chapter 17 - industrial marketing
TRANSCRIPT
8/10/2019 Chapter 17 - industrial marketing
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PowerPoint by:
Ray A. DeCormier, Ph.D.
Central Ct. State U.
Chapter 17:
Marketing
PerformanceMeasurement
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Astute marketers evaluate the profitability of alternative
segments and assess their marketing mix to isolate problems
and opportunities and, if necessary, alter strategy. From this
chapter you will understand:
1.
A system for converting a strategy vision into a concrete set of
performance measures.
2. The function and significance of marketing control in business
marketing management.
3. The components of the control process.
4.
The distinctive value of “dashboards” for evaluating marketing
strategy performance.
5. The importance of execution to the success of business
marketing strategy.
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When Marketing Strategies Go Wrong?
• When companies fail to deliver on theirpromises, who or what made the mistake?• Was it the CEO?
• Marketing VP?• Sales VP?
• Who caused it? What happened?
• Often, it is because the strategy was notexecuted well.
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Have you ever wanted to coach a sports
team?
How about a baseball, basketball, hockey,soccer, field hockey, or football team?
Managing a B2B Marketing team is likebeing a B2B coach!
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The CEO is like being the head manager a football team.
The marketing manager is the team coach.
The sales manager is the offensive coach.
The salesperson is the quarterback.
The rest of the players are part of the team.
Implementing a marketing program is like executing a play book.
Implementing a strategy is like implementing a series of downs.
Implementing a tactic is like implementing a play.
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Sports Analogy (con’t)
6
The challenge is to select the correct strategy suchas “Should we focus on running or passing”?
What are the other teams’ strengths and
weaknesses and what are our strengths and
weaknesses? What plays should we employ to exploit the
opposition’s weaknesses and check their strengths?
Business marketers do this same type of thinkingwhen responding to customer needs and dealingwith competitive influences.
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Half the job is developing & implementing thestrategies.
The other half is assessing whether or not thestrategy(s) worked!
In order to find out, it is imperative that a reportingand marketing control system be part of the plan.
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According to James Harrington, Qualityadvisor of Ernst & Young:
“Measurement is the first step that leads tocontrol, and eventually to improvement.
If you can’t measure something, you can’tunderstand it!
If you can’t understand it, you can’t controlit!
If you can’t control it, you can’t improve it.”
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Marketing Control Systems should provide information for:
1. Assessing and/or revising current strategy
2. Formulation of a new strategy
3. Allocating funds
A control system needs to:
1. Continuously collect data about appropriate
performance measures
2. Monitor the quality of strategy implementation
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Checks actual against planned performance by
evaluating profitability of products, customer
segments, and territories.
1. Develop the strategy
2. Implement it
3. Control it
4. Understand the whole process
It’s a necessary but very difficult task
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Again, this is a difficult task!
Let’s see how it’s done!
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One way to understand the nature of a strategy
is to understand the Balanced Scorecard
because it focuses on 4 important areas:
1.
Financial Perspective
2.
Customer Perspective
3. Internal Perspective
4.
Learning and Growth Perspective
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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This section describes financial growth & productivity outcomes
for a certain purpose: This pinpoints the chain of logic by which intangible assets will
be transformed into tangible value.
I. Purpose Increase Shareholder Value
II. Financial growth outcomes, to name a few, include:
a. % Profit from sales
b. Sales growth
III.Productivity outcomes, to name a few, include:
a. Lower operating costs
b. Inventory turns
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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Defines the strategies on how the firm proposes to
deliver a competitively superior value proposition to
the targeted customer.
Clarifies the conditions that create value for the
customer.
It could include:
a. Moving product image from commodity to branded
product
b. Personalized customer service
c. Utilize Partners (Distributors or manufacturing reps)
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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3. Internal Perspective
This describes the business processes that directlyaffect the chosen strategies.
This level transforms intangibles assets into customerand financial outcomes such as:
Customer Relationship Management
Innovation Management
Operations Management
Supply Chain ManagementRegulatory & Social Processes Management
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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4. LEARNING & GROWTH PERSPECTIVE
This describes the human, informationand organizational capital to supportvalue creating internal processes.
This defines the intangible assets thatmust be aligned and integrated to create
value.
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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DEVELOPING THE STRATEGY STEP 1: FINANCIAL AND GROWTH GOALS
The ultimate goal is to build shareholder value.
We might start with setting two major goals:
Financial & Productivity
a. Long term financial goals
b. Long Term productivity goals
Next, we establish short-term goals for each areato form a value gap, which is the differencebetween a future desired state and the presentreality state.
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Step 1: Financial & Productivity Growth Goals
The difference between long and short term goals mustbe realistically analyzed because if it’s too much, it’ll
discourage the organization from achieving it.
The goals must be functionally related and logical. Forexample, if you increase sales productivity, does itdirectly relate to more units sold and an increase insales?
To achieve the large goals, set a number of smaller goalson a time line that work towards achieving the largerones.
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Step 1: Financial & Productivity Growth Goals
Financial Goals:
1. Large goal: Increase net worth 30% over 3
yrs.2. Smaller goal: Increase net worth by 10%/yr.
a. Large: Increase sales by $2.1M within 3 yrs.b. Smaller: Increase sales by $700K/yr.
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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If you want to achieve increased sales
(Step 1: $700K/yr) you’ll need to:
Get new customers or Increase the business from customers
you already have.
To do that, you need to clearly and
explicitly develop or promote your core
Customer Value Proposition (CVP).
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Four key customer value propositions( recall from Ch. 7):
1. Low Total Costs
2. Product Leadership Innovation
3. Complete Customer Solutions
4. Lock In (once a prospect is a customer, thestrategy is to keep him a customer)
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Say we adopt “Low Total Costs ”
What does that mean to the customer?
It means our strategy will offer:
a. Attractive prices
b. Excellent & consistent quality at same or lower prices
c.
Ease of purchase
d.
Responsive service and more around reducing costs
for the customer
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To coordinate the plan, start with long-term financialgoals and break them into short term time frames.The marketing plan might present them in weekly,monthly and annual terms.
Break down the short term financial goals in terms ofactivity. What does increased sales mean in terms ofactivity? Does it mean:
a. Add more sales people?
b. Develop more customers with present salespeople?
c. Do more business with present customers?
Step 3: Establish Time Line for Results
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Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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STEP 4: IDENTIFY CRITICAL STRATEGIC THEMES
Each customer value proposition is interpreted into
the company’s internal process objectives:
Internal process objectives support two criticalelements of a company’s strategy:
1. To create and deliver the customer valueproposition to the customer.
2. To improve various internal operating processesto reduce costs and enrich the productivity
component from a financial perspective.
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Step 4: Identify Critical Strategic Themes
Internal Business Processes include:
1.Innovation Management
2.Customer Management
3.Operations Management
Balanced Scorecard: Boise Office Solutions Strategy Map
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Balanced Scorecard: Boise Office Solutions Strategy Map
Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People Integrate Key
Technologies Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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Recall From Step 2 above:Customer Value Proposition
Four Key Customer Value Propositions(Ch. 7)
1.Low Total Costs2.Product Leadership Innovation3.Complete Customer Solutions4.Lock In (once a prospect is a
customer, thestrategy is to keep him a customer)
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CVP Strategy The Focus of Internal Business Processes
Operations Management Custom er Relationship Management Innovation Management
Low Total Cost Strategy Highly Efficient Operating Ease of Customer Access Seek Process Innovations
Processes Superb Post-Sales Service Gain Scale Economies
Efficient, Timely Distribution
Product Leadership Flexible Manufacturing Capture Customer Ideas for Disciplined, High-Performance
Strategy Processes New Offering Product Development
Rapid Introduction of Educate Customers about Complex First-to-Market
New Products New Products/Services
Complete Customer Deliver Broad Product/ Create Customized Solutions Identify New Opportunities
Solutions Strategy Service Line for Customers to Serve Customers
Create Network of Suppliers Build Strong Customer Anticipate Future Customer
for Extended Product/ Relationships Needs
Service Capabilities Develop Customer Knowledge
Lock-in Provide Capacity for Create Awareness Develop and Enhance
Strategies Proprietary Product/ Influence Switching Costs of Proprietary Product
Service Existing and Potential Increase Breadth/
Reliable Access and Customers Applications of Standard
Ease of Use
Source: Adapted from Robert S. Kaplan and David P. Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcomes (Boston: Harvard
Business School Publishing Corporation, 2004), pp. 322-344.
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Step 5: Identify Human, Informational and
Organizational Resources to Support Strategy
• Step 5 is concerned with the learning &growth level of the Balanced Scorecard.
• The three principal drivers are:
1.Human Capital
2.Information Capital
3.Organizational Capital
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Learning and
Growth
Perspective
Manage Organizational Change
Human Capital
Enhance Our
People
Information Capital
Integrate Key
Technologies
Organizational Capital
Align Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
Strategy Increase
Shareholder
Value Create Profitable
Customer
Revenues
Lower
Operating
Costs
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Step 5: Identify Human, Informational and
Organizational Resources to Support Strategy
Step 5 addresses the issue:
How ready is the organization to support the
internal processes that drive the strategies?
This step makes sure that everyone is aligned withthe strategy by assuring they are trained and havethe necessary information technology andincentives in place to implement it.
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Step 6: Develop an Action Plan
Develop an action plan that provides funding foreach strategic initiative.
By doing so, this supports the overall strategy ina coordinated fashion.
The outcome will result in an integrated bundleof investments. This idea is similar to a conceptcalled “Zero Based Budgeting”
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Translating the 6 Steps
Using this strategy MAP coupled withmeasurements of both activity and financialmeasures throughout each level…
1. Clearly describes the strategy2. Details objectives at critical internal
processes that creates value
3. Provides resources to implement thestrategy in an integrated way
…to achieve financial and productivity goals.
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The purpose of a marketingstrategy is to yield results frominvested resources. Resultsmight include:
1. Profit contribution
2. % Market share
3. Increase new customers
4. Cost to serve customers
5. Salesincrease/customer
6. Various other goals
Interrelated Evaluations
In order to do this, thereare four interrelatedevaluations which arerequired to design amarketing strategy!
They are…
Marketing Strategy: Allocating Resources
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How should we allocatemarketing dollars?
(E.g., Advertising,
personal selling, both?)
Within each marketingstrategy element, how should
we best allocate dollars tobest achieve our marketingobjectives? (E.g., Advertisingmedia choices?)
Which market
segments, products,and geographic areaswill be most profitable?
1 2
43
How much should wespend on marketing inthe planned period?
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After allocating resources, it is important to
compare actual to planned and analyze the
differences.
Performance is measured in $$$ & in activity.
Address deviations above/below planned.
What caused the difference?
Level of Marketing Controls
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Control process is universal--can be applied to any level of marketing analysis.
Further, management must evaluate resource allocation within each particular element.
Level of Marketing Controls
Table 17.1
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Strategic control is based on a comprehensive evaluation of whether ornot the firm is headed in the right direction.
Are we achieving our planned goals?
One way to assess success is to do a marketing audit. It should be: Comprehensive
Periodic
Systematic evaluation of marketing operations
It considers both the marketing environment & internal marketingactivities
Environment includes company image, customer characteristics,competitive activities, regulatory constraints & economic trends
Internal Marketing activities includes marketing objectives,
organization and implementation
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Is a business strategy that provides performancefeedback regarding the results of marketingefforts.
Companies with strong MPM programsoutperformed competitors.
They had a positive influence on return on assets
(ROA).
CEOs were pleased with the results.
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A list of key metrics that providesmanagement with information to track
progress on marketing performance tobusiness outcomes. Example: Track no. of letters sent out and
measure the number of qualified leads it
generated. How many of these leads actually resulted in
new sales? Repeat sales?
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The metrics will vary depending upon the organization.
Company must try to understand what are:
“True Business Drivers”, and
Ones that can be manipulated
Drives might be:
Share of wallet to measure performance relative tocompetition
Customer average expenditure to measure lifetime value
Customer loyalty to measure how customer feels aboutrelationship
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Marketers need to:
Define “key” performance drivers
Know where to find the data
Information will come from:
Accounting
CRM programs
Specific collection of information
Information needs to be relevant and related to whatthe marketing strategy is trying to accomplish.
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1. Foster decision making – the metric shouldsuggest a course of action to be followed.
2.Provide a unified view of marketing’s valueto the business.
3. Enable better alignment between marketingand business.
4. Translate complex measures in to ameaningful and coherent set of information.
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Table 17.2 Examples of Macrosegmentation:
Aircraft Industry
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Dashboard Metrics: Operation and Execution
Operation metrics include:
Marketing budget ratio: Marketing costs/Sales Program: Program (personal selling-ad costs)/Sales
Awareness to Demand ratio:
% of Marketing costs to awareness building vs. demand
generation
Execution metrics determine how effectively themarketing strategy is being executed
Are we building awareness? Are we creating and attaining new business?
Are we keeping our old customers satisfied?
Are we closing deals?
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Sales by market segments
Sales relative to potential
Sales growth rates
Market share
Contribution margin
Percentage of total profits
Return on investment
Table 17.3
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Advertising effectiveness by media type
Actual audience/target audience ratio
Cost per contact
Number of calls, inquiries, and information requests by media type
Dollar sales per sales call
Sales per territory relative to potential sales
Selling expenses to sales ratios
New accounts per time period
Table 17.3
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Price changes relative to sales volume
Discount structure related to sales volume
Bid strategy related to new contracts
Margin structure related to marketing expenses
General price policy related to sales volume
Margins related to channel member performance
Table 17.3
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Activity & Profitability Control
Activity-Based Costing (ABC method)
It’s an accounting system that links costs withvarious activities.
This method allocates costs to particularactivities, customers, market segments.
Example:a. How much sales ($$$ & units)/customer.b. How much does it cost to service a customer?c. What is the right mix?
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PROFITABILITY CONTROL:BENEFITS OF ABC
The ABC method allows the businessmanager to focus on increasingprofitability by:
a. Understanding the sources of costvariability
b. Developing strategies to:
1. Reduce resource commitment
2. Enhance resource productivity
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Q: If it is too expensive to service a
customer, how can we reduce that cost,
make the salesperson more effective, and
still have a profitable customer?
A: One way is to set up internal systems to
recognize the problem and train the
salesperson to handle this situation sohe/she can get the customer to increase his
weekly order to a profitable order size.
Implementing the Marketing
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Implementing the MarketingStrategy
Marketing plans fail, not because they were not good, butbecause management implemented them poorly.
Implementation is the link between strategy formulation
and performance!
Implementation is the process that translate plans intoaction!
Good marketing implementation is the process thatassures that functional assignments are in line with theoverall marketing strategy.
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Politics The Ultimate Problem
Often times, politics creates challenges for
even the best plans.
Because of diverse functional areas that
participate in the planning andimplementation process, certain challengesemerge.
Thomas Bonoma asserts that there are fourimplementation skills that effectivemarketing managers should employ to
lessen these concerns.
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1 2
43
Interacting Allocating
Monitoring Organizing
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#1 Interacting #2 Allocating
Marketing managersinteract with internal and
external peers.
Best people have:
Good bargaining skills
Referent power skills
Allocating skills includecontrolling time,
resources and people toget the marketing jobdone.
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Monitoring & Organizing
#3 Monitoring
• Marketing managers who
demonstrate flexibility,
understand the firmsinformation & control
systems (manage by
numbers) can manage
with/without formalcontrol systems
inadequacies.
#4 Organizing
• Best managers know
how to organize and
motivate both: – Formal and
– Informal groups
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The following chart views interrelationshipsbetween various functional groups within anorganization.
Marketing Specialists understand marketing.
Other functional specialists understand the “nutsand bolts” of their areas.
The objective is to bring them together to form a“synergistic pooling” of knowledge.
Marketing Strategy Implementation Guide
Table 17.4
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DecisionArea
Marketing Sales Manufact-
uring
R&D Purchasing Physical
Distribution
Technical
Service
S B U’s Corp. Level
Planner
Product/
Service
Quality
Technical
Support
Physical
Distribution
National
Account
Management
Channel
Relations
Sales Support
Product /
Service
Innovation
Abbreviations to indicate decision roles: R = Responsible; A = Approval;
C = Consult; M = Implement; I = Inform; X = No role in decision
Marketer’s Role is to:
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Marketer s Role is to:
1. Insure maximum customer satisfaction.2. Develop strategies to facilitate a desired
market response (facilitate exchange).
To do this, marketers:A. Assume an active role in creating strategy
B. Coordinate strategies with other functionalmembers
C. Are the ones who integrate the collectivestrength of the enterprise to satisfycustomer needs profitably!
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Recap
Once the marketing strategy is formulated,manager needs to evaluate responses fromtarget markets.
The marketer will look for discrepancies betweenplanned and actual performance.
The marketing control system facilitates this taskand enables the marketer to reassess businessopportunities and make adjustments as neededin either strategy and/or execution.
The Big Picture
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The Big Picture
The next frame (fig. 17.2) synthesizes the material discussed
in this book.
I. Part 1 introduced major customer classifications.
II. Part 2 focused on organizational buying behavior &customer relationship management.
III. Part 3 discussed assessing marketing opportunities toinclude identifying, measuring and forecasting sales bymarket segments.
IV. Part 4 paid attention to challenges and opportunities that
rapidly developing economies (RDEs) present to B2Bfirms.
V. Part 5 explored various dimensions of the marketingcontrol process.
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Fig. 17.2
Chapter 17:
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Chapter 17:Marketing Performance Measurement
Business Marketing Management – B2B 10e
Michael D. HuttArizona State University
Thomas W. SpehMiami University
PowerPoint presentation byRay A. DeCormier, Ph.D.Central Connecticut State University