Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter...
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Transcript of Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter...
![Page 1: Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix Slides prepared by: Joe Rosagrata 14–1 Chapter.](https://reader035.fdocuments.net/reader035/viewer/2022062715/56649d9d5503460f94a877aa/html5/thumbnails/1.jpg)
Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–1
Chapter 14
Marketing Implementation and Evaluation
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–2
Implementing marketing programs
• Implementation is the operational stage during which an organisation attempts to put its marketing plan into practice.
– Comprises three activities:
1 Organising the marketing effort.
2 Staffing the organisation.
3 Directing the execution of marketing plans.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–3
Organising the marketing department
• Several factors affect decisions about structure– Ability to talk to and listen to customers.– Teamwork between departments.– Leaner organisations, fewer staff members.
• Vertical structures replaced with horizontal structures– Fewer organisation levels.– Cross-functional teams.– Employee empowerment.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–4
Company-wide organisation
• Production- or sales-oriented firms usually find:– Marketing activities are fragmented.– Sales team is a separate entity to marketing dept.– Physical distribution handled by production.
• Marketing-oriented firms usually find:– All marketing activities coordinated under one manager.– Activities grouped into:
Line activities. Staff activities.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–5
Marketing/Sales department organisation
• Geographic specialisation– The focus is on organising the sales team on the basis of
geographic territories.
• Product specialisation– A company can divide its products into two or more lines,
with separate sales teams selling each line.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–6
Marketing/Sales department organisation
• Customer specialisation– A company divides their sales departments according to
the type of customer (industry or distribution channel or major accounts).
• Combination of organisational bases– Many medium-sized and large companies often combine
a territorial sales organisation with either product or customer specialisation.
![Page 7: Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix Slides prepared by: Joe Rosagrata 14–1 Chapter.](https://reader035.fdocuments.net/reader035/viewer/2022062715/56649d9d5503460f94a877aa/html5/thumbnails/7.jpg)
Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–7
Staffing the organisation
• Selecting the people who will be doing the actual implementation work
– Critical implementation task is usually done by the sales team.
– Staff selection is critical—recruiting the right people.
![Page 8: Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix Slides prepared by: Joe Rosagrata 14–1 Chapter.](https://reader035.fdocuments.net/reader035/viewer/2022062715/56649d9d5503460f94a877aa/html5/thumbnails/8.jpg)
Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–8
Managing marketing operations
• Delegation– Measured by ability to delegate authority and
responsibility ably (competently and energetically).
• Coordination– Coordination will bring about synergy in the organisation.
• Motivation– Ability to motivate people.
• Communication– Ability to communicate effectively with their staff.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–9
Marketing evaluation and control
• An evaluation of what is working (the plan) and what factors are contributing to success or failure.
• The marketing audit– A marketing audit is a comprehensive review and
evaluation of the marketing function in an organisation. The marketing environment. The marketing strategy. Structure of the marketing division. Marketing systems. Marketing productivity. Marketing functions.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–10
The circular relationship between the three management tasks
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–11
Budgeting and controlling marketing programs
• The major tool for evaluating any business program, including marketing, is the annual budgeting process.
• The budget quantifies the marketing plan.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–12
Budgeting and controlling marketing programs
• Budgeting has benefits.
• A budgeting process is used to prepare budgets.
• Different approaches to budgeting include:– Fixed, flexible and zero-based budgets.
• Non-financial marketing controls include:– Market share, number of new products developed, strength
of brand equity, product complaints received, price independence, weighted distribution achieved, attitude towards our brand.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–13
The 80–20 principle (Pareto)
• The 80–20 principle implies that 80 per cent of business will come from 20 per cent of customers or total sales.
• For many firms, a small number of products or customers will account for a disproportionately large percentage of total sales.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–14
Misdirected marketing effort
• Many managers are unaware of the misdirected marketing effort in their firms. They do not know what percentage of total sales and profit comes from a given product line or customer group.
• Time, effort and marketing funds should be directed to those customers who are producing the firm’s sales, rather than equally across all customers.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–15
The evaluation process
• Finding out what happened.• Finding out why it happened.• Deciding what to do about it.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–16
The evaluation process
• Various options and approaches include:
• Sales-volume analysis.• Sales results versus sales goals.• Market-share analysis.• Marketing-costs analysis.• Full-cost versus contribution-margin approach.
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Copyright 2004 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing: A Practical Approach 5/e by Peter Rix
Slides prepared by: Joe Rosagrata
14–17
Taking corrective action
• Territory decisions.
• Product decisions.
• Customer decisions.
• Order-size decisions.