managing a holistic marketing organization for the long run marketing management, 13 th ed 22
TRANSCRIPT
Managing a Holistic Marketing Organization
for the Long Run
Marketing Management, 13th ed
22
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-2
Chapter Questions
• What are important trends in marketing practices?
• What are the keys to effective internal marketing?• How can companies be responsible social
marketers?• How can a company improve its marketing skills?• What tools are available to help companies
monitor and improve their marketing activities?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-3
Organizing the Marketing Department
• Functional Organization• Geographic Organization• Product- or Brand-Management Organization• Market-Management Organization• Matrix-Management Organization
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-4
Figure 22.1 Functional Organization
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-5
Figure 22.2 The Product Manager’s Interactions
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-6
Figure 22.3 Vertical Product Team
• PM = Product Manager• APM = Associate PM• PA = Product Assistant
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-7
Figure 22.3 Triangular Product Team
• PM = Product Manager• R = Market Researcher• C = Communication Specialist
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-8
Figure 22.3 Horizontal Product Team
• PM = Product Manager• R = Market Researcher• C = Communication Specialist• S = Sales Manager• D = Distribution Specialist• F = Finance Specialist• E = Engineer
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-9
Figure 22.4 Product/Marketing-Management Matrix System
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-10
Table 22.4 Social Marketing Planning Process
Where are we?
Where do we want to go?
How will we get there?
How will we stay on course?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-11
Figure 22.5 The Control Process
What do we want to achieve?
What is happening?
Why is it happening?
What should we do about it?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-12
Types of Marketing Control
Annual plan control
Profitability control
Efficiency control
Strategic control
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-13
Figure 22.6 The Control-Chart Model
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-14
Figure 22.7 Financial Model of Return on Net Worth
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-15
Marketing Profitability Analysis
• Step 1: Identify functional expenses
• Step 2: Assign functional expenses to marketing entities
• Step 3: Prepare a profit-and-loss statement for each marketing entity
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-16
Table 22.9 Mapping Natural Expenses into Functional Expenses
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-17
Table 22.10 Bases for Allocating Functional Expenses to Channels
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-18
Table 22.11 Profit-and-Loss Statements for Channels
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-19
Types of Costs
Direct costs
Traceable common costs
Nontraceable common costs
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-20
Characteristics of Marketing Audits
Comprehensive
Systematic
Independent
Periodic