1. 18-1 Chapter 18 Themes for Class Discussion Measuring and Delivering Marketing Performance Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. 18-2 Planning and implementation are important, but results are what count. So, what systems should marketing managers put into place to ensure that planned results are actually delivered? What’s their purpose?

3. 18-3 Five Key Questions For Designing Control Systems to Manage Marketing Performance Who needs what information?Who needs what information? When and how often is it needed?When and how often is it needed? In what media and in what formats should it be provided?In what media and in what formats should it be provided? Does you system of marketing metrics measure up?Does you system of marketing metrics measure up? What contingencies should be planned for?What contingencies should be planned for?

4. 18-4 Q1: The Heart of the Control System: Who needs what information?

5. 18-5 In most organizations,what sort of information is needed about marketing performance?

6. 18-6 In most organizations,who needs information about marketing performance?

7. 18-7 Q2: When and how often is the information needed?

8. 18-8 Q3: In what media and in what formats should information be provided? Three key issues here: Printed or electronic?Printed or electronic? Available in the office or anywhere?Available in the office or anywhere? Format and level of aggregationFormat and level of aggregation –In what sequence should data be reported, to call attention to that requiring action? –What summaries do the decision makers need?

9. 18-9 Q4: Does your system of marketing metrics measure up?

10. 18-10 Q5: What contingencies should be planned for?

11. 18-11 Exhibit 18.2 The Control Process Setting standards of performance Specifying the necessary feedback data Obtaining the needed control data Evaluating feedback data -- explaining gap between actual and given standards of performance Taking corrective action

12. 18-12 Exhibit 18.14 The Contingency Planning Process Identifying critical assumptions about the future Measuring probability of each critical assumption’s being right Rank ordering of critical assumptions Tracking/monitoring of action plan Setting triggers to activate contingency plan Specifying alternative response options

13. 18-13 Finally, what are the merits of continuous performance measurement systems versus periodic marketing audits? Are both needed? Why or why not?

14. 18-14 Some Advice on Designing Control Systems for Managing Marketing Performance A well-designed control system can provide competitive advantage. Ask yourself, “What critical data do my competitors have, and when?” Can I compete based on better or more timely information?A well-designed control system can provide competitive advantage. Ask yourself, “What critical data do my competitors have, and when?” Can I compete based on better or more timely information? “What gets measured gets done.” Measure the things you want your people to pay attention to.“What gets measured gets done.” Measure the things you want your people to pay attention to.