SECTION 3: EVALUATING PROPOSED INVESTMENTS IN THE MARKETING FUNCTION
by Heather Fitzpatrick
Marketing Management For Non-Marketing Managers
- Cover Page
- Title Page
- Copyright Page
- Preface
- Acknowledgments
- About the Author
- Contents
- SECTION 1: WHAT IS MARKETING?
- SECTION 2: MANAGING THE DISCIPLINE OF MARKETING
- 2: THE DISCIPLINE OF MARKETING: THE FOUNDATION FOR BUSINESS STRATEGY
- Why the Discipline of Marketing Produces the Crystal Ball Effect
- Leveraging Market Insight
- The Other Half of Marketing: Meeting Market Needs
- Choosing a Market: The Challenge of Serving Many Masters
- Translating Value Proposition Into Products and Services
- Aligning Your Business Activities
- Setting Business and Financial Objectives
- Questions for Non-Marketing Managers to Ask About the Discipline of Marketing
- Chapter 2 Summary
- 3: BRAND MANAGEMENT FUNDAMENTALS
- The Definition of Brand
- The Building Blocks of a Strong Brand
- The Value of a Strong Brand
- Sources of Added Value Attributed to Brand
- Best Practices and Tools of the Brand Trade
- Brand Architecture
- Mitigating and Addressing Brand Damage
- Questions for Non-Marketing Managers to Ask About Brand Management
- Chapter 3 Summary
- 2: THE DISCIPLINE OF MARKETING: THE FOUNDATION FOR BUSINESS STRATEGY
- SECTION 3: EVALUATING PROPOSED INVESTMENTS IN THE MARKETING FUNCTION
- 4: EVALUATING MARKETING PLAN ALIGNMENT
- 5: UNDERSTANDING WHAT INFLUENCES MARKET BEHAVIOUR
- Do You Know Why Your Customer Chooses Your Company—and Why Non-Customers Don’t?
- What Your Marketing Function Needs to Know
- Purchasing Decision Criteria
- Market Segments
- Understanding Relative Market Positions
- Other Influencing Factors
- Prioritising Influencing Factors
- The Connection Between Influencing Factors, Marketing Strategies and Results
- The Relative Importance of Price
- Questions for Non-Marketing Managers to Ask About Factors Influencing Purchasing Behaviour
- Chapter 5 Summary
- 6: ALIGNING MARKETING TACTICS WITH INFLUENCING FACTORS
- Tactics Are Not Strategies
- Well-Crafted Marketing Strategies Provide Specific Guidance
- Align Attributes to Pick the Right Tactic
- ‘How’ Is as Important as ‘What’
- Special Considerations for International and Multi-Cultural Markets
- Special Considerations for Not-for-Profits
- Questions for Non-Marketing Managers to Ask About Aligning Marketing Tactics With Influencing Factors
- Chapter 6 Summary
- 7: PRODUCTS AND SERVICES: THE FIRST ‘P’ OF TACTICAL MARKETING
- 8: PLACEMENT OR DISTRIBUTION: THE SECOND ‘P’ OF TACTICAL MARKETING
- Go Where the Market Looks for Solutions
- Balance Cost With Benefits
- Consider the Impact on Brand
- An Introduction to Channel Management
- Cutting Out the Middleman
- Creative Partnerships
- Multi-Channel Distribution
- Channel Conflict
- How Channel Decisions Impact Product and Service Innovation
- Questions for Non-Marketing Managers to Ask About Place or Distribution
- Chapter 8 Summary
- 9: PRICING: THE THIRD ‘P’ OF TACTICAL MARKETING
- The Impact of a Dollar (or Pound, or Yen or Rupee)
- Common Approaches to Evaluating Price
- Price and the Product Life Cycle
- Incentive Pricing Approaches
- Other Pricing Approaches
- The Connection Between Price, Product or Service, Distribution Systems and Operations
- The Impact of Brand on Price
- Market Realities
- Legal Issues
- Questions for Non-Marketing Managers to Ask About Price
- Chapter 9 Summary
- 10: PROMOTIONS: THE FOURTH ‘P’ OF TACTICAL MARKETING
- Understanding the Two Functional Purposes of Promotions
- Delegate, but Don’t Abdicate
- Why Following the Leader Is Risky
- Communicate So the Market Hears What You Say
- Pick the Right Tool for the Purpose
- A Guide to Common Promotional Tactics
- Questions for Non-Marketing Managers to Ask About Promotions
- Chapter 10 Summary
- 11: EVALUATING RETURNS ON MARKETING INVESTMENTS
- Debunking the Measurement Myth
- The Benefits of Measurement
- Measuring Results in Anticipation of Funding
- Determining the Appropriate Level of Accuracy
- Measurement Models: Simple to Complex
- Risk Adjustment
- Return on Marketing Investment
- Questions for Non-Marketing Managers to Ask About Measurement and Returns
- Chapter 11 Summary
- SECTION 4: MANAGING MARKETING OPERATIONS
- 13: STAFFING THE MARKETING DEPARTMENT
- 14: MANAGING MEASUREMENT
- Addressing the Language Barrier
- Agreeing on Metrics
- Building Processes and Systems to Measure Performance
- Don’t Forget the Investment Side of the ROI Equation
- Remaining Focused
- Coordinating Efforts
- The CEO’s Role in Measurement
- Questions for Non-Marketing Managers to Ask About Managing the Measurement of Marketing Performance
- Chapter 14 Summary
- 15: CULTIVATING SYSTEMATIC LISTENING
- Modelling the Way: The Executive’s Role in Building the Crystal Ball Effect
- Building a Listening Culture
- Validating Internal Information With Third-Party Research
- Key Market Research Tools and Concepts
- Questions for Non-Marketing Managers to Ask About Cultivating Systematic Listening
- Chapter 15 Summary
- SECTION 5: CONCLUSION
- 17: NOW WHAT?
- GLOSSARY
- APPENDIX A: REFERENCES AND RESOURCES
Section 3
EVALUATING PROPOSED INVESTMENTS IN THE MARKETING FUNCTION
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