Basic Marketing: A Global Managerial Approach

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

Implementing and Controlling Marketing Plans: Evolution and Revolution 573

Conclusion

In this chapter, we’ve focused on the important role

of implementation and control in satisfying customers

and the firm’s ongoing success. We explained how im-

provements in information technology are playing a

critical role in revolutionizing these areas. Managers

should seek new and creative ways to improve imple-

mentation, which can often give a firm a competitive

advantage in building stronger relationships with cus-

tomers, even in highly competitive mature markets.

We also went into some detail on how total quality

management can help the firm get the type of imple-

mentation it needs—implementation that continuously

improves and does a better job of meeting customers’

needs and at lower cost.

A marketing program must also be controlled. Good

control helps the marketing manager locate and correct

weak spots and at the same time find strengths that may

be applied throughout the marketing program. Control

works hand in hand with planning.

Simple sales analysis just gives a picture of what hap-

pened. But when sales forecasts or other data showing

expected results are brought into the analysis, we can

evaluate performance—using performance indexes.

Cost analysis also can be useful. There are two basic

approaches to cost analysis—full-cost and contribution-

margin. Using the full-cost approach, all costs are

allocated in some way. Using the contribution-margin

approach, only the variable costs are allocated. Both

methods have their advantages and special uses.

Ideally, the marketing manager should arrange for a

constant flow of data that can be analyzed routinely,

preferably by computer, to help control present plans

and plan new strategies. A marketing audit can help this

ongoing effort. Either a separate department within the

company or an outside organization may conduct this

audit.

An audit shouldn’t be

necessary—but often

it is

Questions and Problems

1. Give an example of how a firm has used informa-
   tion technology to improve its marketing
   implementation and do a better job of meeting your
   needs.


2. Should marketing managers leave it to the account-
   ants to develop reports that the marketing manager
   will use to improve implementation and control?
   Why or why not?


3. Give an example of a firm that has a competitive ad-
   vantage because of the excellent job it does with
   implementation activities that directly impact

customer satisfaction. Explain why you think your

example is a good one.

4. What are the major advantages of total quality
   management as an approach for improving imple-
   mentation of marketing plans? What limitations
   can you think of?


5. If you were asked to recommend a firm (with which
   you have dealt) as a benchmark for good customer
   service after the sale, what firm would you recom-
   mend? What does this firm do that other firms do not
   do as well?

A marketing audit takes a big view of the business—and it evaluates the whole

marketing program. It might be done by a separate department within the com-

pany, perhaps by a marketing controller. But to get both expert and objective

evaluation, it’s probably better to use an outside organization such as a marketing

consulting firm.

Ideally, a marketing audit should not be necessary. Good managers do their best

in planning, implementing, and control—and they should continually evaluate the

effectiveness of the operation. In practice, however, managers often become identi-

fied with certain strategies, and pursue them blindly, when other strategies might be

more effective. Since an outside view can give needed perspective, marketing audits

may be more common in the future.