put all the pieces into place
ignoring reality; cost; change in strategy
Unexpected circumstances and insufficient planning.
The boss, the client, the consumer, and the vendors.
Lack of buy-in. Change in players. Only created here" attitudes.
Retail execution.
Retailers not giving products enough time.
Creativity, cost per conversion and short term focus.
lack of: communication, time, detail-orientation.
Everyone wants to take credit for making sure that something can't get done. We need to reward people for out of the box thinking and risk taking rather than punishing them. No one learns anything new by trying it the same way over and over.
bureaucracy. been there -- done that.
lack of communication.
1) bureaucracy 2) change in sr. mgmt who disband ideas 3) funding pulled.
Decision by committee waters down the idea before it gets implemented. Lack of funding.
not having the client's objectives clearly defined from the outset, intermitent program management (checking in at only the last hour) and the unclear economic situation of the last three years.

Budget
The data information knowledge wisdom and action gap between ideas and customers.
Typically budget cuts and or lack of focus.
Budget, rish adverse culture, silos in the organization.
time.
Too many cooks. NIH (Not Invented Here). Egos/Pride.
Marketing in all its flavors is treated as a peripheral or autonomous activity, not as a central piece of client relationship and brand building. When funds are tight, companies cut investment in the activities that connect them with their customers - i.e. marketing. Clients and agencies are infatuated with ads when the marketing toolbox is so much bigger (and an ad campaign mught not be the best vehicle for many challenges)
most agemcies say thier core brand value is the big idea. That is complete bullshit. Ideas are easy...actually wrapping a relevatn program around the idea is the tough part. Everyone you know has had the big Idea" that is going to allow them to retire but how many have actually implemented it? Very few because ideas are easy and programs take sound strategic thinking to ensure the program is relevant to both the nrand and the target.
too brand centric thinking. not enough of a hook for all parties -- consumer, retail customer, company. poor planning. short-term results focus doesn't give success a chance.
lack of support in sales and distribution sectors, lack of integration, poor communication, weak management.
competing priorities.
Communication between the retailers management and employees.
Individual agendas.
cost, risk and indecision
Production expense, bad name/logo, no need or probelm solution, trial or price-driven purchase, customer dissatisfaction, poor customer service.
full compliance and support of the company participating
The people who pitch are never the same as the people who produce the programs.
dilution of the original goals by a committee; fear of taking the bold, aggressive steps necessary; desire to please everyone.
changes in company direction or priorities. lack of budget. lack of communication. planner going off on own and starting project without buyin. supporting vendors unreliable. too many cooks wanting to add their touch.
having not involved all parties, not having thought about other acitivties, goals of differnet channels etc.
Budget cuts. Lack of support . complicated programs.
Money. Beauracracy and risk-averse organizations. Not thinking through ideas before they are presented, so they're not taking as seriously as they might be.

team is only as strong as the weakest link.

Budgets. Short term volume needs. Too many marketing objectives vs. staying focused on a few key issues.
Failing to understand the target audience. Failing to gain buy-in and support from all internal stakeholders. Failure to establish measureable objectives. inflexibility.
Clients who believe since they write the check they can change their mind whenever they wish.
Failure to road test.
Disbelief and apathy
lack of buy-in to the implementation plan
Winning marketing budget dollars in a shrinking economy.
Personalities, budgets.
Lack of flexibility as market or environmental challenges arise. Not having the understanding going in, that the process can be messy and painful as long as the product and outcome is excellent.
Usually not enough time. Competition with other strategies.
Misinformation. Bad communication. Too many cooks in the kitchen. Inability to make decisions.
cost reducing the original idea before it is implemented. wrong retailers.
-- Budget constraints and timing are the 2 big watchouts. Particularly if brand is not making plan -- either budget is cut to be moved to other ideas deemed bigger, or there is anxiety to move programming up sooner (timing constraint).
Lack of passion. Big Ideas need to be sold in in a Big Way. Someone must be so convinced of the earth rattling impact the Big Idea will have on the future of the brand that they can't stop selling the vision. And it must be convincingly big to all parties. Ideas become watered down because we all finally settle at the point when an idea is acceptable to all. It is the easy route. Yet, as we all know, there is a vast difference between the acceptable and the exceptional.
Budget control. Legal compliance. Turf.
unforseen circumstances (i.e., plant shutdowns leading to shorttage of product, etc.)
poor planning and rushed timelines
Missing control, Missing information, Wrong tactics.
resources, juggling priorities for the customer
Adding tacticts after the idea has been planed out. Not understanding how every person who touches the idea filters it down to what they think can be done versus what it is ment to accomplish. People getting affraid to take a caluclated risk with a big payoff
Doesn't answer what's in it for me?" at the most basic levels.

Inconsistent with company messaging objectives. Doesn't support sales. Exceeds budget.
Competitive promotions, logisitics, constant systemic changes.
The biggest barrier is that many plans are internally inconsistent and cannot be implemented. Management gurus often decry those who bog down in detail. From my experience, exploring all the material issues of a plan is a detailed activity that few senior managers are willing to undertake. Very few marketing managers are so good that their plans wouldn't improve with collegial criticism.
a. Turnover of leaders and key staff who were committed to the idea.b. Too many hands, muddles the idea. c. Fear of new ideas, market risk, budget cuts d. Delays that lead to loss of momentum
Political misgivings with stake-holders within the advertising agency or at the client/retailer.
Consensus, costs
I believe the biggest barrier is an understanding of the program and maybe the perception (or reality) that materials are just difficult to put up.
Based on above keys .Varying degrees of compliance with marketing idea Lack of operational focus and controls.
convincing the value of the vision
People not following through on what they said they would do
Marketing people.
Lack of effort on the part of retailer or manufacturers rep. Clutter in the multiple promotions in place at any one time.
Head nodding. Unclear definition and objective. Interpretation of details.
lack of clear overall focus from top management
objections of the client, money.
different agendas and goals. inter-company politics.
Pessimist, rules and protectionists.
Lack of communication both internally, between partner agencies and vendors, and between the agency and client.. Budget. Unrealistic expectations.
Asking too much of the client, such as requesting actions for which there is limited staff and resources.
Budget cuts, nay-sayers, we've done that and it didn't work.
- top mgmt intervention - budget cuts - unforeseen actions
Management's unwillingness to accept carefully researched and thought-out proposals for new -- yet still more than likely effective -- ways of getting things done. And, of course, the budget.

poor implementation, neglect/indifference at retail, bad merchandising, reluctant clients to new ideas.

budget. changing client needs. technical glitches. speed to market.
push back from other groups - their inability to understand why we are doing things.
everyone needs to add or change or contribute, and modify ie delay.
New distribution channels - outside of experience. No champion. Underfunded .
In order to complete a thorough market analysis and feasibility study one must take the necessary funds from the product/development team and budget $200,000 - $300,000 to conduct the marketing studies and compile the results in a comprehensive, useful manner.
Sophistication level of distributors. Technology problems. Mid-way Budget cuts.
Overthinking an idea. Time. If it takes too long to implement, there will always be a better way of doing it that will slow you down.
Honestly the only barrier is our inability to think of something creative.
The market is the barrier, so you better know it and its limits.
Timing, cost and personalities.
As above, poor planning, high management turnover and lack of proper measurement/reward.
Client's want a big idea, until they get one. Big ideas need big client balls!
A budget that doesn't give u time to get a good brief and comprehensive analysis before u start
n my experience, the barriers that I have seen would include holes in any of the details" or exclusion of the "details" that includes items listed above. Barriers to implementation would come from lack of confidence in the idea or frankly lack of BUDGET!
time and money
Lack of financial resources, poor or ineffective/inefficient communication.
A lack of trust with your client. Disorganization and lack of time. A fear of taking creative chances.
Too many things on the field's plate. lack of clear direction. lack of understanding of the strategy. reward systems are not tied to marketing strategy. to do it well costs too much. trying to do too many things.
retail coverage must be effective.
Poor planning. Insufficent exploration/discussion of options. Locking in on only one idea/outcome possibility.
Committee-think. Fear.

Change in Strategic Objective. Change in Budget.. Change in Timing. Change in Support.

Money, usually. Lack of information/understanding.
time, resources and lack of process
-no money -no time -lame idea -unreachable target market
Cost. Current events.
Time. Lack of attendence of subgroups to status meetings. Attention to detail. Budgets.
money, time, buy in or lack thereof
Apathy, NIH syndrome
Silo thinking and development. Lack of/poor project planning.
non-cooperation from all those involved. senior management hesitation. discovery that it's actually non-implementable.
Weaker ideas that are safe and do-able and have momentum for this reason, rather than reasons related to thrilling the consumer.
Management! There are times when people get in a comfort zone and do not want to try something different. They try the same old thing and wonder why they do not get the results they expected. Their excuses are: It worked before, it should work again. This idea might work for other companies but we have an image to maintain. This is not alligned well with our branding or company voice.
Complexity. Retail Account execution.
not clear target, undefinite timing, weak determination by Pm and selling area.
Original idea changed in order to implement or make it more easy operationally. Financial implications.
Dependency upon people or organizations who do not share the sense of commitment to the project.
Interal push back "We can do that ourselves."
lack of priority

Ego. Lack of Focus. Lack of sticking with an idea.
Not my job" attitude; apathy"
Typically the barriers are the layers between whom you present to and who is actually making the final decision.
people in the company who have no skin in the idea.
Clients are not always willing to spend the necessary time, without distractions, to nail down all the details.
Missing dates on the timeline. Lack of retail support.
Buy-in as as part of the process, understanding the strategies and goals, along with the understanding that everyone is responsible for some part of the process and success.
Following the initial implementation of the concept or idea, the client will not be able to pull in the results needed to prove that the idea was successful in order to continue, or roll-out the concept. Most often, our client (an internal product manager of marketing manager) will find themselves stymied to other internal forces that make it very difficult to track response.
compressed timelines
Trade
Limited power
Time. Marketing already has all of the formal review and hoops to jump through for the big cheeses.
Marketing and agency control issues. Lack of selling cycle representation in the process.
retail associates or consumers
Faulty process. Failing to recognise and plan for comprehensive support. Planning in a vacuum. Decision-maker self-interest. Telegraphing punches. Supply chain failure.
MONEY. Time. Risk - people are afraid of change.
Lack of understanding -- the concept, the plan, the end result, the market. Lack of ability to finish. Other projects that compete for resources.

Product not really a fit for the consumer. Lack of understanding of the competitive items. Not enough lead time to execute.
The marketing ideas are usually not the main job function of those asked to execute them.
cost, changes in the market
Not completing simple tasks. Getting buy in so required action occurs.
Time and cost miscalculation. Not invented here syndrome.
1) Changes in the marketplace that impact consumer behavior, such as war, or competitive offers, 2) Distribution or production issues, 3) one person shaking his or her head at the end of the table inviting the group to revisit the decision; 4) Supplier pricing
budget cuts; strategy changes; lack of cooperation from channel partners due to sometimes differing priorities
- not an idea that consumers want -company or management talking to itself - delivering one more widget that fits into the company's comfort zone or current product lines, without differentiation - execution is only partial, overly-compromised
1. Management 2. 100% buy in at the beginning and once the idea is been implemented, changing it. 3. Personal opinions and emotions
Communication
lack of study and planning
Money. Time. Resources.
Big idea people brush off the tactical people as being unimportant or too rigid, therefore problems don't get solved, they just get bigger. Neither side -- the visionaries and the people who have to make it happen -- have respect for each other. If they understand they bring separate but equally critical skills to the endeavor, and then play on those strengths, the big idea might in fact live up to its billing.
unreal marketing goals
Budgets. Lack of technology understanding. Lack of client buy-in. Cuts/slashes in client sector.
- daily routine
fuzzy organisation, unclear knowledge of participants roles

Costs. Agencies that lose focus of the bigger picture.

Abject reality. Too many brand owners become obessed with the ideals of their own brand and assume that their consumers, channels, agents are as enthused and obsessed as they are. Agencies can be accused of the same. Critical barriers are the channels (retailers, media owners) as well as the need to show quantifiable return before a campaign/idea is delivered. Too many big campaigns rely on the semantics of the idea - rather than the real ability to sell. The dilemna forces the idea into a diluted middle ground.
I often think that the main barrier to great ideas being put in place is the internal pressure to be feasible." Ideas often fail when no one allows themselves to think beyond the safe confines of the present plan - delivering instead re-workings of existing executions because people are afraid to suggest something that does not immediately sound "feasible".
non believers
Lack of understanding, market changes, channel changes.
breakdown in communication.
just one element in the chain that is out of sync.
None if you have a good planning and development process. Unidentified and unplanned for obstacles are the hallmarks of a bad process.
resources, focus
Attitude and politics.
Lack of an action plan.
time and focus.
Complexity, lack of communication, other more important ititatives.
Market conditions. Management changes.
an unwillingness to stretch conventional marketing approaches.
Turf wars, between dealers and agents, Greed for more commission
In retail, the barriers are indifference on the part of store folks, ignorance of the scheme in general, and lack of operational experience on the part of the marketer. If the folks in marketing don't have a reality check with store people prior to implementation of any scheme, you can rest assured disaster will follow.

Resistance to risk and innovation. Corporate mindset of marketing as a cost not an investment. Lack of total senior mangement and wider organisational buy in. No monitoring and audit. Inactivity when non complience identified. Lack of alignment to Business Goals. Poor internal communication channels.

Getting things done through the buracracy of a planning system will sometimes delay an idea or kill it outright.
1. competitor programs. 2. perception or reality of program being too difficult.
Loading too much onto retailers' plates -- they are busy people and can't be expected to carry too much of the load.
Competing resources and poor communication.
1)poor implementation. 2)non-co-operation from participants
No individual with full responsibility and accountability charged with implementation and measurement of success.
Budget!! Man-power, resources. Management politics.
Costs and timing.
Unexpected changing resources. Goofy mid-level bureaucrats unconvinced of plan's merit ("We've never done that before" becomes the loud human cry).
Usually time and resources.
Economic factors, lack of cooperation w/sales staff, etc. - anyone who needs to be on board to make it work.
Poor planning/commitment not honored.
complicated retailer, field sales not excited and supportive of program
marketing and sales silos.
marketing concepts that seem astounding, but just can't be implemented.
Lack of buy in from any influential.

Resources and level of control over implementation.
some plans do not seem to work out
Ownership turf wars
Different agendas
General unsettled state of business
Changes in the business
Long gestation periods due to internal corporate foot-dragging
Creating sustainable ideas
Inability to show ROI
Front line retailers decide their way is better at moving product. (Hard sell vs. soft sell/branding)
What you're working on is not as important as what I'm working on.
Most sales organaztion are still focused on the deal. They don't have a clear vision of what drives the business and they are much more comfortable "not rocking the boat.
Budget ... for contingencies
Not wanting to spend the money on trade complaince.
pay off is not perceived as "worth" the investment."
Time. Cost. Other pressing demands. Failure to think beyond the norm.
Legal and regulatory variation ... the devil is in the details, especially at the local level Budget ... underfunding or penny-pinching .

lack of creativity
Changes in management and/or management directions/priorities. Implementation problems. If partners are involved, any number of barriers could arise including: lack of clarity or changes vs LOI, changes in exposure levels, implementation issues, etc. Increased costs. Timing problems.
Our marketing seems to always be caught in the black hole of standard operating procedure". Even new marketing ideas and projects end up being caught in this strong vortex and diluted to the "same old same old" ideas and plans. So almost none of our original marketing plans survive the wrath of upper management and company executives. New idea are stongly encouraged here.
New ideas can float to importance at any time, and sometimes someone's good idea involves a change to the plan that results in inability to meet the deadline dates previously stated. At other times, lack of information, or lack of communication of important information can result in unnecessary delays. Two heads are better than one, but too many cooks can spoil the broth.
1. Uncertain economy makes pulling or shrinking funding a reality 2. People concerned with 'planning' rarely have the responsibility or the will to see a program through to execution.
Laziness and red tape.
Lack of clear communication and expectations.
Time, money & identifying who needs to know what, when.
- Lack of resources - Lack of partners in place - Partners who don't implement
Barriers are listed above - people in the company with different agendas and retailers that are unwilling to take a chance on a new concept.
Poor planning, little understanding of all the mediums
cost
Unforeseen changes affecting the implementation plan, particularly where they involve people and communication.
Management turnover. Budget cuts.
Short- sighted Managers at the key positions of decision making process who never understand the important of marketing and still regards it as a waste of money or luxury.
1. Lack of Planning 2. Turf Wars 3. Lack of communication and buy-in 4. Too staff intensive in relation to ROI
Lack of management support is #1, not thinking through all the issues, other priorities getting in the way, no specific action steps or person assigned to follow through.