Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Gilbert A. Churchill, Jr. J. Paul Peter Chapter 20 Implementing and Controlling Marketing Activities Marketing

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Organizing Marketing Within a Company Slide 20-1 Customer-Based Organization Product-Based Organization Government Customers Industrial Customers Large Corporate Customers Product Categories Brands Products

A Network Organization Slide 20-2 Figure 20.1 Core Firm Strategic Alliances Joint Ventures R & D Finance Global Strategy Manufacturing Information Marketing Vendor Partnering Customer Partnering Resellers Divisions Source: Frederick E. Webster, Jr., “The Changing Role of Marketing in the Corporation,” Journal of Marketing (October 1992), p.9. Reprinted with permission of the American Marketing Association. Management

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Implementing Marketing Plans and Strategies Slide 20-3 Staff Marketing Positions Coordinating Marketing Activities Communicating Ideas and Information Motivating Employees

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 The Control Process Slide 20-4a Figure 20.3 Compare Realized Results with Objectives Objectives Met or Exceeded Find Reasons Objectives Not Met Find Problems Objectives Set Too Low? Excellent Objectives Plan and Implementation Raise Objectives Evaluate for Performance Improvement Measure Realized Results

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Slide 20-4b Figure 20.3 Objectives Not Met Find Problems Measure Realized Results Objective Set Too High? Faulty Plan? Faulty Implementation? Combination of Problems? Lower Objectives Change Plan and Reimplement Change Implementation Start Over Compare Realized Results with Objectives The Control Process

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 by product type by customer type by geographic region by price or discount by sales method by payment method by order size by salespeople by reason for purchase Sales analysis can be broken down: Sales Analysis Slide 20-5

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Profitability Analysis Slide 20-6 Revenues 100, Expenses Profit Profit Margin 95,000 5, % 102,000 95,000 7, % 100,000 93,000 7, % Profit Margin = Revenue - Expenses Revenues

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Products - the reason for existence Markets - where products are sold Customers - user profiles Competitors - their influence Distribution channels - selling paths Sales administration - selling efficiency Pricing - profitability planning Advertising - overall program Sales promotion - sales inducement Areas to be audited include: The Marketing Audit Slide 20-7