Course: BBA II
University: Rajasthan University
Subject Name: Marketing Management (M.M)
Subject Code: 202
Unit: 5 (Control of Marketing Operations)
Syllabus:
- Need and Phase of Control
- Techniques of Controlling (Budgeting, Sales Analysis, Distribution Cost Account and Analysis)
- Marketing Audit
This document discusses different types of organizational structures for marketing departments. It begins by outlining factors that influence organizational structure like technology, customer lifestyles, and the environment. The main types discussed are functional, territorial, product-based, customer-based, and matrix structures. For each type, it describes the basic structure, advantages, and disadvantages. It emphasizes that the optimal structure depends on an organization's size, products, markets, competition, and management philosophy. The document provides guidance on choosing and evaluating different marketing organizational structures.
The document outlines the steps in strategic planning for multinational corporations (MNCs), including environmental scanning, internal resource analysis, goal formulation, and implementation. It describes factors for MNCs to consider when implementing strategies, such as site selection, production, and finance. Finally, it discusses specialized strategies for emerging markets and international new ventures.
This document provides an overview of sales and distribution management. It discusses the evolution, nature, and importance of sales management. It defines sales management and explains its integration with marketing management. It also outlines the roles and skills of modern sales managers, types of sales managers and positions, and objectives, strategies, and tactics of sales management. Finally, it discusses emerging trends in sales management and the linkage between sales and distribution management.
This document discusses different types of organizational structures for marketing departments. It begins by outlining factors that influence organizational structure like technology, customer lifestyles, and the environment. The main types discussed are functional, territorial, product-based, customer-based, and matrix structures. For each type, it describes the basic structure, advantages, and disadvantages. It emphasizes that the optimal structure depends on an organization's size, products, markets, competition, and management philosophy. The document provides guidance on choosing and evaluating different marketing organizational structures.
The document outlines the steps in strategic planning for multinational corporations (MNCs), including environmental scanning, internal resource analysis, goal formulation, and implementation. It describes factors for MNCs to consider when implementing strategies, such as site selection, production, and finance. Finally, it discusses specialized strategies for emerging markets and international new ventures.
This document provides an overview of sales and distribution management. It discusses the evolution, nature, and importance of sales management. It defines sales management and explains its integration with marketing management. It also outlines the roles and skills of modern sales managers, types of sales managers and positions, and objectives, strategies, and tactics of sales management. Finally, it discusses emerging trends in sales management and the linkage between sales and distribution management.
The marketing process consists of four key elements: 1) strategic marketing analysis to define market segments, niches, and individual customers as well as product positioning; 2) marketing-mix planning covering the 4 P's of product, price, place, and promotion; 3) marketing implementation; and 4) marketing control including annual planning, profitability, efficiency, and strategic evaluations. The overall process is designed to understand customer needs and deliver satisfying products and services profitably.
El documento describe los conceptos y pasos clave de la planeación estratégica. Explica que la planeación estratégica es un proceso sistemático para alcanzar objetivos a largo plazo mediante el análisis interno y externo, el establecimiento de estrategias y planes, y la medición del progreso. También señala que la planeación estratégica se usa comúnmente en negocios y militares para establecer una dirección general y estrategias específicas.
The document provides an overview of a strategic management course. The objectives are to familiarize students with strategic management concepts and frameworks, and develop their ability to apply these concepts to understand business performance, generate strategy options, assess options under uncertainty, select and implement strategies. The course also aims to integrate previous learning and develop a general management perspective and judgment.
Meaning, nature and process of strategic evaluationNARENDRA KUMAR
Strategic evaluation is the assessment process that provides executives and managers with performance information about programs, projects, and activities designed to meet business goals and objectives. It is defined as the process of determining the effectiveness of a given strategy in achieving organizational objectives and taking corrective actions when required. The presentation was given by Narendra Kumar from the Central University of Rajasthan's Department of Commerce for their third batch from 2014 to 2016.
The quantitative approach to management incorporates analytical and numeric techniques to improve decision making. It involves the use of statistics, information models, computer simulations and aims to provide the best possible answers. The quantitative approach contributes to management through management science, operations management, management information systems, and by increasing understanding of logistics and control, optimizing management with statistical data, more efficient resource allocation, increased planning and budgeting, greater use of technology and research, and using numerical information for decision making.
This document discusses new market offerings and innovation. It provides categories of new products, lists the world's most innovative companies, and outlines seven notions of innovation. It also discusses factors that can limit new product development and ways companies can find new ideas, including customer feedback methods. Finally, it covers concept development, testing, marketing strategy, product life cycles, and the adoption process for new products.
This document provides an overview of the evolution and definition of social marketing. It discusses how social marketing has its roots in public education campaigns from ancient times but grew substantially in the 20th century with anti-smoking and HIV/AIDS campaigns. While definitions of social marketing have varied over time, it essentially applies marketing principles and techniques to influence behaviors for social good. The key aspects of social marketing include focusing on changing behaviors, using the marketing mix of product, price, place and promotion, and benefiting society as well as the target audience. The document also distinguishes social marketing from related concepts like social media and clarifies common misunderstandings about social marketing.
Environmental scanning is the process of gathering, analyzing, and sharing information about internal and external factors that could impact an organization. It involves monitoring social, political, economic, ecological, and technological trends to identify opportunities and threats. There are several approaches and techniques used for environmental scanning, including systematic monitoring of the business environment, ad hoc studies, PEST analysis to examine political, economic, social, and technological influences, SWOT analysis to assess strengths, weaknesses, opportunities, and threats, and ETOP analysis to identify environmental threats and opportunities.
This document provides an overview of key concepts in marketing strategy and planning. It discusses companywide strategic planning, including defining missions and objectives, analyzing business portfolios, and developing strategies. It also covers marketing strategy, including market segmentation, targeting, positioning, and the marketing mix. Finally, it discusses marketing implementation, organization, and control, including return on marketing investment.
Marketing research is a formal, systematic process of collecting and analyzing information to better inform decision making. It involves specifying information needs, collecting relevant data, analyzing the data, and communicating the results. The value of marketing research lies in its relevance, quality, timeliness, and completeness of data, information, and knowledge. While striving for objectivity, marketing research also involves both science and art as investigators must be unbiased yet acknowledge limitations and be open to unexpected findings. The research process involves defining the problem, determining the research design and data sources, developing sampling and instruments, collecting and preparing data, analyzing and interpreting results, and communicating outcomes.
Module 3 marketing research and information systemsJeVaughn Ferguson
The document discusses managing marketing information and gaining customer insights. It covers assessing marketing information needs, developing marketing information through various sources like internal databases and marketing research, analyzing information using tools like customer relationship management, and distributing and using information. Key aspects of developing marketing information include defining problems, developing research plans, using various research approaches and instruments, and implementing research. The goal is to effectively gather and use information to better understand customers.
Marketing control involves monitoring marketing plans, assessing results, and making adjustments to achieve goals. It includes establishing performance standards, measuring results, comparing to standards, and taking corrective actions. Marketing control helps ensure plans are on track, problems are identified and addressed, and marketing efforts are effective. It is a critical process for organizations to evaluate performance and make strategic decisions.
This document provides an introduction and overview of key marketing concepts including needs, wants and demands, products, exchange and transactions, markets, and different marketing concepts such as production, product, selling, marketing, and societal concepts. It also discusses the importance of marketing and analyzing the internal and external marketing environment, including factors such as economic, demographic, social/cultural, political/legal, and technological environments. Finally, it compares the differences between selling and marketing orientations.
The document provides an overview of marketing research and the marketing research process. It discusses defining the problem and research objectives, developing a research plan including determining data needs and sources, collecting both primary and secondary data using various qualitative and quantitative techniques, and interpreting and reporting findings to key decision makers. The goal of marketing research is to provide systematic and useful information to address marketing problems and support effective business decisions.
This document discusses strategic management and the strategic management process. It covers:
1) The importance of strategic management and having a formal strategic management system.
2) The steps in the strategic management process including identifying the organization's mission/objectives/strategies, analyzing the external/internal environment, identifying strengths/weaknesses/opportunities/threats, formulating strategies, implementing strategies, and evaluating results.
3) Different levels of organizational strategies including corporate, business, and functional strategies and examples like grand strategies, BCG matrix, and Porter's generic competitive strategies.
The document discusses marketing processes and strategic marketing planning. It covers defining a corporate mission and goals, establishing business units, conducting SWOT and environmental analyses, developing marketing strategies using frameworks like Ansoff's matrix and Porter's generic strategies, creating a marketing plan, and analyzing marketing opportunities through internal records and market intelligence. The purpose of strategic planning and having a marketing plan is to help firms deliver targeted profits and growth.
EVALUATION & FUNCTION OF ADVERTISING AGENCY9619734954
The document discusses the organizational structure and functions of advertising agencies, with the objectives of studying their structure and understanding their evaluation and role. It examines their independent organization consisting of creative and business professionals who develop marketing plans, advertisements, and promotions. Examples of major Indian advertising agencies are provided, and it covers the topics of their organizational structure, functions, and evaluation criteria.
This document provides an overview of strategic marketing planning. It begins with defining key marketing terms and concepts. It then covers analyzing the marketing situation and identifying target markets through research. The bulk of the document outlines developing a marketing plan, including determining strategy and tactics. It discusses the marketing mix of product, price, place, and promotion. Finally, it briefly mentions controlling the marketing plan through audits, benchmarks, and key performance indicators.
This document defines marketing and marketing management. It discusses that marketing is about creating and delivering value for customers and managing customer relationships to benefit an organization. Marketing management involves choosing target markets and gaining, retaining, and growing customers through superior value. The document also outlines core marketing concepts like segmentation, branding, and the marketing mix of product, price, place, and promotion. It describes the key tasks of marketing management as developing strategies, gaining customer insights, connecting with customers, and communicating value to create long-term growth.
Entrepreneurship plays an important role in economic development and growth. It creates jobs, balances those seeking jobs with those creating jobs, and stimulates healthy economic growth. Entrepreneurship progresses economies from being factor-driven to efficiency-driven to innovation-driven. It is considered key to national competitive advantage. Countries and regions that support entrepreneurship through business incubation centers, entrepreneurial education and training, access to capital, favorable policy environments, and strong entrepreneurial cultures tend to have more vibrant economies.
The document discusses various aspects of controlling marketing operations. It defines marketing control as monitoring marketing plans and adjusting as needed to achieve goals. There are four main steps to marketing control: 1) establishing performance standards, 2) measuring actual performance, 3) comparing performance to standards, and 4) taking corrective actions as needed. The document also outlines different types of marketing controls including annual plan control, profitability control, efficiency control, and strategic control, which involve analyzing sales, profits, expenses, financials, market share, and customer attitudes. Marketing audits provide in-depth analysis of a company's marketing environment, strategies, and activities to identify issues and improve performance.
Marketing controlling works to ensure the effectiveness and efficiency of market-based business management. It has several functions, including planning, information, management coordination, and control. Marketing controlling uses various tools at both the strategic and operational levels, such as balanced scorecards, portfolios, and ABC analysis, to monitor marketing activities, develop action options, and analyze variances from plans. It aims to support both strategic marketing planning and the operational implementation and control of marketing goals.
The marketing process consists of four key elements: 1) strategic marketing analysis to define market segments, niches, and individual customers as well as product positioning; 2) marketing-mix planning covering the 4 P's of product, price, place, and promotion; 3) marketing implementation; and 4) marketing control including annual planning, profitability, efficiency, and strategic evaluations. The overall process is designed to understand customer needs and deliver satisfying products and services profitably.
El documento describe los conceptos y pasos clave de la planeación estratégica. Explica que la planeación estratégica es un proceso sistemático para alcanzar objetivos a largo plazo mediante el análisis interno y externo, el establecimiento de estrategias y planes, y la medición del progreso. También señala que la planeación estratégica se usa comúnmente en negocios y militares para establecer una dirección general y estrategias específicas.
The document provides an overview of a strategic management course. The objectives are to familiarize students with strategic management concepts and frameworks, and develop their ability to apply these concepts to understand business performance, generate strategy options, assess options under uncertainty, select and implement strategies. The course also aims to integrate previous learning and develop a general management perspective and judgment.
Meaning, nature and process of strategic evaluationNARENDRA KUMAR
Strategic evaluation is the assessment process that provides executives and managers with performance information about programs, projects, and activities designed to meet business goals and objectives. It is defined as the process of determining the effectiveness of a given strategy in achieving organizational objectives and taking corrective actions when required. The presentation was given by Narendra Kumar from the Central University of Rajasthan's Department of Commerce for their third batch from 2014 to 2016.
The quantitative approach to management incorporates analytical and numeric techniques to improve decision making. It involves the use of statistics, information models, computer simulations and aims to provide the best possible answers. The quantitative approach contributes to management through management science, operations management, management information systems, and by increasing understanding of logistics and control, optimizing management with statistical data, more efficient resource allocation, increased planning and budgeting, greater use of technology and research, and using numerical information for decision making.
This document discusses new market offerings and innovation. It provides categories of new products, lists the world's most innovative companies, and outlines seven notions of innovation. It also discusses factors that can limit new product development and ways companies can find new ideas, including customer feedback methods. Finally, it covers concept development, testing, marketing strategy, product life cycles, and the adoption process for new products.
This document provides an overview of the evolution and definition of social marketing. It discusses how social marketing has its roots in public education campaigns from ancient times but grew substantially in the 20th century with anti-smoking and HIV/AIDS campaigns. While definitions of social marketing have varied over time, it essentially applies marketing principles and techniques to influence behaviors for social good. The key aspects of social marketing include focusing on changing behaviors, using the marketing mix of product, price, place and promotion, and benefiting society as well as the target audience. The document also distinguishes social marketing from related concepts like social media and clarifies common misunderstandings about social marketing.
Environmental scanning is the process of gathering, analyzing, and sharing information about internal and external factors that could impact an organization. It involves monitoring social, political, economic, ecological, and technological trends to identify opportunities and threats. There are several approaches and techniques used for environmental scanning, including systematic monitoring of the business environment, ad hoc studies, PEST analysis to examine political, economic, social, and technological influences, SWOT analysis to assess strengths, weaknesses, opportunities, and threats, and ETOP analysis to identify environmental threats and opportunities.
This document provides an overview of key concepts in marketing strategy and planning. It discusses companywide strategic planning, including defining missions and objectives, analyzing business portfolios, and developing strategies. It also covers marketing strategy, including market segmentation, targeting, positioning, and the marketing mix. Finally, it discusses marketing implementation, organization, and control, including return on marketing investment.
Marketing research is a formal, systematic process of collecting and analyzing information to better inform decision making. It involves specifying information needs, collecting relevant data, analyzing the data, and communicating the results. The value of marketing research lies in its relevance, quality, timeliness, and completeness of data, information, and knowledge. While striving for objectivity, marketing research also involves both science and art as investigators must be unbiased yet acknowledge limitations and be open to unexpected findings. The research process involves defining the problem, determining the research design and data sources, developing sampling and instruments, collecting and preparing data, analyzing and interpreting results, and communicating outcomes.
Module 3 marketing research and information systemsJeVaughn Ferguson
The document discusses managing marketing information and gaining customer insights. It covers assessing marketing information needs, developing marketing information through various sources like internal databases and marketing research, analyzing information using tools like customer relationship management, and distributing and using information. Key aspects of developing marketing information include defining problems, developing research plans, using various research approaches and instruments, and implementing research. The goal is to effectively gather and use information to better understand customers.
Marketing control involves monitoring marketing plans, assessing results, and making adjustments to achieve goals. It includes establishing performance standards, measuring results, comparing to standards, and taking corrective actions. Marketing control helps ensure plans are on track, problems are identified and addressed, and marketing efforts are effective. It is a critical process for organizations to evaluate performance and make strategic decisions.
This document provides an introduction and overview of key marketing concepts including needs, wants and demands, products, exchange and transactions, markets, and different marketing concepts such as production, product, selling, marketing, and societal concepts. It also discusses the importance of marketing and analyzing the internal and external marketing environment, including factors such as economic, demographic, social/cultural, political/legal, and technological environments. Finally, it compares the differences between selling and marketing orientations.
The document provides an overview of marketing research and the marketing research process. It discusses defining the problem and research objectives, developing a research plan including determining data needs and sources, collecting both primary and secondary data using various qualitative and quantitative techniques, and interpreting and reporting findings to key decision makers. The goal of marketing research is to provide systematic and useful information to address marketing problems and support effective business decisions.
This document discusses strategic management and the strategic management process. It covers:
1) The importance of strategic management and having a formal strategic management system.
2) The steps in the strategic management process including identifying the organization's mission/objectives/strategies, analyzing the external/internal environment, identifying strengths/weaknesses/opportunities/threats, formulating strategies, implementing strategies, and evaluating results.
3) Different levels of organizational strategies including corporate, business, and functional strategies and examples like grand strategies, BCG matrix, and Porter's generic competitive strategies.
The document discusses marketing processes and strategic marketing planning. It covers defining a corporate mission and goals, establishing business units, conducting SWOT and environmental analyses, developing marketing strategies using frameworks like Ansoff's matrix and Porter's generic strategies, creating a marketing plan, and analyzing marketing opportunities through internal records and market intelligence. The purpose of strategic planning and having a marketing plan is to help firms deliver targeted profits and growth.
EVALUATION & FUNCTION OF ADVERTISING AGENCY9619734954
The document discusses the organizational structure and functions of advertising agencies, with the objectives of studying their structure and understanding their evaluation and role. It examines their independent organization consisting of creative and business professionals who develop marketing plans, advertisements, and promotions. Examples of major Indian advertising agencies are provided, and it covers the topics of their organizational structure, functions, and evaluation criteria.
This document provides an overview of strategic marketing planning. It begins with defining key marketing terms and concepts. It then covers analyzing the marketing situation and identifying target markets through research. The bulk of the document outlines developing a marketing plan, including determining strategy and tactics. It discusses the marketing mix of product, price, place, and promotion. Finally, it briefly mentions controlling the marketing plan through audits, benchmarks, and key performance indicators.
This document defines marketing and marketing management. It discusses that marketing is about creating and delivering value for customers and managing customer relationships to benefit an organization. Marketing management involves choosing target markets and gaining, retaining, and growing customers through superior value. The document also outlines core marketing concepts like segmentation, branding, and the marketing mix of product, price, place, and promotion. It describes the key tasks of marketing management as developing strategies, gaining customer insights, connecting with customers, and communicating value to create long-term growth.
Entrepreneurship plays an important role in economic development and growth. It creates jobs, balances those seeking jobs with those creating jobs, and stimulates healthy economic growth. Entrepreneurship progresses economies from being factor-driven to efficiency-driven to innovation-driven. It is considered key to national competitive advantage. Countries and regions that support entrepreneurship through business incubation centers, entrepreneurial education and training, access to capital, favorable policy environments, and strong entrepreneurial cultures tend to have more vibrant economies.
The document discusses various aspects of controlling marketing operations. It defines marketing control as monitoring marketing plans and adjusting as needed to achieve goals. There are four main steps to marketing control: 1) establishing performance standards, 2) measuring actual performance, 3) comparing performance to standards, and 4) taking corrective actions as needed. The document also outlines different types of marketing controls including annual plan control, profitability control, efficiency control, and strategic control, which involve analyzing sales, profits, expenses, financials, market share, and customer attitudes. Marketing audits provide in-depth analysis of a company's marketing environment, strategies, and activities to identify issues and improve performance.
Marketing controlling works to ensure the effectiveness and efficiency of market-based business management. It has several functions, including planning, information, management coordination, and control. Marketing controlling uses various tools at both the strategic and operational levels, such as balanced scorecards, portfolios, and ABC analysis, to monitor marketing activities, develop action options, and analyze variances from plans. It aims to support both strategic marketing planning and the operational implementation and control of marketing goals.
Modern Marketing Practices-Marketing Control Types & strategies-Green MarketingVenkat. P
Marketing Department – Marketing Control & Types of Control. Modern Marketing Practices – Green Marketing, Cause – related Marketing, Mobile Marketing and Online Marketing.
The document discusses marketing control systems and marketing audits. It describes that marketing control involves establishing standards, measuring performance, identifying strengths and weaknesses of programs, and setting corrective actions. Marketing audits comprehensively analyze objectives, environment, strategies, activities to identify problems and opportunities and recommend actions. Features of marketing audits include being comprehensive, systematic, independent, and conducted periodically. The process of a marketing audit is also outlined.
The document discusses the components and purpose of a marketing audit. A marketing audit is a comprehensive, systematic and periodic evaluation of a company's marketing strategy, objectives, and performance. It assesses both internal and external factors. The key components reviewed in a marketing audit include the macro environment, task environment, marketing strategy, organization, systems, and key marketing functions. The overall goal of a marketing audit is to identify problem areas and opportunities to improve a company's marketing plan and performance.
FINANCIAL, MARKETING, OPERATIONAL MANAGEMENT PART 2.pptxJonaMacasling
The document provides an introduction to different functional areas of management including marketing management, financial management, and operations management. It discusses the scope, functions, and careers for each area. For marketing management, the scope includes marketing research, objectives, planning activities, product development, pricing, promotion, distribution, and evaluation. Key functions are assessing opportunities, planning activities, organizing, coordinating, directing, and evaluating/controlling efforts. Example careers include market research analyst, marketing director, and public relations specialist.
Module 3 Lesson 1 MARKET OPPORTUNITY ANALYSIS AND CONSUMER ANALYSISDesireeJoyMundaAbeni
This document outlines the strategic and tactical marketing processes. The strategic marketing process involves 5 steps: 1) identifying the company's mission, 2) analyzing the market situation, 3) setting objectives, 4) developing a marketing strategy, and 5) evaluating and controlling the strategy. The tactical marketing process determines how to implement the strategies through specific activities, timelines, budgets, and responsibilities. Monitoring ensures the strategies are successfully carried out.
Module 3 Lesson 1 MARKET OPPORTUNITY ANALYSIS AND CONSUMER ANALYSISDesireeJoyMundaAbeni
This document outlines the strategic and tactical marketing processes. The strategic marketing process involves 5 steps: 1) identifying the company's mission, 2) analyzing the market situation, 3) setting objectives, 4) developing a marketing strategy, and 5) evaluating and controlling the strategy. The tactical marketing process determines how to implement the strategies through specific activities, timelines, budgets, and responsibilities. Monitoring ensures the strategies are successfully carried out.
The document discusses various topics related to marketing organisation and control, including types of marketing organisation structures like line and staff organisation, product-oriented organisation, and territory-oriented organisation. It also discusses factors affecting marketing organisations, relationship between line and staff functions, annual plan control, profitability control, strategic control, and online marketing.
How can a company improve its marketing skillsSameer Mathur
This document discusses how companies can improve their marketing skills through effective strategic planning and implementation, as well as ongoing marketing control. It outlines four types of marketing control that companies should use: annual plan control to ensure goals are met, profitability control to analyze product and customer profitability, efficiency control to optimize operations, and strategic control to periodically reassess the company's market approach through audits and reviews. Taken together, these controls help companies enhance their long-term marketing performance.
This document discusses sales budgeting, forecasting, and control. It covers developing sales budgets to plan and coordinate sales, types of budgets including sales, selling expense, and administrative budgets. Forecasting methods like macro, micro, qualitative, and quantitative are described. Sales forecasting is used for production scheduling, pricing, promotion, and financial planning. Control involves setting standards, evaluating performance, and correcting deviations to optimize sales, profits, and revenue.
Students will work in groups to develop a full marketing plan for a new or existing product. The marketing plan report should include: an executive summary, analysis of the current market situation, a SWOT analysis, objectives and issues, marketing strategy, action programs, budgets, and controls. Students will also present their marketing plan to be evaluated on presentation skills and content. The assignment is due on August 18th and should be 15-20 pages following the specified report format and guidelines.
The document discusses analyzing sales and marketing costs through various techniques. It describes how marketing audits, sales force audits, sales analysis, and marketing cost analysis can be used to direct marketing efforts, evaluate performance, and isolate problem areas. The goal is to concentrate resources in the most profitable areas by understanding factors like costs, sales volumes, product lines, territories, and customer groups. These analytical tools provide insights to make informed decisions about areas like resource allocation, distribution channels, product mixes, and salesforce management.
This document provides an overview of sales forecasting and budgeting. It discusses the key concepts including defining a sales forecast as an estimate of a company's future sales. Sales forecasting is important for various planning activities and financial control systems. There are qualitative and quantitative methods for forecasting, with qualitative relying on subjective opinions and quantitative using statistical analysis. The document outlines the sales forecasting process including preparing forecasts for economic conditions, industry sales, and company/product sales. It also discusses sales budgeting which estimates future revenue, expenses, and profits to develop financial plans.
Unit 8 part_1_evaluating_marketing_performanceAshish Awasthi
There are four types of marketing controls according to Professor Philip Kotler:
1. Annual plan control monitors current marketing efforts and results to ensure annual sales and profit goals are achieved through setting targets, monitoring performance, identifying deviations, and taking corrective actions.
2. Profitability control determines the actual profitability of products, territories, segments, and channels and examines whether the company is making or losing money to inform expansion and contraction decisions.
3. Efficiency control evaluates and improves spending efficiency and impact of activities like personal selling, advertising, sales promotion, and distribution by analyzing sales, advertising, promotion, and distribution efficiency.
4. Strategic control ensures marketing objectives, strategies, and systems are optimally
How can a company improve its marketing skillsSameer Mathur
This document discusses how companies can improve their marketing skills through effective strategic planning and implementation, as well as marketing controls. It outlines four types of marketing controls: 1) Annual Plan Control to ensure goals are achieved, 2) Profitability Control to measure product performance, 3) Efficiency Control to optimize operations, and 4) Strategic Control which involves marketing audits and reviews to reassess the company's marketplace approach. Strategic planning addresses objectives and reasons for marketing activities, while implementation focuses on execution.
This document discusses various aspects of marketing control including definitions, objectives, types of controls, and analysis. Marketing control involves monitoring marketing plans and adjusting as needed. It defines control as monitoring actual vs desired results. Key types of control discussed are annual plan control, profitability control, efficiency control, and strategic control. Specific analysis covered include sales, market share, expenses, financials, and customer attitude tracking.
Evaluation and control of marketing effortzailunnito
This document outlines methods for evaluating and controlling marketing efforts, including setting goals, measuring performance, diagnosing issues, and taking corrective actions. It discusses annual plan control, profitability control, efficiency control, and strategic control as the main methods. Key techniques mentioned include competitor analysis, customer analysis, testing research, customer feedback, and cost analysis. The document also defines marketing evaluation and lists ways to evaluate marketing efforts such as ROI, sales numbers, customer response, expansion, partner response, salespeople feedback, and competitor response.
Sales forecasting and budgeting are important planning tasks that provide estimates of future revenue. There are multiple levels of sales forecasting including market potential, sales potential, actual sales forecasts, sales quotas, and sales budgets. Forecasting involves analyzing general economic conditions, industry sales, and a company's own sales using both qualitative methods like executive opinions and quantitative methods like statistical analysis. The sales forecast is then used to create a sales budget that allocates funds for revenue and selling expenses according to various budgeting procedures over a set time period, usually a year.
Becdomsppt on marketing management, evaluation,Babasab Patil
The document defines key marketing management concepts including its five components of planning, research, implementation, control, and evaluation. It describes the benefits of marketing management and five methods for organizing a marketing department. It also outlines the steps for staffing and managing marketing personnel, defines marketing budgets and control, and lists techniques for marketing evaluation including sales analysis, market share analysis, and marketing audits.
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Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
2. MARKETING MANAGEMENT
UNIT 5: SYLLABUS
Marketing Management: Control of Marketing Operations
Need and Phase of Control
(as per University of Rajasthan)
Techniques of Controlling
Marketing Audit
Budgeting, Sales Analysis, Distribution Cost Account and Analysis
3. Market(ing) control refers to the measurement of the company’s
marketing performance in terms of
-the sales revenue generated
- market share captured
- profit earned
Here, the actual result is compared with the standard set, to find out the
deviation and make rectifications accordingly.
The management must exercise proper control over the marketing
operations to
- ensure error-free results
- optimum utilization of the resources
- achievement of the planned objectives.
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
MEANING
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4. Figure: Philip Kotler
Father of Marketing
For General Knowledge
Philip Kotler, known as father of Marketing is an American
marketing author, consultant, and professor emeritus of
International Marketing at the Kellogg School of Management at
Northwestern University (1962–2018).
He defines Marketing Control as:
"Marketing Control is the process of taking steps to bring actual
results and desired results closer together"
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ABOUT - PHILIP KOTLER
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
5. HELPS IN KEEPING ALL
MARKETING OPERATIONS
IN RIGHT DIRECTION
HELPS IN BETTER
UTILIZATION OF
MARKETING RESOURCES
HELPS IN IMPROVING THE
PERFORMANCE OF
MARKETING DEPARTMENT
HELPS MARKETING
MANAGER TO DELEGATE
HIS AUTHORITY TO THE
LOWEST POSSIBLE EXTENT
MINIMIZES THE CHANCE
OF MISTAKES
IMPROVE THE
EFFECTIVENESS OF
MARKETING PLANNING
HELPS IN COORDINATION
OF THE ACTIVITIES OF THE
VARIOUS DEPARTMENT
HELPS IN MARKETING
DECISION-MAKING
NEEDS
NOTE: NEEDS AND IMPORTANCE HAVE COMMON POINTS
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS 1/1
6. IMPORTANCE/SIGNIFICANCE
A good control system
provides timely information to
management which is very
useful in taking corrective
actions. Control reveals
deficiency in planning so that
suitable action can be taken
to improve plans and policies.
PROVIDES INFORMATION
Control facilitates
delegation and
decentralization of
authority. It helps to
expand the span of
supervision.
DELEGATION &
DECENTRALIZATION
It forces the individuals to
integrate their efforts and
to work as a team for the
achievement of
standards.
GROUP EFFORTS
It measures progress
towards the goal and
brings adjustments, if any,
required in day-to-day
operations.
MEASURES PERFORMANCE
Absence of control leads to
a lowering of morale among
employees because they
cannot predict what will
happen to them. They
become the victims of the
bias and repression of the
superior.
MOTIVATION
Helps ensure that actions
proceed according to plans,
that proper direction, is
taken, and various factors
are maintained in their
correct inter
relationships, so
that adequate coordination
is attained.
UNITY OF DIRECTION
NOTE: NEEDS AND IMPORTANCE HAVE COMMON POINTS
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS 1/1
7. WHAT IS HAPPENING?
IS PERFORMANCE
MATCHING WITH
STANDARDS?
PERFORMANCE
MEASUREMENT
WHY IT IS HAPPENING?
FINDING OUT
DEVIATIONS IN
PERFORMANCE
PERFORMANCE
DIAGNOSIS
WHAT DO YOU WANT
TO ACHIEVE?
STANDARDS ARE SET
(QUALITATIVE OR
QUANTATIVE)
GOAL SETTING
01 02 03 04
PROCESS
WHAT SHOULD WE DO
ABOUT IT?
SEARCHING FOR
CORRECTIVE ACTION
AND IMPLEMENT IT
CORRECTIVE
ACTION
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS 1/1
9. Meaning:
- Predetermined guidelines laid down by the management of the
organization.
It outlines:
- Market where it is being aimed at. (To whom market serves)
- How it is to be catered at the level of profitability, which is to be
achieved. (How to become profitable)
- The policy should be clearly defined before the business is
commenced.
Three Basic Policies:
(i) Financial Policy - Determine profitability and the contribution to the
total profit.
(ii) Marketing Policy- Identify the broad market that has to be served
(iii) Catering Policy - Evolved from the marketing and financial policy.
Usually applied to restaurants where food and beverages are involved to
cater.
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PHASE (1) PLANNING
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
10. After defining the policies it is important to outline that how they
are to be interpreted in day to day control activities.
The operational control consists of:
(i) Purchasing
(ii) Receiving
(iii) Storing
(iv) Issuing
(v) Production control
(vi) Sales control
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PHASE (2) OPERATIONAL
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11. It consist of 3 stages:
F & B cost reporting:- The cycle of production is often perishable
so it is compulsory to update your F&B cost reporting weekly or
monthly. (applied to Food and Beverage industries)
Assessment: In case of a large unit it is necessary that someone
from the f & b department analyses the f & b reports and confirm
them with the budget & with potential food cost.
Correction: Control system does not cure or prevent problems
occurring when the analysis of a performance of a department
states that there is a problem. A corrective measure has to be
taken to set aside any problem.
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PHASE (3) MANAGEMENT CONTROL AFTER EVENT
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
12. According to Philip Kotler,
There are 4 types of Marketing Control Techniques:
Figure: Philip Kotler
Father of Marketing
PROFITABILITY
CONTROL
EFFICIENCY
CONTROL
ANNUAL PLAN
CONTROL
01 02
03 04
STRATEGIC
CONTROL
TECHNIQUES
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13. - Annual plan control is the monitoring of current marketing
efforts and results to ensure that the annual sales and the profit
goals are achieved.
- Annual plan control signifies continuous ongoing performance
verification against the annual plan and taking the necessary
corrective actions.
- It is responsibility of the top and middle management to examine
whether planned results are being achieved in terms of:
(i) sales (ii) profits (iii) costs (iv) finance
(v) attitudes of participants in marketing operations
TECHNIQUE (1) ANNUAL PLAN CONTROL
INTRODUCTION
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14. The heart of annual plan control is the management by
objectives. Under this, four steps are involved namely:
(i) Setting monthly or quarterly goals in the annual plan.
(ii) Monitoring the actual performance in the back-ground of
planned goals.
(iii) Determination of causes of exceptional or serious deviations.
(iv) Taking necessary corrective action to plug the gaps between
goals and performance. This entails even changing the original
progress, plans and goals.
TECHNIQUE (1) ANNUAL PLAN CONTROL
STEPS
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15. The marketing personnel charged with the control
responsibility make’s use of five tools namely:
(i) Sales analysis
(ii) Market share analysis
(iii) Market expense analysis
(iv) Financial analysis
(v) Attitude tracking
TECHNIQUE (1) ANNUAL PLAN CONTROL
TOOLS
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16. - A sales analysis is a detailed report that offers a more profound
understanding of a business’s sales performance, customer data, and
the revenue.
- Organization can quantify and get insights on metrics like current
and past sales, emerging trends, and so many others that matter to
your business.
The most valuable Key Performance Indicators(KPI) include:
(i) Regional Sales (ii) Sales Per Rep (iii) Average Purchase Value
(iv) Sell-Through Rate (v) Cannibalization Rate (vi) Conversion Rate
(vii) Sales to Date (viii) Sales Opportunities (ix) Sales Targets
(x) Sales Growth
TECHNIQUE (1) ANNUAL PLAN CONTROL
(I) SALES ANALYSIS
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17. This method enables management to
determine their progress towards sales
goals and detect increasing or decreasing
product demand
SALES TREND ANALYSIS
A performance analysis measures the
effectiveness of a sales strategy by
monitoring a sales team's performance
SALES PERFORMANCE ANALYSIS
A predictive sales analysis is generated by
forecasting software, which uses historical
trends to anticipate future risks and
opportunities. This enables companies to
mitigate threats and prepare teams to
capitalize on emerging customer demand.
PREDICTIVE SALES ANALYSIS
Also known as sales management, sales
effectiveness analysis monitors each
representative's performance to teach
them how to finalize a purchase.
SALES EFFECTIVENESS ANALYSIS
Diagnostic analysis finds the causes
behind KPIs and sales trends to determine
how to make improvements
DIAGNOSTIC ANALYSIS
Businesses that offer several product lines
and variances need to conduct a routine
product sales analysis to determine which
items are lagging sales
PRODUCT SALES ANALYSIS
SALES ANALYSIS - TYPES
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TECHNIQUE (1) ANNUAL PLAN CONTROL
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18. - It is the study of comparison between firm’s sales and its
competitor's performance; rather it is to ascertain the percentage
share of the firm in the industry’s sales.
- It has to determine whether it has attained the target market share
both in aggregate and break-up aspects like products, regions and the
customers. (taking customers from competitors with their good
product)
- If used in combination with sales analysis, market share analysis
should reveal certain useful clues regarding the firm’s marketing
performance.
TECHNIQUE (1) ANNUAL PLAN CONTROL
(II) MARKET SHARE ANALYSIS
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19. - It is also known as marketing expense analysis.
- The firm is to make sure that the managers are not spending more
than the set limits on marketing expenses to achieve the sales goals.
- There can be preset marketing expense to sales ratio and the
component expense ratios.
- The actual expenses and sales are to be compared with those of
planned and the deviations are to be noted, causes are to be found
and remedial measures are to be prescribed for correcting the
situation.
- For this purpose, control charts could be used. Control of costs
means control of profitability indirectly
TECHNIQUE (1) ANNUAL PLAN CONTROL
(III) MARKET EXPENSE ANALYSIS
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20. Organisations are interested in
- not just building up sales
- but also finding and applying profitable strategies
- through financial analysis
- It is also known as Ratio analysis.
Ratio analysis is the process of determining and interpreting the
numerical relationship between two variables.
A ratio is a statistical yardstick to measure the relationship between
two variables expressed either as a quotient or a percentage.
TECHNIQUE (1) ANNUAL PLAN CONTROL
(IV) FINANCIAL ANALYSIS
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21. Profitability Control exercise:
- Control over marketing activities for profitability
Certain profitability related standards are set
and compared with actual profitability results to find out
how far company is achieving profits.
Process of Profitability Analysis
(i) Identifying Functional Expenses
(ii) Assigning Function Expenses to Marketing Entities
(iii) Preparing Profits and Loss statement
(iv) Taking Action
TECHNIQUE (2) PROFITABILITY CONTROL
INTRODUCTION
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22. It consists of determining expenses to be
incurred for the marketing activities like
salaries, rents, advertising, selling and
distribution, packing and delivery, billing
and collection, etc.
(1) IDENTIFYING FUNCTIONAL EXPENSES
PROCESS OF PROFITABILITY ANALYSIS
TECHNIQUE (2) PROFITABILITY CONTROL
Expenses of particular head (for example,
salary or advertising) are associated with
different entities like products, channels,
territories or customers groups.
(2) ASSIGNING FUNCTION EXPENSES TO
MARKETING ENTITIES
A profit and loss statement is prepared to
evaluate their relative performance. Based
on relative performance in form of
profitability, management can decide on
products, channels or territories to be
expanded, reduced or eliminated.
(3) PREPARING PROFITS AND LOSS
STATEMENT
On the basis of the profit and loss statement,
necessary actions can be directed.
Actions include one or more of followings:
i. Expanding product(s)
ii. Reducing product(s)
iii. Eliminating product(s)
iv. Reducing any of the expenses
v. Increasing sales, etc.
(4) TAKING ACTION
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23. Efficiency control shows the ways to improve efficiency
of various marketing entities like:
(i) sales force
(ii) advertising
(iii) distribution
(iv) sales promotion, etc.
This control concerns with:
- measuring spending efficiency
Ways of improving efficiency:
- Improving ability of various marketing activities
to contribute more in reaching the goals.
- Reducing expenses or wastage.
TECHNIQUE (3) EFFICIENCY CONTROL
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24. TECHNIQUE (3) EFFICIENCY CONTROL
TYPES OF EFFICIENCY CONTROL
Actual performance of sales force is
compared with these criteria to find out
deviation, and, accordingly, necessary
actions are taken.
(1) SALES FORCE EFFICIENCY CONTROL
Major part of promotion budget is
consumed by advertising alone. So, it is
extremely necessary to find out efficiency
level of advertising efforts
(2) ADVERTISING EFFICIENCY CONTROL
Sales promotion efficiency measures the
impact of sales promotion efforts on sales,
profits, competitiveness, and consumer
satisfaction.
(3) SALES PROMOTION EFFICIENCY
CONTROL
Distribution efficiency control measures
how far company’s distribution system is
efficient to achieve marketing goals.
(4) DISTRIBUTION EFFICIENCY CONTROL
Marketing research is process of gathering,
analyzing, and interpreting data relating to
any marketing problem
(5) MARKETING RESEARCH EFFICIENCY
CONTROL
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25. Strategic Control processes allow managers to:
- evaluate a company’s marketing program
- from a critical long-term perspective.
This involves:
- a detailed and objective analysis of a company and
- its ability to maximize its strengths and market opportunities.
It answers the question:
How far is the firm capable to exploit emerging
marketing opportunities and face challenges and threats?
TECHNIQUE (4) STRATEGIC CONTROL
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26. TECHNIQUE (4) STRATEGIC CONTROL
METHODS/TOOLS OF STRATEGIC CONTROL
THE MARKETING
AUDIT
THE MARKETING
EXCELLENCE
REVIEW
THE MARKETING
EFFECTIVENESS
REVIEW
01 02 03 04
THE ETHICAL AND
SOCIAL
RESPONSIBILITY
REVIEW
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27. A company which evaluate itself, is called a
marketing-effectiveness rating review.
In order to rate its own marketing effectiveness, a company
examines its customer philosophy, the adequacy of its marketing
information, and the efficiency of its marketing operations.
It will also closely evaluate the strength of its marketing strategy
and the integration of its marketing tactics.
TECHNIQUE (4) STRATEGIC CONTROL
(I) THE MARKETING EFFECTIVENESS REVIEW
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28. TECHNIQUE (4) STRATEGIC CONTROL
(I) THE MARKETING EFFECTIVENESS REVIEW
It shows company’s approach
toward customers
COMPANY’S CUSTOMER
PHILOSOPHY
COMMON CRITERIA
It shows the way company
integrates efforts of all divisions and
departments for achieving
marketing goals.
INTEGRATED MARKETING EFFORTS
It shows company’s broad and
long-term plans for survival and
growth. It also indicates firm’s
long-term plans for profits, sales,
and expansion.
COMPANY’S STRATEGIC
ORIENTATION
It studies company’s policies and
practices to collect, use, and
disseminate critical information on a
regular basis.
MARKETING INFORMATION
It shows how efficiently a company
managing its current operations.
OPERATIONAL EFFICIENCY
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29. TECHNIQUE (4) STRATEGIC CONTROL
(II) THE MARKETING AUDIT
It is systematic examination/investigation of all critical aspects
of marketing department.
Philip Kotler defines:
"A marketing audit is a comprehensive, systematic, independent,
and periodical examination of a company’s marketing
environment, objectives, strategies, and activities with a view to
determine problem areas and opportunities, and recommending
a plan of action to improve the company’s marketing
performance."
Figure: Philip Kotler
Father of Marketing
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30. TECHNIQUE (4) STRATEGIC CONTROL
(II) THE MARKETING AUDIT - FEATURES/CHARACTERISTICS
The marketing audit covers all
the major marketing activities of
a business unit
COMPREHENSIVE
It is a systematic examination of
all marketing operations. It is a
well-planned and orderly task. All
aspects are audited minutely.
SYSTEMATIC
Marketing audit is conducted
objectively (bias-free) or neutrally.
It includes self-audit, internal, or
external audit.
INDEPENDENT
The marketing audit should be
conducted regularly to detect
problems and avoid crisis.
PERIODICAL
Its purpose is to find out marketing
problem areas and opportunities. It
recommends actions to improve
company’s marketing performance.
PURPOSIVE
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31. TECHNIQUE (4) STRATEGIC CONTROL
(II) THE MARKETING AUDIT - KEY ISSUES/DECISIONS
DECIDING ON MARKETING
AUDIT OBJECTIVES
(WHY)
DECIDING ON MARKETING
AUDIT RESPONSIBILITY
(WHO)
DECIDING ON DATA TO BE
COLLECTED (WHAT)
DECIDING ON
RESPONDENTS (WHOM)
DECIDING ON TIME
(WHEN AND HOW LONG)
DECIDING ON AREAS OF
MARKETING AUDIT
(WHERE)
DECIDING ON INTENSITY OF
EXAMINATION (HOW MUCH)
DECIDING ON METHODS
AND TOOLS (HOW)
DECIDING ON AUDIT
REPORT FORMAT
DECIDING ON ACTIONS TO
BE TAKEN ON THE BASIS OF
REPORT
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32. TECHNIQUE (4) STRATEGIC CONTROL
(II) THE MARKETING AUDIT - COMPONENTS
It examines impacts of micro and
macro factors of marketing
environment.
- Macro marketing environment
consists of demographic, economic,
environmental (ecological),
technological, political and cultural
factors.
- Micro marketing environment
includes market segments,
customers, competitors, dealers,
suppliers,
MARKETING ENVIRONMENT AUDIT
It examines company’s business mission, marketing
goals and objectives, resources capacity, and marketing
strategies.
MARKETING STRATEGY AUDIT
It examines major systems like marketing information
and research system, marketing planning system,
marketing control system, new product development
system, etc.
MARKETING SYSTEM AUDIT
It examines company’s profitability for
different products, territories, and
channels. It also examines cost-
effectiveness for various operations.
MARKETING PRODUCTIVITY AUDIT
It detects strengths and weakness, and recommends
actions for improving marketing performance.
For each of the components, appropriate auditing
questions are designed to examine how effectively the
company is performing
MARKETING FUNCTION AUDIT
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33. TECHNIQUE (4) STRATEGIC CONTROL
(III) THE MARKETING EXCELLENCE REVIEW
The marketing excellence review is used to:
- judge how excellently the company is performing with
reference to high performing business units.
A special instrument with adequate number of criteria and
appropriate scaling can be developed to judge poor, good or
excellent performance.
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34. MARKET/CUSTOMER
ORIENTATION
MARKET SEGMENTATION
PRODUCT QUALITY
QUALITY OF SERVICES
APPROACH TOWARD
COMPETITION
INTEGRATION AND
ALLIANCE
APPROACH TOWARD
DEALERS
INTEGRATION AND
ALLIANCE
APPROACH TOWARD
DEALERS
SOCIAL RESPONSIBILITY
AND NATIONAL SERVICES,
ETC
TECHNIQUE (4) STRATEGIC CONTROL
(III) THE MARKETING EXCELLENCE REVIEW - CRITERIA
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35. TECHNIQUE (4) STRATEGIC CONTROL
(IV) THE ETHICAL AND SOCIAL RESPONSIBILITY REVIEW
Ethics are moral principles, norms, or standards of right or wrong.
Every business unit has social responsibilities toward a number of
stakeholders
In same way, marketing practices should be ethical with reference to
moral norms, standards, and values. Company’s products, policies, and
practices should not have adverse impact on customers, other
stakeholders, and larger interest of society.
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36. CLEAR DEFINITIONS OF ILLEGAL,
IMMORAL, AND ANTISOCIAL
ACTIVITIES
COMPANY’S DIRECT
CONTRIBUTION FOR SOCIAL
WELFARE OF PEOPLE
THE ADHERENCE TO ALL
LAWS AND REGULATIONS IN
FORCE
USE OF BUSINESS ETHICS IN AREAS OF
PRODUCT, PRICE, PROMOTION AND
DISTRIBUTION
PRACTICE, PROMOTE MORAL PRINCIPLES AND
TO HOLD ITS EMPLOYEES FULLY RESPONSIBLE
TO OBSERVE THEM
FULFILMENT OF SOCIAL RESPONSIBILITY
TOWARD VARIOUS PARTIES
TECHNIQUE (4) STRATEGIC CONTROL
(IV) THE ETHICAL AND SOCIAL RESPONSIBILITY REVIEW
CRITERIA
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37. It involves examining the components of budget expenditure and
revenue.
- The use of budget indicators (ratios) can help to improve
understanding of issues such as the level of implementation of
expenditure and revenue budgets or the structure of the budget.
- The main objective of budget analysis is to control expenditures and
predict future budget needs, thereby providing decision makers with
the information they need to prepare the budget for the next fiscal
period.
TECHNIQUE - BUDGET ANALYSIS
Budgeting, Sales Analysis, Distribution Cost Account and Analysis
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38. Distribution Cost Analysis is a technique which examines in
detail
- costs incurred in purchasing
- costs incurred in selling and delivery of goods to
the customer
It involves a study of cost control which is directly
applicable to retail and wholesale operations.
TECHNIQUE - DISTRIBUTION COST ANALYSIS
Budgeting, Sales Analysis, Distribution Cost Account and Analysis
Examples of Distribution Cost
Credits: WallStreetMojo
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