1. For use only with Perreault/Cannon/ McCarthy texts, © 2009 McGraw-Hill Companies, Inc. McGraw-Hill/Irwin Chapter 19 Implementing and Controlling Marketing Plans: Evolution and Revolution www.mhhe.com/fourps

2. 1.Understand how information technology speeds up feedback for better implementation and control. 2.Know why effective implementation is critical to customer satisfaction and profits. 3.Understand how sales analysis can aid marketing strategy planning. 4.Understand the differences in sales analysis, performance analysis, and performance analysis using performance indexes. 5.Understand the difference between the full-cost approach and the contribution-margin approach. At the end of this presentation, you should be able to:

3. 6.Understand how planning and control can be combined to improve the marketing management process. 7.Understand what a marketing audit is and when and where it should be used. At the end of this presentation, you should be able to:

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

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

6. E ffective Implementation Means That Plans Work As Intended

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

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

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

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

12. 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: A. using natural accounts. B. the contribution margin approach. C. the marketing strategy planning process. D. performance analysis. E. sales analysis. Checking Your Knowledge

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

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

15. 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: A. Salesperson B’s performance should be a model for the whole sales force. B. Salesperson A should change her effort to bring her to the average. C. Salesperson A requires additional sales training. D. Salesperson B may be having some problems. E. Salesperson B requires additional training. Checking Your Knowledge

16. 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: A. that the sales rep has a great deal of competition in her territory. B. that the sales rep is not working hard enough. C. that the sales rep’s quota was set too high. D. that there is no reason to worry, because the rest of the sales force is 25% over quota. E. nothing at this point because of the iceberg principle. Checking Your Knowledge

17. Interactive Exercise: Sales and Performance Analysis

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

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

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

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

25. 1.Understand how information technology speeds up feedback for better implementation and control. 2.Know why effective implementation is critical to customer satisfaction and profits. 3.Understand how sales analysis can aid marketing strategy planning. 4.Understand the differences in sales analysis, performance analysis, and performance analysis using performance indexes. 5.Understand the difference between the full-cost approach and the contribution-margin approach. You should now be able to:

26. 6.Understand how planning and control can be combined to improve the marketing management process. 7.Understand what a marketing audit is and when and where it should be used. You should now be able to:

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