Perreault−McCarthy: Basic

Marketing: A

Global−Managerial

Approach, 14/e

19. Implementing and
    Controlling Marketing
    Plans: Evolution and
    Revolution

Text © The McGraw−Hill

Companies, 2002

Allegiance is going to charge prices

that are profitable and still keep the

hospitals’ business, it must find

ways to give them better value on

each dollar they spend. There’s

some evidence that Allegiance is

successful doing just that.

That’s not to suggest that the

firm was doing poorly before. It

wasn’t. But its strategy wasn’t

producing the profits that

were expected. New prod-

ucts and improved

services—designed to help

hospitals cut the costs of pur-

chasing, handling, and storing

critical supplies—were well

544

Chapter Nineteen

Implementing and

Controlling

Marketing Plans:

Evolution and

Revolution

544

When You
Finish This Chapter,
You Should

1.Understand how
information technol-
ogy is speeding up
feedback for better
implementation and
control.

2.Know why effective
implementation is
critical to customer
satisfaction and
profits.

3.Know how total
quality management
can improve imple-
mentation_including
implementation of
service quality.

4.Understand how
sales analysis can aid
marketing strategy
planning.

5.Understand the dif-
ferences in sales
analysis, performance
analysis, and per-
formance analysis
using performance
indexes.

6.Understand the dif-
ference between the
full-cost approach
and the contribution-
margin approach.

7.Understand how
planning and control
can be combined to
improve the market-
ing management
process.

8.Understand what a
marketing audit is
and when and where
it should be used.

9.Understand the
important new terms
(shown in red).

Allegiance Healthcare Corpora-

tion supplies goods and services

to hospitals. Hospitals everywhere

are under pressure to cut costs but

still provide excellent care. So if

place

price

promotion

produc