1. Marketing Performance Measurement
Chapter 15:
Marketing Performance Measurement
PowerPoint by:
Ray A. DeCormier, Ph.D.
Central Ct. State U.

2. Chapter Topics
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:
A system for converting a strategy vision into a concrete set of performance measures.
The function and significance of marketing control in business marketing management.
The components of the control process.
The distinctive value of “dashboards” for evaluating marketing strategy performance.
The importance of execution to the success of business marketing strategy.

3. To Coach or Not-to-Coach? That is the question!
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 like being a B2B coach! 

4. Sports Analogy The CEO is like being the head manager a football team.
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.

5. Sports Analogy (con’t)
The challenge is to select the correct strategy such as “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 thinking when responding to customer needs and dealing with competitive influences.

6. Chief Marketing Officer (CMO) Council
Chief Marketing Officer (CMO) Council
CEOs & Boards of Directors demand that CMOs improve:
Relevance
Accountability
Performance of their marketing organizations
Key Importance: To prove marketing’s value there needs to be a measuring tool that provides key measures of performance. This can help:
Improve marketing’s efficiency.
Improve marketing’s effectiveness.
This ranks among top challenges for CMOs.

7. Marketing Control Systems
Marketing Control Systems should provide information for:
Assessing and/or revising current strategy
Formulation of a new strategy
Allocating funds
A control system needs to:
Continuously collect data about appropriate performance measures
Monitor the quality of strategy implementation

8. Marketing Control System
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.

9. Strategy MaP Visual representation of cause and effect relationships
Strategy MaP
Visual representation of cause and
effect relationships
How to align processes to support
marketing strategy

10. Balanced Scorecard
One way to understand the nature of a strategy is to understand the Balanced Scorecard because it focuses on 4 important areas:
Financial Perspective
Customer Perspective
Internal Perspective
Learning and Growth Perspective

11. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

12. 1. Financial Perspective
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.
Purpose Increase Shareholder Value
Financial growth outcomes, to name a few, include:
% Profit from sales
Sales growth
Productivity outcomes, to name a few, include:
Lower operating costs
Inventory turns

13. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

14. 2. Customer Perspective
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:
Moving product image from commodity to branded product
Personalized customer service
Utilize Partners (Distributors or manufacturing reps)

15. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

16. 3. Internal Perspective
This describes the business processes that directly affect the chosen strategies.
This level transforms intangibles assets into customer and financial outcomes such as:
Customer Relationship Management
Innovation Management
Operations Management
Supply Chain Management
Regulatory & Social Processes Management

17. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

18. 4. Learning & Growth Perspective
4. Learning & Growth Perspective
This describes the human, information and organizational capital to support value creating internal processes.
This defines the intangible assets that must be aligned and integrated to create value.

19. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

20. Developing the Strategy Step 1: Financial and Growth Goals
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
Long term financial goals
Long Term productivity goals
Next, we establish short-term goals for each area to form a value gap, which is the difference between a future desired state and the present reality state.

21. Step 1: Financial & Productivity Growth Goals
The difference between long and short term goals must be realistically analyzed because if it’s too much, it’ll discourage the organization from achieving it.
The goals must be functionally related and logical. For example, if you increase sales productivity, does it directly relate to more units sold and an increase in sales?
To achieve the large goals, set a number of smaller goals on a time line that work towards achieving the larger ones.

22. Step 1: Financial & Productivity Growth Goals
Financial Goals:
Large goal: Increase net worth 30% over 3 yrs.
Smaller goal: Increase net worth by 10%/yr.
Large: Increase sales by $2.1M within 3 yrs.
Smaller: Increase sales by $700K/yr.

23. Step 1: Financial & Productivity Growth Goals
Productivity Goals:
Large: Reduce operating costs by 15% in 3yrs.
Small: Reduce operating costs by 5% per/yr.

24. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

25. Step 2: Define the Customer Value Proposition for Target Customer Segments
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).

26. Step 2: Customer Value Proposition
Step 2: Customer Value Proposition
Four key customer value propositions ( recall from Ch. 7):
Low Total Costs
Product Leadership Innovation
Complete Customer Solutions
Lock In (once a prospect is a customer, the strategy is to keep him a customer)

27. Step 2: Customer Value Proposition
Say we adopt “Low Total Costs.”
What does that mean to the customer?
It means our strategy will offer:
Attractive prices
Excellent & consistent quality at same or lower prices
Ease of purchase
Responsive service and more around reducing costs for the customer!

28. Step 3: Establish Time Line for Results
Step 3: Establish Time Line for Results
To coordinate the plan, start with long-term financial goals 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 of activity. What does increased sales mean in terms of activity? Does it mean:
Add more sales people?
Develop more customers with present sales people?
Do more business with present customers?

29. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

30. Step 4: Identify Critical Strategic Themes
Each customer value proposition is interpreted into the company’s internal process objectives:
Internal process objectives support two critical elements of a company’s strategy:
To create and deliver the customer value proposition to the customer.
To improve various internal operating processes to reduce costs and enrich the productivity component from a financial perspective.

31. Step 4: Identify Critical Strategic Themes
Internal Business Processes include:
Innovation Management
Customer Management
Operations Management

32. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

33. Recall From Step 2 above: Customer Value Proposition
Four Key Customer Value Propositions (Ch. 7)
Low Total Costs
Product Leadership Innovation
Complete Customer Solutions
Lock In (once a prospect is a customer, the
strategy is to keep him a customer)

34. The three principal drivers are: Human Capital Information Capital
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:
Human Capital
Information Capital
Organizational Capital

35. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

36. 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 with the strategy by assuring they are trained and have the necessary information technology and incentives in place to implement it.

37. Step 6: Develop an Action Plan
Step 6: Develop an Action Plan
Develop an action plan that provides funding for each strategic initiative.
By doing so, this supports the overall strategy in a coordinated fashion.
The outcome will result in an integrated bundle of investments. This idea is similar to a concept called “Zero Based Budgeting”

38. Translating the 6 Steps
Using this strategy MAP coupled with measurements of both activity and financial measures throughout each level…
Clearly describes the strategy
Details objectives at critical internal processes that creates value
Provides resources to implement the strategy in an integrated way
…to achieve financial and productivity goals.

39. Balanced Scorecard: Boise Office Solutions Strategy Map
Financial
Perspective
Growth Strategy
Productivity Strategy
Increase
Shareholder
Value
Create Profitable Customer Revenues
Lower Operating Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From Commodity to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image
Relationship
Service
Functionality
Internal
Perspective
Improve Customer Experience
Leverage Customer Service
Rationalize Operations
Personalized, Proactive Service
Migrate to
Appropriate
Channels
Streamline Processes, Business, and Brands
Mass Customization
Relationship
Marketing
First Time
Right
Innovation
Customer Management
Operational Excellence
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

40. Marketing Strategy: Allocating Resources
The purpose of a marketing strategy is to yield results from invested resources. Results might include:
Interrelated Evaluations
In order to do this, there are four interrelated evaluations which are required to design a marketing strategy!
They are…
Profit contribution
% Market share
Increase new customers
Cost to serve customers
Sales increase/customer
Various other goals

41. Four Interrelated Evaluations1 2
How much should we spend on marketing in the planned period?
How should we allocate marketing dollars?
(E.g., Advertising, personal selling, both?)
Four Interrelated Evaluations 3 4
Within each marketing strategy element, how should we best allocate dollars to best achieve our marketing objectives? (E.g., Advertising media choices?)
Which market segments, products, and geographic areas will be most profitable?

42. Evaluating Success
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?

43. Level of Marketing Controls
Table 15.1

44. Strategic Control
Strategic control is based on a comprehensive evaluation of whether or not 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 marketing activities
Environment includes company image, customer characteristics, competitive activities, regulatory constraints & economic trends
Internal Marketing activities includes marketing objectives, organization and implementation

45. Market Performance Measurements (MPM)
Is a business strategy that provides performance feedback regarding the results of marketing efforts.
Companies with strong MPM programs outperformed competitors.
They had a positive influence on return on assets (ROA).
CEOs were pleased with the results.

46. Annual Plan Control Sales Analysis Market share analysis.
Sales Analysis
Market share analysis.
Expense to sales ratios
Dashboards

47. MKT Performance Dashboard
A list of key metrics that provides management with information to track progress on marketing performance to business 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?

48. Dashboard Metrics Which metrics matter?
Which metrics matter?
Isolated key performance drivers
Key Dashboard features
Metrics suggest a course of action
View of marketing’s value to the business
Better alignment of marketing with the business
Translate measures into meaningful information

49. Table 15.2 Examples of Marketing Metrics From Various Companies

50. 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 the marketing 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?

51. Illustrative Measures: Efficiency and Effectiveness Control--Product
Contribution margin
Percentage of total profits
Return on investment
Sales by market segments
Sales relative to potential
Sales growth rates
Market share
Table 15.3

52. Illustrative Measures: Efficiency and Effectiveness Control: Distribution (Place)
Sales, expenses, and contribution by channel type
Sales and contribution margin by intermediary type and individual intermediaries
Sales relative to market potential by channel, intermediary type, and specific intermediaries
Expense-to-sales ratio by channel
Logistics cost by logistics activity by channel
Table 17.3

53. Illustrative Measures: Efficiency/ Effectiveness Control: Communication (Promotion)
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 15.3

54. Illustrative Measures: Efficiency and Effectiveness Control: Pricing
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

55. Activity & Profitability Control
Activity-Based Costing (ABC method)
It’s an accounting system that links costs with various activities.
This method allocates costs to particular activities, customers, market segments.
Example:
How much sales ($$$ & units)/customer.
How much does it cost to service a customer?
What is the right mix?

56. Profitability Control: Benefits of ABC
The ABC method allows the business manager to focus on increasing profitability by:
Understanding the sources of cost variability
Developing strategies to:
1. Reduce resource commitment
2. Enhance resource productivity

57. Q & A of ABCs
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 so he/she can get the customer to increase his weekly order to a profitable order size.

58. Implementing the Marketing Strategy
Marketing plans fail, not because they were not good, but because management implemented them poorly.
Implementation is the link between strategy formulation and performance!
Implementation is the process that translate plans into action!
Good marketing implementation is the process that assures that functional assignments are in line with the overall marketing strategy.

59. Politics: The Ultimate Problem 
Often times, politics creates challenges for even the best plans.
Because of diverse functional areas that participate in the planning and implementation process, certain challenges emerge.
Thomas Bonoma asserts that there are four implementation skills that effective marketing managers should employ to lessen these concerns.

60. Four Implementation Skills1 2
Interacting
Allocating
Four Implementation Skills 3 4
Monitoring
Organizing

61. Interacting & Allocating
Interacting & Allocating
#1 Interacting
#2 Allocating
Marketing managers interact with internal and external peers.
Best people have:
Good bargaining skills
Referent power skills
Allocating skills include controlling time, resources and people to get the marketing job done.

62. Monitoring & Organizing
#3 Monitoring
#4 Organizing
Marketing managers who demonstrate flexibility, understand the firms information & control systems (manage by numbers) can manage with/without formal control systems inadequacies.
Best managers know how to organize and motivate both:
Formal and
Informal groups

63. Marketing Strategy Implementation Guide
Marketing Strategy Implementation Guide
The following chart views interrelationships between various functional groups within an organization.
Marketing Specialists understand marketing.
Other functional specialists understand the “nuts and bolts” of their areas.
The objective is to bring them together to form a “synergistic pooling” of knowledge.

64. Inter-functional Responsibility Chart
Table 15.4
Decision Area
Marketing
Sales
Manufact-uring
R&D
Purchasing
Physical Distribution
Technical Service
S B U’s
Corp. Level Planner
Product/ Service Quality
Technical Support
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

65. Marketer’s Role is to: Insure maximum customer satisfaction.
Insure maximum customer satisfaction.
Develop strategies to facilitate a desired market response (facilitate exchange).
To do this, marketers:
Assume an active role in creating strategy
Coordinate strategies with other functional members
Are the ones who integrate the collective strength of the enterprise to satisfy customer needs profitably!

66. Recap
Once the marketing strategy is formulated, manager needs to evaluate responses from target markets.
The marketer will look for discrepancies between planned and actual performance.
The marketing control system facilitates this task and enables the marketer to reassess business opportunities and make adjustments as needed in either strategy and/or execution.

67. The Big Picture
The next frame (fig. 15.2) synthesizes the material discussed in this book.
Part 1 introduced major customer classifications.
Part 2 focused on organizational buying behavior & customer relationship management.
Part 3 discussed assessing marketing opportunities to include identifying, measuring and forecasting sales by market segments.
Part 4 paid attention to challenges and opportunities that rapidly developing economies (RDEs) present to B2B firms.
Part 5 explored various dimensions of the marketing control process.

68. A Framework for Business Marketing Management
A Framework for Business Marketing Management
Fig. 15.2