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MANAGING THE MARKETING EFFORT
Managing the marketing process requires the four marketing
management functions shown in Figure 2.6.
1. Analysis,
2. Planning,
3. Implementation,
4. Control.
Marketing Analysis
Managing the marketing function begins with a complete
analysis of the company’s situation.
The company must analyze its markets and marketing
environment to find attractive opportunities and avoid
environmental threats.
The marketer should conduct a SWOT analysis, by which it
evaluates the company’s overall strengths, weaknesses,
opportunities, and threats.
Marketing planning
involves deciding on marketing strategies that will help the
company attain its overall strategic objectives.
A detailed marketing plan is needed for each business, product,
or brand.
Table 2.2 outlines the major sections of a typical product or
brand plan.
A marketing strategy consists of specific strategies: target
markets, positioning, the marketing mix, and marketing
expenditure levels.
Marketing Planning
Marketing Implementation
Marketing implementation is the process that turns marketing
plans into marketing actions in order to accomplish strategic
marketing objectives.
Implementation involves day-to-day, month-to-month activities
that effectively put the marketing plan to work.
Implementation addresses the who, where, when, and how.
In an increasingly connected world, people at all levels of the
marketing system must work together to implement marketing
strategies and plans.
Successful marketing implementation depends on how well the
company blends its people, organizational structure, decision
and reward systems, and company culture into a cohesive action
program that supports its strategies.
Finally, to be successfully implemented, the firm’s marketing
strategies must fit with its company culture – the system of
values and beliefs shared by people in the organization.
Marketing Department Organization
The company must design a marketing organization that can
carry out marketing strategies and plans.
The most common form of marketing organization is the
functional organization. Under this organization functional
specialists head the various marketing activities.
A company that sells across the country or internationally often
uses a geographic organization.
Companies with many very different products or brands often
create a product management organization. A product manager
develops and implements a complete strategy and marketing
program for a specific product or brand.
For companies that sell one product line to many different types
of markets and customers that have different needs and
preferences, a market or customer management organization
might be best.
A market management organization is similar to the product
management organization.
Market managers are responsible for developing marketing
strategies and plans for their specific markets or customers.
Large companies that produce many different products flowing
into many different geographic and customer markets usually
employ some combination of the functional, geographic,
product, and market organization forms.
Many companies are finding that today’s marketing
environment calls for less focus on products, brands, and
territories and more focus on customers and customer
relationships.
More and more companies are shifting their brand management
focus toward customer management.
Marketing Control
Marketing control involves evaluating the results of marketing
strategies and plans and taking corrective action to ensure that
objectives are attained.
Operating control involves checking ongoing performance
against the annual plan and taking corrective action when
necessary. Its purpose is to ensure that the company achieves the
sales, profits, and other goals set out in its annual plan.
Strategic control involves looking at whether the company’s
basic strategies are well matched to its opportunities.
A major tool for such strategic control is a marketing audit. This
is a comprehensive, systematic, independent, and periodic
examination of a company’s environment, objectives, strategies,
and activities to determine problem areas and opportunities.
Measuring and Managing Return on Marketing Investment
Marketing managers must ensure that their marketing dollars are
being well spent.
Many companies now view marketing as an investment rather
than an expense.
Marketers are developing better measures of return on marketing
investment (Marketing ROI) – the net return from a marketing
investment divided by the costs of the marketing environment.
A company can assess return on marketing in terms of standard
marketing performance measures, such as brand awareness,
sales, or market share.
Some companies are combining such measures into marketing
dashboards – useful sets of marketing performance measures in
a single display.
Increasingly marketers are using customer-centered measures of
marketing impact, such as customer acquisition, customer
retention, and customer lifetime value.

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Managing the marketing effort

  • 1. MANAGING THE MARKETING EFFORT Managing the marketing process requires the four marketing management functions shown in Figure 2.6. 1. Analysis, 2. Planning, 3. Implementation, 4. Control. Marketing Analysis Managing the marketing function begins with a complete analysis of the company’s situation. The company must analyze its markets and marketing environment to find attractive opportunities and avoid environmental threats. The marketer should conduct a SWOT analysis, by which it evaluates the company’s overall strengths, weaknesses, opportunities, and threats. Marketing planning involves deciding on marketing strategies that will help the company attain its overall strategic objectives. A detailed marketing plan is needed for each business, product, or brand. Table 2.2 outlines the major sections of a typical product or brand plan. A marketing strategy consists of specific strategies: target markets, positioning, the marketing mix, and marketing expenditure levels. Marketing Planning
  • 2. Marketing Implementation Marketing implementation is the process that turns marketing plans into marketing actions in order to accomplish strategic marketing objectives. Implementation involves day-to-day, month-to-month activities that effectively put the marketing plan to work. Implementation addresses the who, where, when, and how. In an increasingly connected world, people at all levels of the marketing system must work together to implement marketing strategies and plans. Successful marketing implementation depends on how well the company blends its people, organizational structure, decision and reward systems, and company culture into a cohesive action program that supports its strategies. Finally, to be successfully implemented, the firm’s marketing strategies must fit with its company culture – the system of values and beliefs shared by people in the organization. Marketing Department Organization The company must design a marketing organization that can carry out marketing strategies and plans. The most common form of marketing organization is the functional organization. Under this organization functional specialists head the various marketing activities. A company that sells across the country or internationally often uses a geographic organization. Companies with many very different products or brands often create a product management organization. A product manager develops and implements a complete strategy and marketing program for a specific product or brand. For companies that sell one product line to many different types of markets and customers that have different needs and
  • 3. preferences, a market or customer management organization might be best. A market management organization is similar to the product management organization. Market managers are responsible for developing marketing strategies and plans for their specific markets or customers. Large companies that produce many different products flowing into many different geographic and customer markets usually employ some combination of the functional, geographic, product, and market organization forms. Many companies are finding that today’s marketing environment calls for less focus on products, brands, and territories and more focus on customers and customer relationships. More and more companies are shifting their brand management focus toward customer management. Marketing Control Marketing control involves evaluating the results of marketing strategies and plans and taking corrective action to ensure that objectives are attained. Operating control involves checking ongoing performance against the annual plan and taking corrective action when necessary. Its purpose is to ensure that the company achieves the sales, profits, and other goals set out in its annual plan. Strategic control involves looking at whether the company’s basic strategies are well matched to its opportunities. A major tool for such strategic control is a marketing audit. This is a comprehensive, systematic, independent, and periodic examination of a company’s environment, objectives, strategies, and activities to determine problem areas and opportunities. Measuring and Managing Return on Marketing Investment
  • 4. Marketing managers must ensure that their marketing dollars are being well spent. Many companies now view marketing as an investment rather than an expense. Marketers are developing better measures of return on marketing investment (Marketing ROI) – the net return from a marketing investment divided by the costs of the marketing environment. A company can assess return on marketing in terms of standard marketing performance measures, such as brand awareness, sales, or market share. Some companies are combining such measures into marketing dashboards – useful sets of marketing performance measures in a single display. Increasingly marketers are using customer-centered measures of marketing impact, such as customer acquisition, customer retention, and customer lifetime value.