The document discusses marketing performance measurement and control systems. It covers 6 steps to developing an effective marketing strategy:
1. Set financial and productivity growth goals to increase shareholder value over the long and short term.
2. Define the customer value proposition to attract new customers and increase business from existing customers.
3. Establish a timeline for achieving short term financial goals through marketing activities.
4. Identify critical strategic themes of innovation, customer, and operations management to create and deliver customer value and improve internal processes.
5. Determine the human, information, and organizational resources needed to support the internal processes driving the strategies.
6. Develop an action plan that coordinates strategic initiatives and investments
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
Strategic Account Management Association (SAMA) Session: Case Study on Custom...Revegy, Inc.
Presentation from the 2017 SAMA (Strategic Account Management Association) Conference featuring Shawn Green, Vice President for strategic accounts for BlackLine, discussing how they leverage a best practices framework and account planning/management technology to double key account revenue.
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
Strategic Account Management Association (SAMA) Session: Case Study on Custom...Revegy, Inc.
Presentation from the 2017 SAMA (Strategic Account Management Association) Conference featuring Shawn Green, Vice President for strategic accounts for BlackLine, discussing how they leverage a best practices framework and account planning/management technology to double key account revenue.
Consistent b-to-b account growth is often hindered by organizations creating barriers to cross-selling and up-selling. This white paper outlines the 3 critical components of Strategic Account Management (S.A.M.) Plans that high performing b-to-b organizations use to eliminate those barriers and excel at organic account growth.
In this file, you can ref useful information about sales performance appraisal such as sales performance appraisal methods, sales performance appraisal tips, sales performance appraisal forms, sales performance appraisal phrases … If you need more assistant for sales performance appraisal, please leave your comment at the end of file.
This IDC study discusses the results of IDC's research of the sales operations function. This research provides a detailed evaluation and analysis of the best and emerging practices across sales operations teams at the technology industry's largest and best-performing companies. A framework is provided to help sales operations teams identify key weaknesses and gaps in their current structure. Also provided is IDC's guidance on the key components required to enable the transition to the next-generation sales operations team, including recommendations sales operations staffing levels.
"Sales costs are outpacing revenue growth, sales organizations are increasing in complexity, and IT buyers continue to indicate that sales reps are out of touch with their needs," says Michael Gerard, vice president of IDC's Sales Advisory Practice. "The sales operations team must be the key driver and catalyst for increased productivity across the sales organization, setting the vision for its future and maintaining the path toward this vision. However, significant organizational and structural changes are required with sales operations teams to achieve this goal. With the right strategy and individuals in place, sales operations teams have the potential to be the catalyst for establishing a best-in-class, agile sales organization."
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
Rewiring sales organization for growth and scaleBrowne & Mohan
With markets becoming volatile and uncertain, shortening of products and commoditization, sales function is facing huge challenges. Companies need to rewire their sales organization to provide it with enough flexibility, visibility, actionable intelligence and ownership for employees. In this Whitepaper, Browne & Mohan consultants share how to rewire sales organization to set the company for revenue growth and scaling up.
Strategic Marketing Plan PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Strategic Marketing Plan PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of seventy slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/3flDZqt
Describes about the Key Account Management as a Manager's Capability.
Inferences from the Research paper of Björn S. Ivensa, Alexander Leischnigb,
Catherine Pardoc, Barbara Niersbachd
management of key accounts of an organisation. KAM portfolio. hierarchy of key relationships.pricing and negotiation.relationship management with key accounts.decision makers.
Consistent b-to-b account growth is often hindered by organizations creating barriers to cross-selling and up-selling. This white paper outlines the 3 critical components of Strategic Account Management (S.A.M.) Plans that high performing b-to-b organizations use to eliminate those barriers and excel at organic account growth.
In this file, you can ref useful information about sales performance appraisal such as sales performance appraisal methods, sales performance appraisal tips, sales performance appraisal forms, sales performance appraisal phrases … If you need more assistant for sales performance appraisal, please leave your comment at the end of file.
This IDC study discusses the results of IDC's research of the sales operations function. This research provides a detailed evaluation and analysis of the best and emerging practices across sales operations teams at the technology industry's largest and best-performing companies. A framework is provided to help sales operations teams identify key weaknesses and gaps in their current structure. Also provided is IDC's guidance on the key components required to enable the transition to the next-generation sales operations team, including recommendations sales operations staffing levels.
"Sales costs are outpacing revenue growth, sales organizations are increasing in complexity, and IT buyers continue to indicate that sales reps are out of touch with their needs," says Michael Gerard, vice president of IDC's Sales Advisory Practice. "The sales operations team must be the key driver and catalyst for increased productivity across the sales organization, setting the vision for its future and maintaining the path toward this vision. However, significant organizational and structural changes are required with sales operations teams to achieve this goal. With the right strategy and individuals in place, sales operations teams have the potential to be the catalyst for establishing a best-in-class, agile sales organization."
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
Rewiring sales organization for growth and scaleBrowne & Mohan
With markets becoming volatile and uncertain, shortening of products and commoditization, sales function is facing huge challenges. Companies need to rewire their sales organization to provide it with enough flexibility, visibility, actionable intelligence and ownership for employees. In this Whitepaper, Browne & Mohan consultants share how to rewire sales organization to set the company for revenue growth and scaling up.
Strategic Marketing Plan PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Strategic Marketing Plan PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of seventy slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/3flDZqt
Describes about the Key Account Management as a Manager's Capability.
Inferences from the Research paper of Björn S. Ivensa, Alexander Leischnigb,
Catherine Pardoc, Barbara Niersbachd
management of key accounts of an organisation. KAM portfolio. hierarchy of key relationships.pricing and negotiation.relationship management with key accounts.decision makers.
Running head: Implementation Strategy 1
Jessica Richards
Purdue Global University
MT460-01: Management Policy and Strategy
December 20, 2018
Developing implementation action plan
Introduction: objectives
This implementation plan is designed for Andrews Company for the year ending December 31st 2023. The main purpose of developing this implementation plan is to develop comprehensive and multifaceted strategic action plans to help address issues that are critical to the success or failure of the company.
Objectives of different departments in the company:
Research and development
Some of the goals and objectives of this department include the following;
· To improve technical and analytical skills of personnel; with the increasing advancement in technology, this is the main objective of this department.
· To improve employee retention.
· To develop leadership abilities and potential of the team hired.
Finance department
· To increase revenue; since the company’s current revenue ($40,800) is less than the potential expenses leading to a net loss and an increase in operating income of $4,839, the company plans to increase its revenue to reduce the increased operating income.
· To manage costs; this objective goes hand in hand with the objective to increase revenue. The company pan to manage costs as it grows.
· To maintain appropriate finance leverage; the company plans on increasing debt from $58,433 to some higher value since debt financing is cheaper as compared to equity financing.
· Diversify and increase revenue streams; the company plans on increasing sales of different products to increase its general revenue since the company only receives revenue from the sale of Able.
· To maintain profitability; the company plans on not only increasing its revenue and reducing thus increasing its profits but also to make it somehow constantly growing. Profitability of a company should not fluctuate much.
· To ensure financial sustainability; since the external environment is uncertain and out of control of the management, the company need to remain financially stable and this may sometimes encompass seeking outside sources of finance.
· To maximize shareholder’s wealth; the company since is a business unit plans to satisfy the business units’ common economic objective.
Marketing department
· To offer the best products; the department aims at providing the best products in the market to allure customers to the company’s products. This will happen especially when high tech is used to produce products. Some of the products that may be used include;
Name price
Bold $41.90
Dabble $44.50
Fast $42.50
Feast $42.50
· To increase market share; the company’s market share when high tech is used is 0.7% and 6.5% when low tech is used, therefore the company may decide to use low tech to produce products to increase its market share.
· To improve c ...
Sales levers SAM commercial reconnaissance electronic flyer July 2020richardhigham
Strategic accounts present significant opportunities but high risks. A SAM Commercial Reconnaissance will give you a clear picture about where you stand today and how you might capitalise on your SAM strengths.
Strategy Mapping PowerPoint Presentation Slides is a custom virtual solution for management teams from all domains. This graphically-rich balanced scorecard methodology PowerPoint template deck assists you in strategy mapping. Represent strategic management goals with the help of the cutting-edge design of this PPT theme. Insightful data visuals make bland info interesting. This presentation piques the attention of the viewer allowing him to develop a deeper understanding of the subject. Employ flowcharts, dashboards, and other diagrams to add a visual layer in your balanced strategy planning PowerPoint presentation. Elucidate the essentials of effective BSC strategic planning. Convey the need, perspectives, and implementation of the BSC management technique. Further, this PowerPoint deck features easy-to-understand balanced scorecard strategy map representation. Consolidate scorecards department-wise. Use our professionally crafted PPT templates to highlight the BSC execution framework. Smash the download button on this business performance management PowerPoint theme to build a methodical and informative presentation within moments. Our Strategy Mapping PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/3992qXK
The changing business environment manager's perspectiveLou Foja
Management is expected to ensure that the organization uses its resources wisely, operates profitably, pays its debts, and abides by laws and regulations.
To fulfill these expectations, managers establish the goals, objectives, and strategic plans that guide and control the organization’s operating, investing, and financing activities.
Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.
THE TIME SAVING BENEFITS OF USING BALANCED SCORE CARD AT THE WORKPLACE Abraham Ncunge
Balanced Score card is applied by organizations to promote performance and productivity through efficiency and effective management by embracing Strategic Management
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
2. Marketing Control Systems should provide information for:
1. Assessing and/or revising current strategy
2. Formulation of a new strategy
3. Allocating funds
A control system needs to:
1. Continuously collect data about appropriate
performance measures
2. Monitor the quality of strategy implementation
3. Checks actual against planned performance by
evaluating profitability of products, customer
segments, and territories.
1. Develop the strategy
2. Implement it
3. Control it
4. Understand the whole process
It’s a necessary but very difficult task.
4. Visual representation of cause and
effect relationships
How to align processes to support
marketing strategy
5. One way to understand the nature of a strategy
is to understand the Balanced Scorecard
because it focuses on 4 important areas:
1.Financial Perspective
2.Customer Perspective
3.Internal Perspective
4.Learning and Growth Perspective
6. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
7. This section describes financial growth & productivity outcomes
for a certain purpose:
This pinpoints the chain of logic by which intangible assets will
be transformed into tangible value.
I. Purpose Increase Shareholder Value
II. Financial growth outcomes, to name a few, include:
a. % Profit from sales
b. Sales growth
III.Productivity outcomes, to name a few, include:
a. Lower operating costs
b. Inventory turns
8. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
9. Defines the strategies on how the firm proposes to
deliver a competitively superior value proposition to
the targeted customer.
Clarifies the conditions that create value for the
customer.
It could include:
a. Moving product image from commodity to branded
product
b. Personalized customer service
c. Utilize Partners (Distributors or manufacturing reps)
10. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
11. 3. Internal Perspective
This describes the business processes that directly
affect the chosen strategies.
This level transforms intangibles assets into customer
and financial outcomes such as:
Customer Relationship Management
Innovation Management
Operations Management
Supply Chain Management
Regulatory & Social Processes Management
12. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
13. 4. LEARNING & GROWTH PERSPECTIVE
This describes the human, information
and organizational capital to support
value creating internal processes.
This defines the intangible assets that
must be aligned and integrated to create
value.
14. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
15. DEVELOPING THE STRATEGY
STEP 1: FINANCIAL AND GROWTH GOALS
The ultimate goal is to build shareholder value.
We might start with setting two major goals:
Financial & Productivity
a. Long term financial goals
b. Long Term productivity goals
Next, we establish short-term goals for each area
to form a value gap, which is the difference
between a future desired state and the present
reality state.
16. Step 1: Financial & Productivity Growth Goals
The difference between long and short term goals must
be realistically analyzed because if it’s too much, it’ll
discourage the organization from achieving it.
The goals must be functionally related and logical. For
example, if you increase sales productivity, does it
directly relate to more units sold and an increase in
sales?
To achieve the large goals, set a number of smaller goals
on a time line that work towards achieving the larger
ones.
17. Step 1: Financial & Productivity Growth Goals
Financial Goals:
1. Large goal: Increase net worth 30% over 3
yrs.
2. Smaller goal: Increase net worth by 10%/yr.
a. Large: Increase sales by $2.1M within 3 yrs.
b. Smaller: Increase sales by $700K/yr.
18. Step 1: Financial & Productivity Growth Goals
Productivity Goals:
Large: Reduce operating costs by 15% in 3yrs.
Small: Reduce operating costs by 5% per/yr.
19. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
20. If you want to achieve increased sales
(Step 1: $700K/yr) you’ll need to:
Get new customers or
Increase the business from customers
you already have.
To do that, you need to clearly and
explicitly develop or promote your core
Customer Value Proposition (CVP).
21. Four key customer value propositions
( recall from Ch. 7):
1. LowTotal Costs
2. Product Leadership Innovation
3. Complete Customer Solutions
4. Lock In (once a prospect is a customer, the
strategy is to keep him a customer)
22. Say we adopt “Low Total Costs.”
What does that mean to the customer?
It means our strategy will offer:
a. Attractive prices
b. Excellent & consistent quality at same or lower prices
c. Ease of purchase
d. Responsive service and more around reducing costs
for the customer!
23. To coordinate the plan, start with long-term financial
goals and break them into short term time frames.
The marketing plan might present them in weekly,
monthly and annual terms.
Break down the short term financial goals in terms of
activity. What does increased sales mean in terms of
activity? Does it mean:
a. Add more sales people?
b. Develop more customers with present sales
people?
c. Do more business with present customers?
Step 3: Establish Time Line for Results
24. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
25. STEP 4: IDENTIFY CRITICAL STRATEGIC THEMES
Each customer value proposition is interpreted into
the company’s internal process objectives:
Internal process objectives support two critical
elements of a company’s strategy:
1. To create and deliver the customer value
proposition to the customer.
2. To improve various internal operating processes
to reduce costs and enrich the productivity
component from a financial perspective.
27. Balanced Scorecard: Boise Office Solutions Strategy Map
Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
28. Recall From Step 2 above:
Customer Value Proposition
Four Key Customer Value Propositions
(Ch. 7)
1.Low Total Costs
2.Product Leadership Innovation
3.Complete Customer Solutions
4.Lock In (once a prospect is a
customer, the
strategy is to keep him a customer)
29. Step 5: Identify Human, Informational and
Organizational Resources to Support Strategy
• Step 5 is concerned with the learning &
growth level of the Balanced Scorecard.
• The three principal drivers are:
1.Human Capital
2.Information Capital
3.Organizational Capital
30. Learning and
Growth
Perspective
Manage Organizational Change
Human Capital
Enhance Our
People
Information Capital
Integrate Key
Technologies
Organizational Capital
Align Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
31. Step 5: Identify Human, Informational and
Organizational Resources to Support Strategy
Step 5 addresses the issue:
How ready is the organization to support the
internal processes that drive the strategies?
This step makes sure that everyone is aligned with
the strategy by assuring they are trained and have
the necessary information technology and
incentives in place to implement it.
32. Step 6: Develop an Action Plan
Develop an action plan that provides funding for
each strategic initiative.
By doing so, this supports the overall strategy in
a coordinated fashion.
The outcome will result in an integrated bundle
of investments. This idea is similar to a concept
called “Zero Based Budgeting”
33. Translating the 6 Steps
Using this strategy MAP coupled with
measurements of both activity and financial
measures throughout each level…
1. Clearly describes the strategy
2. Details objectives at critical internal
processes that creates value
3. Provides resources to implement the
strategy in an integrated way
…to achieve financial and productivity goals.
34. Learning and
Growth
Perspective
Manage Organizational Change
Enhance Our
People
Integrate Key
Technologies
Align
Organization
Develop new capabilities
Identify new roles and responsibilities
Create CRM platform
Build management and customer reporting
Communicate customer vision
Align incentives to vision
Internal
Perspective Improve Customer Experience Leverage Customer Service Rationalize Operations
Mass
Customization
Relationship
Marketing
Personalized,
Proactive
Service
First Time
Right
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Innovation Customer Management Operational Excellence
Customer
Perspective
Create Distinctive Customer Value by Enhancing the Customer Relationship
From
Commodity
to Solution
Trusted
Partner
Personalized
Customer
Service
Seamless
Access
Image Relationship Service Functionality
Financial
Perspective
Growth Strategy Productivity
StrategyIncrease
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
35. The purpose of a marketing
strategy is to yield results from
invested resources. Results
might include:
1. Profit contribution
2. % Market share
3. Increase new customers
4. Cost to serve customers
5. Sales
increase/customer
6. Various other goals
Interrelated Evaluations
In order to do this, there
are four interrelated
evaluations which are
required to design a
marketing strategy!
They are…
Marketing Strategy: Allocating Resources
36. How should we allocate
marketing dollars?
(E.g., Advertising,
personal selling, both?)
Within each marketing
strategy element, how should
we best allocate dollars to
best achieve our marketing
objectives? (E.g., Advertising
media choices?)
Which market
segments, products,
and geographic areas
will be most profitable?
1 2
43
How much should we
spend on marketing in
the planned period?
37. After allocating resources, it is important to
compare actual to planned and analyze the
differences.
Performance is measured in $$$ & in activity.
Address deviations above/below planned.
What caused the difference?
39. Strategic control is based on a comprehensive evaluation of whether or
not the firm is headed in the right direction.
Are we achieving our planned goals?
One way to assess success is to do a marketing audit. It should be:
Comprehensive
Periodic
Systematic evaluation of marketing operations
It considers both the marketing environment & internal marketing
activities
Environment includes company image, customer characteristics,
competitive activities, regulatory constraints & economic trends
Internal Marketing activities includes marketing objectives,
organization and implementation
40. Is a business strategy that provides performance
feedback regarding the results of marketing
efforts.
Companies with strong MPM programs
outperformed competitors.
They had a positive influence on return on assets
(ROA).
CEOs were pleased with the results.
42. A list of key metrics that provides
management with information to track
progress on marketing performance to
business outcomes.
Example:Track no. of letters sent out and
measure the number of qualified leads it
generated.
How many of these leads actually resulted in
new sales? Repeat sales?
43. Which metrics matter?
Isolated key performance drivers
Key Dashboard features
Metrics suggest a course of action
View of marketing’s value to the business
Better alignment of marketing with the business
Translate measures into meaningful information
45. Dashboard Metrics: Operation and Execution
Operation metrics include:
Marketing budget ratio: Marketing costs/Sales
Program: Program (personal selling-ad costs)/Sales
Awareness to Demand ratio:
% of Marketing costs to awareness building vs. demand
generation
Execution metrics determine how effectively the
marketing strategy is being executed
Are we building awareness?
Are we creating and attaining new business?
Are we keeping our old customers satisfied?
Are we closing deals?
46. Sales by market segments
Sales relative to potential
Sales growth rates
Market share
Contribution margin
Percentage of total profits
Return on investment
Table 15.3
47. Sales, expenses, and contribution by channel type
Sales and contribution margin by intermediary type and
individual intermediaries
Sales relative to market potential by channel, intermediary
type, and specific intermediaries
Expense-to-sales ratio by channel
Logistics cost by logistics activity by channel
Table 17.3
48. Advertising effectiveness by media type
Actual audience/target audience ratio
Cost per contact
Number of calls, inquiries, and information requests by media type
Dollar sales per sales call
Sales per territory relative to potential sales
Selling expenses to sales ratios
New accounts per time period
Table 15.3
49. Price changes relative to sales volume
Discount structure related to sales volume
Bid strategy related to new contracts
Margin structure related to marketing expenses
General price policy related to sales volume
Margins related to channel member performance
Table 17.3
50. Activity & Profitability Control
Activity-Based Costing (ABC method)
It’s an accounting system that links costs with
various activities.
This method allocates costs to particular
activities, customers, market segments.
Example:
a. How much sales ($$$ & units)/customer.
b. How much does it cost to service a customer?
c. What is the right mix?
51. PROFITABILITY CONTROL:
BENEFITS OF ABC
The ABC method allows the business
manager to focus on increasing
profitability by:
a. Understanding the sources of cost
variability
b. Developing strategies to:
1. Reduce resource commitment
2. Enhance resource productivity
52. Q: If it is too expensive to service a
customer, how can we reduce that cost,
make the salesperson more effective, and
still have a profitable customer?
A: One way is to set up internal systems to
recognize the problem and train the
salesperson to handle this situation so
he/she can get the customer to increase his
weekly order to a profitable order size.
53. Implementing the Marketing
Strategy
Marketing plans fail, not because they were not good, but
because management implemented them poorly.
Implementation is the link between strategy formulation
and performance!
Implementation is the process that translate plans into
action!
Good marketing implementation is the process that
assures that functional assignments are in line with the
overall marketing strategy.
54. Politics: The Ultimate Problem
Often times, politics creates challenges for
even the best plans.
Because of diverse functional areas that
participate in the planning and
implementation process, certain challenges
emerge.
Thomas Bonoma asserts that there are four
implementation skills that effective
marketing managers should employ to
lessen these concerns.
56. #1 Interacting #2 Allocating
Marketing managers
interact with internal and
external peers.
Best people have:
Good bargaining skills
Referent power skills
Allocating skills include
controlling time,
resources and people to
get the marketing job
done.
57. Monitoring & Organizing
#3 Monitoring
• Marketing managers who
demonstrate flexibility,
understand the firms
information & control
systems (manage by
numbers) can manage
with/without formal
control systems
inadequacies.
#4 Organizing
• Best managers know
how to organize and
motivate both:
– Formal and
– Informal groups
58. The following chart views interrelationships
between various functional groups within an
organization.
Marketing Specialists understand marketing.
Other functional specialists understand the “nuts
and bolts” of their areas.
The objective is to bring them together to form a
“synergistic pooling” of knowledge.
Marketing Strategy Implementation Guide
59. Decision
Area
Marketing Sales Manufact-
uring
R&D Purchasing Physical
Distribution
Technical
Service
S B U’s Corp. Level
Planner
Product/
Service
Quality
Technical
Support
Physical
Distribution
National
Account
Management
Channel
Relations
Sales Support
Product /
Service
Innovation
Table 15.4
Abbreviations to indicate decision roles: R = Responsible; A = Approval;
C = Consult; M = Implement; I = Inform; X = No role in decision
60. Marketer’s Role is to:
1. Insure maximum customer satisfaction.
2. Develop strategies to facilitate a desired
market response (facilitate exchange).
To do this, marketers:
A. Assume an active role in creating strategy
B. Coordinate strategies with other functional
members
C. Are the ones who integrate the collective
strength of the enterprise to satisfy
customer needs profitably!
61. Recap
Once the marketing strategy is formulated,
manager needs to evaluate responses from
target markets.
The marketer will look for discrepancies between
planned and actual performance.
The marketing control system facilitates this task
and enables the marketer to reassess business
opportunities and make adjustments as needed
in either strategy and/or execution.
62. The Big Picture
The next frame (fig. 15.2) synthesizes the material discussed
in this book.
I. Part 1 introduced major customer classifications.
II. Part 2 focused on organizational buying behavior &
customer relationship management.
III. Part 3 discussed assessing marketing opportunities to
include identifying, measuring and forecasting sales by
market segments.
IV. Part 4 paid attention to challenges and opportunities that
rapidly developing economies (RDEs) present to B2B
firms.
V. Part 5 explored various dimensions of the marketing
control process.
