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MARKETING MANAGEMENT
UNIT 5
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
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
1/2
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"
2/2
ABOUT - PHILIP KOTLER
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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
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
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
MANAGEMENT

CONTROL AFTER

EVENT
03
OPERATIONAL
PHASES
PLANNING
01 02
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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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
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
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
- 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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
- 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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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
MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
- 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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
- 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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
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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MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS

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202 - Marketing Management [Unit 5: Control of Marketing Operations] [BBA II, Rajasthan University]

  • 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 1/2
  • 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" 2/2 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
  • 8. MANAGEMENT CONTROL AFTER EVENT 03 OPERATIONAL PHASES PLANNING 01 02 1/4 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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. 2/4 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 3/4 PHASE (2) OPERATIONAL MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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. 4/4 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 1/27 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 2/27 1/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 3/27 2/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 4/27 3/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 5/27 4/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 6/27 5/8 TECHNIQUE (1) ANNUAL PLAN CONTROL MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 7/27 6/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 8/27 7/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 9/27 8/8 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 10/27 1/2 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 11/27 2/2 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 12/27 1/2 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 13/27 2/2 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 14/27 1/2 1/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 15/27 2/2 2/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 16/27 1/2 3/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 17/27 2/2 4/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 18/27 1/4 5/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 19/27 2/4 6/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 20/27 3/4 7/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 21/27 4/4 8/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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. 22/27 1/2 9/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 23/27 2/2 10/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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. 24/27 1/2 11/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 25/27 2/2 12/12 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 26/27 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS
  • 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 27/27 MARKETING MANAGEMENT - UNIT 5: CONTROL OF MARKETING OPERATIONS