chapter 19: implementing and controlling marketing plans: evolution and revolution
TRANSCRIPT
![Page 1: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/1.jpg)
Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution
![Page 2: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/2.jpg)
Implementation Objectives
Innovative thinking and approaches may help the marketing manager overcome challenges and better achieve major implementation objectivesBetter, so customers really get superior value as
plannedFaster, to avoid delays that cause customers
problemsLower cost, without wasting money on things
that don't add value for the customer
![Page 3: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/3.jpg)
Complaint Management
Smart Marketers Encourage Customer Complaints
Complaints Alert Marketers to ProblemsWhen Using Personal Selling – Best if
Salespeople Directly Ask About ProblemsMarketers With Many Customers Can:
Have Toll-Free Phone LinesWebsitesEmail & Snail Mail
![Page 4: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/4.jpg)
Making Customer Contact Easier Provides
Praise Identifies Critical AdvantagesQuestions Can Prevent Problems From
OccurringComplaints Identify Problems Faster
Keep Track of All Three ToIdentify Important AdvantagesIdentify Potential ProblemsIdentify Current Problems
![Page 5: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/5.jpg)
When Managing Complaints
Suggest A Solution Where AppropriateMake SURESURE to Execute on SolutionsIdentify Nuts & Ignore ThemResponses Should Be Tracked By
ManagementFrequencies Should Be Part of MIS System
![Page 6: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/6.jpg)
Total Quality Management
Everyone in the organization is concerned about quality, throughout all of the firm's activities, to better serve customer needs
The cost of poor quality is lost customersAchieving quality requires continuous improvement—a
commitment to constantly make things better one step at a time
Uses statistical process controls to identify problems. Examples:Pareto chartsFishbone diagrams
"Slay the dragons first"... to get a return on qualitySpecify jobs and benchmark performance
![Page 7: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/7.jpg)
Pareto Chart (Exhibit 19-3)
![Page 8: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/8.jpg)
Why Things Go Wrong – Fishbone Diagram (E 19-4)
![Page 9: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/9.jpg)
Losing A Good Customer Is Expensive!
Avg profit per day for a car rental company is $15.
Salesperson Sally rents a car 45 days a yearIf you make Sally mad - what is the cost?$15 profit for one day?$675 for one year?$6,750 for ten years?
![Page 10: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/10.jpg)
Customer Service
Critical not to over promiseFull explanations of shortcomings often
helpsOften improved when routine & special
attention situations are separatedOften try to use computers to handle
routine information
![Page 11: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/11.jpg)
Computerization Guidelines
1] Identify the usage situations2] Identify the heavy users 3] Have menus or other information
ranked by order of use - don’t make customers go through the entire menu
Are the very heavy users profitable? If not, drop them.
![Page 12: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/12.jpg)
Quality Programs Need 3 Things to Succeed
1] Top management support2] Specify each task that needs to be done,
how it is to be done, and who is to perform the task
3] Quantify the measures
![Page 13: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/13.jpg)
Benchmarking
Benchmarking – picking a basis of comparison for evaluating how well a job is done (527)
Always Benchmark Against Internal Standards
Benchmark Against External Standards If Company is Weak In An Area
When Poorly Performing – Don’t Give “The Best of the Worst” Major Rewards
![Page 14: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/14.jpg)
Feedback & Sales Analysis
Feedback process that helps the marketing manager learnhow ongoing plans and implementation are
workinghow to plan for the future
Sales Analysis looks at details of where sales come fromcustomersproductsterritories, etc.
![Page 15: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/15.jpg)
Performance & Cost Analysis
Performance Analysis compares actual with targets
Cost Analysis controls spending
![Page 16: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/16.jpg)
Some Bases for Sales, Cost, or Profit Analysis
Geographic regionProduct (package size, style, etc.)Customer sizeCustomer type or class of tradePrice or discount classMethod of saleCash or charge (financial arrangement)Size of orderCommission class
![Page 17: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/17.jpg)
Cost Analysis
Must understand costs to control themAnalyzing and dealing with fixed costs
can be a challengefull-cost approach allocates fixed costscontribution-margin approach is an
alternativetwo approaches have different benefits,
limitations
![Page 18: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/18.jpg)
Performance Analysis Looks for Differences
(Exhibit 19-5)
![Page 19: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/19.jpg)
What About Costs? (Exhibit 19-6)
![Page 20: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/20.jpg)
Performance Indexes Simplify Human Analysis (Exhibit 19-7)
![Page 21: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/21.jpg)
A Full-Cost Example (Exhibit 19-12)
![Page 22: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/22.jpg)
A Full-Cost Example (Exhibit 19-13)
![Page 23: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/23.jpg)
A Contribution-Margin Example (Exhibit 19-14)
![Page 24: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/24.jpg)
Planning and Control Combined (Exhibit 19-15)
![Page 25: Chapter 19: Implementing and Controlling Marketing Plans: Evolution and Revolution](https://reader033.vdocuments.site/reader033/viewer/2022061522/56649e455503460f94b3a2c8/html5/thumbnails/25.jpg)
Evaluation of QualityEvaluation of QualityEvaluation of QualityEvaluation of Quality
Use of Strategy Planning Framework
Use of Strategy Planning Framework
Use of Strategy Planning Framework
Use of Strategy Planning Framework
Detailed Examination of Plans
Detailed Examination of Plans
Detailed Examination of Plans
Detailed Examination of Plans
Involvement of Internal/External Parties
Involvement of Internal/External Parties
An Audit Shouldn’t Be Necessary, But Often Is!An Audit Shouldn’t Be Necessary, But Often Is!
The Marketing Audit