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Chapter 19

Chapter 19. Implementing and Controlling Marketing Plans: Evolution and Revolution. www.mhhe.com/fourps. At the end of this presentation, you should be able to:. Understand how information technology speeds up feedback for better implementation and control.

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Chapter 19

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  1. Chapter 19 Implementing and Controlling Marketing Plans: Evolution and Revolution www.mhhe.com/fourps

  2. At the end of this presentation, you should be able to: • Understand how information technology speeds up feedback for better implementation and control. • Know why effective implementation is critical to customer satisfaction and profits. • Understand how sales analysis can aid marketing strategy planning. • Understand the differences in sales analysis, performance analysis, and performance analysis using performance indexes. • Understand the difference between the full-cost approach and the contribution-margin approach.

  3. At the end of this presentation, you should be able to: • Understand how planning and control can be combined to improve the marketing management process. • Understand what a marketing audit is and when and where it should be used.

  4. Strategy Planning, Implementation, and Control (Exhibit 19-1) • Implementation • IT speeds information flow • Making plans work • Control • Sales analysis • Performance analysis • Cost analysis • Planning and control • Marketing audit

  5. Speed Up Information For Better Implementation and Control Fast feedback can be a competitive advantage Marketing manager must take charge New IT offers speed and detail

  6. Effective Implementation Means That Plans Work As Intended

  7. Dealing with Customer Complaints Complaints Bring Problems to Light Complaints Need a Response

  8. Dealing with Customer Complaints

  9. Technology and Implementation © 2009 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin

  10. Sales Analysis Shows What’s Happening Geographic Region Product Characteristics Customer Characteristics Breakdownsfor SalesAnalysis Order Size Channel of Distribution Financial Arrangement Price or Discount Class Method of Sale

  11. Performance Analysis Looks for Differences(Exhibit 19-3)

  12. Checking Your Knowledge • Mark Sun is a sales manager for Applied Robotics. He has • asked his assistant to prepare a report that shows him how • each of his sales reps has performed over the last year – • showing their percentage above or below quota This is an • example of: • using natural accounts. • the contribution margin approach. • the marketing strategy planning process. • performance analysis. • sales analysis.

  13. What About Costs? (Exhibit 19-4)

  14. Performance Indexes Simplify Human Analysis(Exhibit 19-5)

  15. Checking Your Knowledge • A sales manager for Wilson Sporting Goods reviewed • salesperson performance. Salesperson A had a • performance index of 110, while Salesperson B had a • performance index of 80. What might the sales manager • conclude: • Salesperson B’s performance should be a model for the whole sales force. • Salesperson A should change her effort to bring her to the average. • Salesperson A requires additional sales training. • Salesperson B may be having some problems. • Salesperson B requires additional training.

  16. Checking Your Knowledge • Wendy Ball, sales manager for Applied Engineering • Products, was reviewing the performance of her • salespeople. One sales rep has sales 25% below quota. • This analysis should lead the sales manager to conclude: • that the sales rep has a great deal of competition in her territory. • that the sales rep is not working hard enough. • that the sales rep’s quota was set too high. • that there is no reason to worry, because the rest of the sales force is 25% over quota. • nothing at this point because of the iceberg principle.

  17. Interactive Exercise: Sales and Performance Analysis

  18. Marketing Cost Analysis – Controlling Costs Too Allocation Full-Cost Approach Contribution Margin Approach

  19. A Full-Cost Example (Exhibit 19-10)

  20. A Full-Cost Example (Exhibit 19-11)

  21. A Contribution-Margin Example(Exhibit 19-12)

  22. Checking Your Knowledge • A marketing cost analysis conducted by Rosa Ruiz, • marketing manager at Ruiz Windows, shows Watson • Construction to be an unprofitable customer. Ruiz • Windows should: • change the delivery terms of Watson’s orders. • raise prices on all items sold to Watson. • assign a new salesperson to Watson. • try to find out why Watson is unprofitable. • refuse to sell to Watson Construction.

  23. Planning and Control Combined(Exhibit 19-13)

  24. The Marketing Audit Detailed Examination of Plans Use of Strategy Planning Framework Evaluation of Quality Involvement of Internal/External Parties An Audit Shouldn’t Be Necessary, But Often Is!

  25. You should now be able to: • Understand how information technology speeds up feedback for better implementation and control. • Know why effective implementation is critical to customer satisfaction and profits. • Understand how sales analysis can aid marketing strategy planning. • Understand the differences in sales analysis, performance analysis, and performance analysis using performance indexes. • Understand the difference between the full-cost approach and the contribution-margin approach.

  26. You should now be able to: • Understand how planning and control can be combined to improve the marketing management process. • Understand what a marketing audit is and when and where it should be used.

  27. Key Terms • Control • Sales analysis • Performance analysis • Performance index • Iceberg principle • Full-cost approach • Contribution-margin approach • Marketing audit

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